RECRUITMENT & SELECTION MANUAL
S/HR/Recruitment/R & S Manual – Oct 12
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HR Department
August 2008 (amended Oct 2012)
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RECRUITMENT & SELECTION MANUAL
INDEX
1.0 SCOPE OF RECRUITMENT & SELECTION PROCEDURES
5
2.0 EQUAL OPPORTUNITIES
6
3.0 DATA PROTECTION
6
3.1 RESPONSIBILITIES OF STAFF INVOLVED IN RECRUITMENT
7
3.2 DATA PROTECTION AND DOCUMENT RETENTION STATEMENT
7
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4.0 RECRUITMENT AND SELECTION MODEL SCHEDULE
8
5.0 DETERMINING THE VACANCY
10
5.1 DETERMINING THE ROLE
11
5.2 BUDGETARY APPROVAL
11
5.3 CRIMINAL RECORDS BUREAU CHECK
11
6.0 JOB DESCRIPTION AND PERSON SPECIFICATION
12
6.1 JOB DESCRIPTION
12
6.2 PERSON SPECIFICATION
13
7.0 RECRUITMENT ADVERTISING
14
7.1 INFORMATION REQUIRED BY HUMAN RESOURCES
7.2 PRINCIPLES
14
14
7.3 WHERE TO ADVERTISE
15
7.4 PAYMENT FOR ADVERTISING
16
7.5 DESIGNING AN ADVERT
16
7.6 INFORMATION FOR CANDIDATES
17
7.7 AGENCIES/EXECUTIVE SEARCH ORGANISATIONS
17
8.0 SHORTLISTING
18
8.1 BLIND SHORTLISTING
18
8.2 SHORTLISTING AGAINST CRITERIA
18
8.3 GUARANTEED INTERVIEW SCHEME
19
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8.4 CANDIDATES OVER AGE 65 YEARS
19
8.5 SHORTLISTING PANELS
19
8.6
ADVERTISING UNSUCCESSFUL CANDIDATES
19
8.7
SHORTLISTED CANDIDATES
19
9.0 REFERENCE PROCEDURE
20
9.1
REFERENCES AND THE LAW
20
9.2
QUALIFIED PRIVILEGE WHEN PROVIDING A REFERENCE
20
9.3 CONFIDENTIALITY OF REFERENCES
20
10.0 INTERVIEWS
21
10.1 IMPORTANCE OF THE INTERVIEW PROCESS
21
10.2 INTERVIEWING ARRANGEMENTS
21
10.3 CANDIDATES WITH DISABILITIES
21
10.4 VIDEO CONFERENCING
22
10.5 INTERVIEW PANELS
10.6 INTERVIEW PREPARATION AND INTERVIEW STRUCTURE
22
23
10.7 INTERVIEW QUESTIONS
24
10.8 INTERVIEW ASSESSMENT
25
10.9 RETENTION OF RECORDS
26
10.10 CONFIDENTIALITY
26
11.0 PRESENTATION PANELS
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11.1 CHOOSING PRESENTATION PANELS
27
11.2 ASPECTS TO BE CONSIDERED BY THE PRESENTATION PANEL
27
11.3
FEEDBACK
27
12.0 ASSESSMENT METHODS
28
12.1
ASSESSMENT OF TEACHING ABILITY
28
12.2
TESTS AND EXERCISES
28
12.3
DISCUSSION GROUPS
29
12.4
SOCIAL/INFORMAL EVENTS
29
12.5
INFORMATION TO CANDIDATES
29
12.6
FEEDBACK TO INTERVIEW PANEL
29
13.0 CANDIDATE SELECTION PROCEDURE
30
13.1 SELECTION DECISION
30
13.2 THE OFFER AND REJECTION OF CANDIDATES
30
13.3 APPOINTMENT OF STAFF WHO HAVE TAKEN PREMATURE RETIREMENT
31
14.0 POINTS BASED IMMIGRATION
32
14.1 REGULATIONS
32
14.2 THE WORKER REGISTRATION SCHEME
32
15.0 EMPLOYING PEOPLE WITH CRIMINAL RECORDS
34
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15.1 STATEMENT
34
15.2 PROCESS
34
16.0 COMMENCEMENT PROCEDURE
36
16.1 DOCUMENTATION
36
16.2 INDUCTION
36
17.0 CASUAL WORKERS
37
18.0 PART-TIME HOURLY PAID ACADEMICS
38
APPENDICES
APPENDIX 1 EQUAL OPPORTUNITIES
40
APPENDIX 2 JOB DESCRIPTION &PERSON SPECIFICATION
41
APPENDIX 3 RECRUITMENT ARRANGEMENTS FORM
43
APPENDIX 4 EXAMPLE ADVERT
45
APPENDIX 5 SHORTLIST FORM
55
APPENDIX 6 INTERVIEW ASSESSMENT FORM
56
APPENDIX 7 INTERVIEW OUTCOME FORM
57
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1.0
SCOPE OF RECRUITMENT & SELECTION PROCEDURES
These procedures apply to the recruitment and selection of staff within the University. (NB: The procedures for the appointment of the Vice chancellor or Deputy Vice
chancellor will vary slightly due to the involvement of Governors). A separate section has been created towards the back of this manual to specifically cover the
procedures for the appointment of casual employees.
Underlying principles

The appointment systems must be fair, open, systematic, efficient and effective to ensure equality of opportunity. Detailed criteria in the form of person
specifications and up-to-date job descriptions underpin the University’s recruitment and selection procedures.

All appointments should be made in accordance with the procedures and guidelines outlined in this Manual.

It should be remembered that the process of recruitment provides an opportunity to promote the image of the University.

Staff involved in the recruitment and selection process must be conversant with the University’s procedure (as contained within this Manual). All chairs of
interview panels must have attended the Managing Equality & Diversity training and ensure that fellow panel members act in accordance with the guidance given
at this training. All staff who are involved in recruitment activities within the University can also attend the Successful Recruitment training offered twice a year
Registering concerns
If any member of staff involved in the recruitment process has concerns or questions about the way in which any aspect of it has been conducted, they should email
vacancies@yorksj.ac.uk or contact the Recruitment Officer on ext. 6621. Any issues will be dealt with sensitively and swiftly.
Evaluation and Review
The HR department will undertake a review of the recruitment and selection procedures on an annual basis. This will include obtaining feedback from Faculties and
departments and individuals who have been through the recruitment process at York St John. This feedback will be used to improve and enhance the process and
guidance from HR.
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2.0
EQUAL OPPORTUNITIES
All decisions on the recruitment of staff will be made with regard only to the requirements of the post and the capabilities of the individual and shall not be influenced by
any unlawful consideration of colour, ethnic origin, gender, marital status, sexual orientation, religion or belief, age, gender or disability.
The University is committed to equality of opportunity, both as an employer and as an educational institution and to ensuring that all its employment practices are
intrinsically fair, based on individual ability with fair treatment for all. It aims to attract a diverse and effective workforce with a wide range of abilities, experience and
skills. The University aims to operate fair and consistent procedures in respect of recruitment and selection and believes that following a policy of equality of opportunity
will benefit and enhance the effectiveness of the whole organisation and improve quality and performance.
The Director of Human Resources is responsible for ensuring that staff involved with recruitment are made aware of their responsibilities under the equal opportunities
legislation and for monitoring practice within the University.
Further information relating to Equal Opportunities and the consideration of this during the recruitment and selection process is given in Appendix 1, together with a copy
of the information sent to candidates.
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3.0
DATA PROTECTION
All data obtained in the course of recruitment is covered by the Data Protection Act. You should ensure that you understand the principles of the Act and your
responsibilities. Failure to comply can lead to fines and in certain cases criminal offences being committed. Please read the following guidance notes carefully.
There are eight data protection principles that are central to the Act. In brief, they say that personal data must be 1. processed fairly and lawfully; 2. processed for limited
purposes and not in any manner incompatible with those purposes; 3. adequate, relevant and not excessive; 4. accurate; 5. not kept for longer than is necessary; 6.
processed in line with data subjects' rights; 7. secure; 8. not transferred to countries that don’t protect personal data adequately.
The Act covers all people who work at University, who have worked at University or who wish to work at University. This includes: Applicants (current and former);
Employees (current and former); Agency Workers (current and former); Contract workers (current and former)
The Act is concerned with “personal data” held on computer or in a filing system. Examples of personal data likely to be covered during recruitment and selection are:
o Details of a worker’s salary held on the application
o An email about a named applicant
o A set of completed application forms
o Shortlisting forms
o Interview notes
o References
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3.1
RESPONSIBILITIES OF STAFF INVOLVED IN RECRUITMENT
To ensure members of staff comply with the requirements of the Data Protection Act, those involved in recruitment & selection must ensure that:
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all information accessed during the recruitment process is regarded as confidential
all application forms or other papers relating to recruitment and selection are held in a lockable drawer or cabinet
all applications of non-shortlisted applicants and all shortlisting forms are returned to the HR Department immediately on completion of shortlisting
all papers are returned, including any notes taken, to the HR Department immediately on completion of the recruitment process
any email correspondence regarding any named applicant is printed and included within the returned papers. Electronic versions should be deleted.
any notes taken at interview refer directly to the recruitment process and recruitment decision
any information gained during the recruitment process is not disclosed to a third party
informal vetting or informal reference checks are not conducted. Employment checks will be conducted by the HR Department.
A breach of the Data Protection Act is a disciplinary offence.
3.2
DATA PROTECTION AND DOCUMENT RETENTION STATEMENT
More detailed information on the Human Resources department’s approach to data protection can be obtained from the Data Protection and Document Retention
Statement found on the HR pages of the staff intranet.
4.0
RECRUITMENT AND SELECTION MODEL SCHEDULE
Please note that any reference to timescales below are based on the processing of a recruitment request directly upon receipt, which is dependant upon the lead time given for the vacancy and
priorities at the time of receipt.
STAGE
1
ACTION
NOTES
Recruitment
Arrangements Form, job
description, person specification, further details,
advert and an organisation chart (optional) are
forwarded to HR. HR discuss proposed dates
for advertising, closing date, shortlisting date
It is advisable to contact HR to discuss
advertisement, closing and interview
dates prior to completing the appointment
pro forma so that you are aware of the
resulting deadlines, e.g. copy deadlines.
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and interview date. If post is new then an
evaluation must be done prior to advertising.
2
3
4
HR
checks
paperwork
Faculty/Dept if questions.
and
Advertising deadlines are published on
the HR web site under Recruitment
Procedures and updated on an annual
basis
contacts
External advert arranged where applicable.
Internal advert circulated & placed on HR web
site (where also being advertised externally,
this may coincide with when the external ad
appears).
Copy deadline for most papers is normally
the week prior to that in which the advert
appears, journals tend to be monthly so
may have a longer deadline. Any internal
vacancy is advertised on the HR web site
and is open to all YSJ employees.
Recruitment Agency workers are not able
to apply for internal jobs only external.
External advert published.
weeks from appearance
Adverts will be placed on web sites eg
Fish4jobs where possible rather than
newspapers
Closing date 2
5
Applicants request further information from HR.
6
Closing Date (5pm). Applications prepared
and dispatched to Chair of shortlisting panel.
One set of papers will be despatched by
HR within 3/4 working days of the closing
date.
On average, the timescale between receiving the Recruitment Arrangements Form in HR and the post closing is 4 weeks
7
Shortlisting. Shortlist approved and returned
to HR with a schedule for the interviews/
presentations (see Section 7 of the Manual for
details of the implications of the guaranteed
interview scheme for disabled applicants).
Shortlisting panels should not be
scheduled for earlier than the 4th working
day after the closing date. Up to 3 hours
or longer should be allowed for
shortlisting. HR will provide one copy of
the papers for the panel..
The interview schedule will detail who is to
be interviewed when. Details of the time
schedule should be provided when
shortlisting papers returned.
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Candidates invited to interview.
References sought.
Candidates must be given at least 7
calendar day’s notice of interview. If a
presentation is involved, at least 10
calendar days notice must be given.
References are only sought prior to
interview
for
academic &
senior
management posts. They are retained by
HR until after the interview process when
they are made available to the Chair.
Applicant information sent to interview panel
HR send out full packs to the interview
panel. The Chair of the Interview panel is
responsible for ensuring the presentation
panel are briefed and that they receive
any necessary documentation
Interviews/tests/presentations
The Faculty/Dept should book rooms,
arrange refreshments for the candidates
and the person who will collect candidates
from reception.
Employment offer made: Chair contacts chosen
candidate to offer them the position, subject to
occupational health, references, Immigration &
Asylum and CRB check, if applicable. Chair
makes salary offer in accordance with the
Procedure for Salary Offers (available from HR
web site)
Whilst HR will write to unsuccessful
candidates, it is good practice for the
Chair of the panel to phone all applicants
(whether successful or unsuccessful) after
the interviews. This will also allow for
immediate feedback if needed.
8
9
10
11
Chair advises HR of successful and
unsuccessful candidates via the Interview
Outcome Form. Offer and regret letters sent by
HR.
12
Candidate starts employment
Notice periods are normally between 1
week and 3 months.
NOTE: managers should contact the new
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member of staff before their start date so
they know where to go on their first day
and who to report to
.
On average, the timescale from recruitment arrangements commencing to interview is 5/6 weeks. There is then normally a further month to three month wait before the
chosen candidate can commence.
In urgent circumstances, recruitment can be fast tracked to speed up the timescale but this will be in occasional circumstances and with advance agreement of the HR
department.
PLEASE NOTE:
The HR department will not advertise over the Christmas period or during the month of August due to this being the main holiday periods. Exact
dates are published on an annual basis.
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5.0 DETERMINING THE VACANCY
Potential vacancies occur through staffing changes, someone leaving or as a result of expansion. In the case of an existing post being vacated it is important to take the
opportunity to assess whether the role should be filled or changed in any way, from tasks undertaken to hours worked. How the vacated post should be filled should also
be carefully considered as it may not automatically mean recruiting a replacement if there are other ways of filling the gap. Other options to be considered:
Re-organising the work through:
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re-arranging the work so that existing staff can undertake part of the job;
splitting the duties;
assessing whether the work is still necessary and whether it should be done by a particular group;
redeploying other staff whose duties have reduced significantly;
assessing whether improvements in training of other staff can reduce the need for the work to be done;
in the short term, using overtime or temporary staff to achieve the desired output
Optimisation of technology
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Increased efficiency can be gained by optimising the use of IT systems
Upskilling staff in computer skills
Upgrading computer facilities
Networking and improving communication/information flow systems
Reviewing working patterns

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Consider using shift pattern or part-time replacements to cover peaks in workload activity
Overtime should be carefully used and only on a short term basis due to increased hours worked. It is also an expensive option in the long term.
Secondment

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Review opportunities for staff development
If potential vacancy is a suitable secondment opportunity, the internal advertising procedures should be used to determine the secondee
Transfer

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Consider redeployment of staff who are potentially redundant elsewhere*
Consider redeployment of staff who have requested alternative work, whether for health or other reasons*
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
Consider redeployment of staff who have undergone appropriate succession training to fill the potential vacancy and fill the transferee’s post
* Such staff must automatically be considered whenever a post is to be recruited to.
5.1
DETERMINING THE ROLE
When formulating the job description, review the role to obtain a good understanding of the duties, responsibilities, relationships, reporting lines, role boundaries etc. If
significant changes to the role are made which may require a re-grading, or if the post is a new role, a re-evaluation should be requested through the HR department.
This must be done well before the job is to be advertised.
Without reviewing the role thoroughly, it will not be possible to create an accurate job description which forms the basis of the selection process and can ultimately affect
the suitability of the chosen candidate for the role, as well as the salary offered, whether the workload is too high/low etc.
5.2
BUDGETARY APPROVAL
If recruiting a direct replacement with no budgetary implications, no financial approval is required. Any new/varied posts that will exceed the agreed budget for the
Faculty/Department either within year or into the next financial year must be reported to the Executive group via the completion of a business case for their approval.
5.3
CRIMINAL RECORDS BUREAU CHECK
If the post holder will require a CRB check before commencing employment this must be flagged with the HR Department at the outset. The HR Department will
bring the University’s CRB Policy to the attention of all applicants.
Please note: If CRB clearance is not received in time, an employee is not allowed unsupervised access to children or vulnerable adults. They can undertake
other aspects of their work however.
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6.0
JOB DESCRIPTION AND PERSON SPECIFICATION
The first document to draft is the job description so that you are clear on what the requirements of the job are. It is not until this has been done that you can really
understand the qualities needed by an individual to undertake the job and be in a position to draft the person specification (PS). Likewise, an advertisement cannot be
drawn up until you are clear on what the role is and the type of person needed to fulfil it so this must come last out of the three documents.
6.1
JOB DESCRIPTION
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The job description should be completed in the format set out in Appendix 2. The template can be obtained from the HR department or through the Staff Information
Point. A job description provides information that is vital to the recruitment and selection process and can aid induction and staff development.
6.1.2
Contents of the job description
Job Purpose
This is a general statement which should summarise the main purpose of the post and is not to be confused with the detailing of skills/characteristics required by the role
holder, which are placed in the person specification.
Main duties and responsibilities
Specific tasks and responsibilities to be undertaken should be listed and the relationship of the job to other positions within the University and/or externally, explained.
The duties and responsibilities should indicate relative frequency and importance and be expressed in terms of desired outcomes.
Certain standard sentences must appear in all job descriptions and these are shown in the template job description at Appendix 2.
6.1.3 Academic posts
The job description for an academic post should stress the complexity of the role, the characteristics of good teaching skills and the need for development and innovation
so that the Faculty maintains a position in the forefront of its field. PLEASE NOTE that the University has generic job descriptions for academic posts and therefore it will
only be where a Faculty is recruiting to a non-standard academic role that a new job description will be needed.
6.1.4 Research posts
When writing an outline job description for a research post connected with a specific research project it is important that the description of the research project is clear.
The specific research and other skills and experience required for that project should be clearly related to the project specification. PLEASE NOTE that the University has
generic job descriptions for research posts and these should be used as a starting point. They will need some adjustment by the Faculty to ensure they reflect the
specifics of the research project and the types of research skills required.
If working within a group on a specific research project, information regarding the group make up and specialisms may be of benefit. It must be clear whether or not the
new post is required to be supervised or supervise.
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6.2
PERSON SPECIFICATION
6.2.1 Why have a person specification?
The person specification (PS) provides a profile of the essential and desirable skills, knowledge, experience and characteristics required of a candidate in order for them
to fulfil the requirements of the role.
The PS will provide the basis upon which each candidate will be shortlisted and against which interview questions will be formed and interviewees assessed. This type
of process has the advantage of ensuring equality of opportunity through a rigorous, systematic, objective process, with selection set against clear criteria, thus providing
a record to show that the final decision was fair and equitable.
6.2.2
Principles of compiling a person specification

Criteria should be specific and leave little room for interpretation.

When identifying qualifications required, it is not sufficient to state ‘educated to a good standard’. This is not sufficiently specific as each individual will have a
varying opinion on what is considered as ‘good’. Equally, make sure the qualifications don’t disadvantage people at different ages. In relation to qualifications
the Dept/Faculty must be sure that they are an absolute requirement for the job and must be able to justify them to ensure the possibility of discrimination is
avoided.

Avoid the use of generic terms such as good numeracy and literacy skills. Instead relate them to job requirements e.g. ability to manage budgets or write reports.
(Generic details available for administrative posts).
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Any concern as to whether a criterion could lead to the exclusion or deterrence of a section of the population, e.g. women, people of a certain age, disabled
people or ethnic minorities should be raised with HR.

Physical criteria must be entirely job related and care must be taken not to unjustifiably discriminate against women or people with disabilities.

Avoid references, no matter how oblique, to age e.g. asking for ‘so many years’ experience. Specify the type of experience you are looking for. The HR team can
provide specific advice in this area.
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Careful consideration should be given to whether a criterion is essential or desirable. An essential characteristic is an absolute prerequisite to appointment and if
stated as essential incorrectly, it would cause difficulties at a later stage in the selection process if a preferred candidate does not meet this criterion. Essential
criteria also restrict the number of shortlisted applicants.
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Where the selection process will include a presentation, the PS should contain a criterion focusing on presentation or lecturing skills.
6.2.3
Contents of the Person Specification
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A template for the PS is given in Appendix 2. The headings under which the essential and desirable criteria are divided (together with example criteria) are:
Education/Training – e.g. Academic, vocational/professional and other training
Knowledge & Experience – e.g. Dealing with the public, filing, report writing, supervisory, budgetary, negotiating, Excel.
Skills/attributes/personality – e.g. Communication, interpersonal, keyboard, decision-making, problem-solving, presentation, managing, organisational.
Special Features – e.g. Travel required, CRB check needed, unsociable hours.
7.0
RECRUITMENT ADVERTISING
7.1
INFORMATION REQUIRED BY HUMAN RESOURCES
If having considered the options, there is a definite need to recruit to a post or posts, the Recruitment Arrangements Form should be completed (Appendix 3) and
provided together with an up-to-date job description, person specification, draft advertisement (information on these documents are provided in this Manual), further
details and, where available, an organisation chart. The Form should be signed by the Head of Department/Faculty (or Faculty Administration Manager) and include the
budget code.
HR are unable to take any action until the Form has been completed and supporting documents have been received.
In addition to information relating to the post, HR requires the following information on the Recruitment Arrangements from:
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Interview date (as it will appear in the recruitment information)
Names of those on the interview and presentation panels
Presentation topic (if applicable)
Assessments/Tests (if applicable)
The name of the person who will be collecting candidates from Reception.
Note: if the form is returned without the ‘presentation’ section completed it will be assumed that there is no requirement for candidates to make a presentation.
7.2
PRINCIPLES
All fixed term vacancies of a significant duration (9 months or more) or those which are likely to be converted to indefinite posts must be advertised, as must any
indefinite vacancies. Where a fixed term post is to be converted to an indefinite post and has previously been advertised, in the first instance it need only be offered to a
ring-fenced pool of potential applicants, which may sometimes only consist of the current incumbent. HR will advise. Previous applicants may be considered for future
vacancies, as long as the vacancy has been advertised within the preceding 4 months.
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External recruitment advertising is often the most expensive part of the recruitment process. The cost is normally borne by the Human Resources Department out of an
agreed pre-determined budget. This budget will not meet the costs of all media and where a Faculty/Department wishes to advertise in more than one press, the cost is
borne by them. All academic and appropriate level administrative job vacancies are advertised on Jobs.ac.uk in addition to press. The majority of administrative jobs are
advertised on Fish4jobs.com (often this is the only advertising medium)
The need to advertise must be carefully assessed with due regard to all the circumstances. An external advertisement may not always be necessary and
thought should be given to whether it may be possible to recruit internally. If the vacancy is Admin Grade 4 or above or it is felt that there may be existing
members of staff interested in a vacancy, and/or the vacant post provides an excellent promotional opportunity for a staff member the job will be advertised internally
only. Where there is doubt, it is possible to place an internal advertisement first and, if this is unsuccessful, then place an external advert. Timescales and deadlines can
be flexed with internal advertising.
If a post becomes vacant again within a short time of being filled, say less than 4 months, the post may be offered to a previous applicant without re-advertisement.
Departments/Faculties will be encouraged to re-consider previous applicants before re-advertising.
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7.3
WHERE TO ADVERTISE
Choosing the most effective media is a vital part of the process to ensure that the University attracts only the most suitable applicants. As a general rule one well chosen
publication should be sufficient to advertise a post and obtain a good response.
The Human Resources Department will provide advice on which media is appropriate to advertise a particular job. Advice will be based on experience and responses
from media used previously. Advertising options include, but are not limited to:
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Internal notice boards/intranet
National Press
Local Press (on-line only)
Technical Press
Job Centres
Other Colleges and Universities
Graduate press/publications
Internet (Jobs.ac.uk; Fish4jobs.com)
More and more frequently we are encouraging Departments/Faculties to advertise on web sites. The University has an account with, and presence on
www.Fish4jobs.com. Web advertising provides more flexibility and potentially a broader and more diverse range of applicants. This has been so successful that we
often advertise on the web only.
Please note, if offering a post to an applicant from outside of the EEC, in order to apply for the necessary permission to work in the UK, the University would have to
prove that there is no EEC or Swiss national able to carry out the job.
In order to comply with new regulations we are now required to advertise all skilled jobs (including Academic) and all other posts for two weeks. If following this period a
suitable settled worker is identified, we can appoint them straight away. However, if no suitable settled worker is identified, we cannot appoint a migrant worker who
applies at this stage – we would be required to advertise the vacancy for a further two weeks. Following this second stage of advertising, if no suitable settled workers
are identified and the resident labour market test has been completed we can appoint a migrant.
NOTE: External applicants will not be able to apply for positions advertised internally only. Students and temporary Agency staff are regarded as ‘external’
for this purpose as are employees of organisations based at YSJ (e.g. Yorkshire Film Archive)
Be aware that whilst it is normally possible to place an advertisement in the local and national press within 1/ 2 weeks, lead times in trade/professional journals are much
longer and can be as much as 10 – 12 weeks.
A list of the most popular publications used by the University and their deadlines are given below:
Published/Main Day
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ACADEMIC PUBLICATIONS:
Guardian
Tuesday – Education
Monday week preceding
THES
Thursday
Monday week preceding
Accountancy Age
Thursday
Monday week preceding
People Management
Alternate Thursdays
Monday week preceding
The Stage
British Journal of OT
Thursday
Thursday
Monday week preceding
4 weeks before
PROFESSIONAL PUBLICATIONS:
LOCAL PUBLICATIONS:
York Press
Wednesday
Monday week preceding
INTERNET SITES: Jobs.ac.uk, YSJ web-site, Fish4jobs.com
Human Resources will publish recruitment advertising dates and deadlines on a termly basis. Composite advertisements are placed in local media once a fortnight.
If special media or internet sites are to be used, HR will provide advice on the deadlines.
7.4
PAYMENT FOR ADVERTISING
The HR Department will pay for advertising in one media and on Jobs.ac.uk. If Departments/ Faculties wish to place advertisements in additional media then this must
be paid for out of their budget.
7.5
DESIGNING AN ADVERT
When constructing an advert, the key things to include are:
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Main job details (title, salary and whether it is pro rata, hours, key duties/responsibilities)
The key essential criteria required (things that will affect who applies)
How to apply
The ideal advertisement firstly gains the reader’s interest, then leads them on to determine whether they could fulfil the role and finally leaves them feeling that York St
John University would be a good place to work and provides them with the link to the web site. Sample advertisements are given in Appendix 4 and are available from
HR on request. If the advert is appearing on web sites only it can contain more information but wording should be considered for search engines.
Information about the York St John in advertisements should be kept to concise sentences, stressing only the features of the University which are relevant to the post
being advertised.
As it is the Faculty/Department that has the best knowledge of the role to be recruited to, it is they who draft the initial advertisement. The draft should simply pull
information from the job description in terms of information on the role and from the person specification in terms of the key criteria required. The advert should not
contain anything that the job description or person specification does not. The Human Resources Department will then format and edit the advertisement and check for
such things as comparability with the job description and PS and that no discriminatory text is included. Final approval will be sought from the Faculty/Department if any
changes have been made prior to the advert being placed internally and/or externally by HR. Where a similar or the same job has been advertised previously, the HR
department will be able to provide a copy of the advert used before to work from.
For Academic posts wherever possible and to cut costs advertisements will be placed as a composite.
HR ensures that all recruitment advertising will include:
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The York St John name and logo
The two ticks symbol for disability
Stonewall logo
Contact details for an application pack
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7.6
INFORMATION FOR CANDIDATES
Jobs are advertised on the web site and the following details would be available to view or download. On receipt of a written or telephone request for further information
on an advertised vacancy, the Human Resources Department will send out the Application Pack:
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7.7
Letter acknowledging their interest in the post (this includes reference to the University’s CRB Policy)
Job Description
Person Specification
Organisation Chart (if provided)
Information about the Faculty/Department
Information on the University
Application Form (see Appendix 5)
Personal Details Form
Notes for Guidance on Application
Equal Opportunities Statement
Equal Opportunities Monitoring Form
AGENCIES/EXECUTIVE SEARCH ORGANISATIONS
7.7.1 Recruitment Agencies
York St John has a relationship with a local recruitment agency who assist us with the recruitment of temporary staff. The University will however only consider the use
of agencies for permanent recruitment if the post to be advertised is in a specialised field where general media advertising will not produce a suitable quality of applicant.
The Faculty/Department will have to produce suitably strong evidence to support this position as York St John’s equal opportunities guidelines provide that we openly
advertise all vacancies. Such evidence might be the fact that we have failed to recruit to the post previously.
If Agencies are being considered for permanent positions then the HR department must be contacted before any approach is made.
7.7.2 Executive Search Organisations
For some senior posts within the institution, it may be appropriate to employ the services of a specialist search organisation to undertake recruitment on behalf of York St
John, or to supplement the general media advertising. Where this is felt appropriate, the HR department must be consulted for advice before any action is taken.
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8. SHORTLISTING
Shortlisting must not be scheduled for earlier than fourth working day after the closing date. All applications must be considered at the same time and
Departments/Faculties will not be permitted to consider any application before the closing date.
8.1 BLIND SHORTLISTING
In support of its statement on promoting the greatest equality of opportunity, and in order that decisions on the recruitment of staff are made solely on merit York St John
will normally:
i.
Use an application form which ensures that personal details (e.g. name, address, age, etc.) are separated from the main candidate information, in order that
‘blind’ shortlisting can be practiced.
Separate the Equal Opportunities monitoring form from applications, which is kept within HR and not copied to the selection and recruitment panels.
Operate the practise whereby shortlisting panels receive applications which are referenced by candidate number only, with any identifying data removed.
ii.
iii.
There will be exceptions to this practise, in particular in the case of academic staff where the reputation of the individual in their field is an essential part of the criteria and
can only be evidenced through data which reveals their identity. Other exceptions to the practise of blind shortlisting may include:
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recruitment to management posts, using the same rationale as for academic posts.
when re-advertising a post within a short time span where previous applicants are advised not to re-apply.
Once shortlisting has been completed and approved, the personal details will be included in the information on candidates for the interview panel.
8.2 SHORTLISTING AGAINST CRITERIA IDENTIFIED IN THE PERSON SPECIFICATION
The Shortlisting Form (Appendix 6) must be completed by the shortlisting panel and candidates scored against chosen criteria from the person specification. No new
criteria should be introduced at this stage.
The Shortlisting Panel should meet as a group to consider the applications. Only one Shortlisting Form should be completed on behalf of the whole panel.
It is essential that the form is completed as it provides an ‘auditable’ record of assessment of candidates during shortlisting and demonstrates fairness. It can also be
used to provide a basis for feedback if this is requested by an unsuccessful applicant so honest and accurate recording is essential. Please use the notes box to
summarise your decisions where needed.
The Form currently provides space for a set number of criteria to be chosen from the person specification, however these may be extended as needs dictate. It is
advisable to score against essential criteria and desirable criteria separately as the former is key.
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The grid section should be completed using the following scoring method:
0 – not met
1 – partially met
2 – met
3 – exceeded
Calculate each candidate’s score against the essential criteria and use the desirable criteria to select between candidates scoring similarly on the essentials. A
candidate who does not meet all the essential criteria should not be selected.
8.3
GUARANTEED INTERVIEW SCHEME (APPLICANTS WITH DISABILITIES)
The University is committed to the employment and career development of disabled people. To demonstrate our commitment we use the Disability Symbol that is
awarded by the Employment Service. As a symbol user we guarantee an interview to anyone with a disability whose application meets the minimum criteria for the post.
Please note therefore that if you do not shortlist someone with a disability and they meet the minimum criteria, they will need to be interviewed.
8.4
SHORTLISTING PANELS
For all appointments, a shortlisting panel of between two and three people from the interview panel should be identified. The panel does not have to consist of the entire
interview panel. 2 or 3 representatives will suffice. The Chair of the Shortlisting Panel must however be the Chair of the interview panel.
Once the shortlist has been agreed and approved, the Chair of the panel will be responsible for returning the Shortlisting Form to the Human Resources Department.
Attached should be the recommended interview schedule. If faculties/departments draft the schedule it ensures that their needs on the day are met effectively.
It is important to take detailed notes during the interview process in case there is any claim made by unsuccessful applicants to justify the appointment of the successful
candidate. The information from interview process including shortlisting papers and application form can be viewed by other candidates who request this, save for any
identifying personal details which are removed from the papers. This means that you need to be careful not to put anything in your notes about applicants that could give
rise to a claim in an employment tribunal. For example, any comments about the applicant's suitability for a position due to their age, sex, race, religion or any disability
could see the employer facing a claim for discrimination.
It is, therefore, important that any criteria for assessing applicants is fair and non-discriminatory. You should ensure that any notes made in interviews are suitable to be
shown to the unsuccessful applicants after the event.
8.5
ADVISING UNSUCCESSFUL CANDIDATES
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Due to the volume of applications received and the cost and time involved, it is not possible for Human Resources to advise external candidates who are not shortlisted.
However, a member of the Shortlisting Panel will advise internal candidates who have not been shortlisted. If requested, the Chair of the shortlisting panel will provide
feedback to unsuccessful candidates.
8.6
SHORTLISTED CANDIDATES
HR will write to all shortlisted candidates to invite them to interview. In the majority of cases no more than 6 applicants should be shortlisted. It is acknowledged that
there may be certain occasions where shortlisting up to 8 applicants may be justified, i.e. concerns about applicants withdrawing.
9.0
REFERENCE PROCEDURE
In the case of senior management vacancies, references are requested for all shortlisted candidates prior to interview provided the applicants have given us permission
to request them. Copies of references are retained by HR and provided to the Chair after the interviews. This ensures that panels do not have more information on
some candidates than others (references may not arrive before the interview for some candidates) when making their decision. If the Chair of the interview panel
considers a reference unsatisfactory, a decision to withdraw the job offer will be considered in conjunction with HR.
All offers of employment will be subject to satisfactory references. Upon request, the HR Department is happy to obtain references prior to the confirmation of the offer of
employment.
9.1
REFERENCES AND THE LAW
The law imposes no obligation on an employer to give a reference, although it is generally accepted that an employer is under a social or moral duty to do so if a
reference is requested whether by an employee or by a prospective employer. However, if someone is giving a reference, the law expects it to be honest.
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The general principles are to either provide a full and honest reference, highlighting significant positive and negative issues, without unjustified weighting to one or the
other or to provide a basic but factual reference, highlighting simply the dates of employment, position held and the reason for leaving.
9.2
QUALIFIED PRIVILEGE WHEN PROVIDING A REFERENCE
The provider of a reference is entitled to do so in the belief that it will be a document protected by the doctrine of qualified privilege. Proof of malice will overcome a
defence of qualified privilege, but short of this a reference which contains the honest belief of the author of it comes within the scope of qualified privilege. This also
applies to information in the reference which has been supplied by someone else and which is not in the direct knowledge of the author of the reference, such as when a
HR manager compiles a reference from information provided by line managers, provided that those sources have not themselves been activated by malice.
9.3
CONFIDENTIALITY OF REFERENCES
If the subject of a reference wishes to see a copy of it, the approval should be sought from the referee. However, an individual has the right to make a request under the
Data Protection Act via a subject access request to see information relating to them, including that contained in a personnel file. Therefore, even if the referee refuses
permission, the University may have to disclose the reference to the subject. Out of courtesy, the University should therefore advise the referee of this when seeking
their permission.
To shorten the above process, all reference letters issued by the University ask the referee to confirm whether they are happy for the reference to be disclosed if a
subject access request is made.
Other
Separate Guidance is available from the HR department in relation to providing references for current or ex-staff members.
10.0 INTERVIEWS
10.1
IMPORTANCE OF THE INTERVIEW PROCESS
The importance of the interview process/day cannot be under-estimated. This is the key opportunity for the Department/Faculty to access the quality of the applicants to
ensure the best selection decision for the role being advertised. Equally however it is important that the candidates get a feel for York St John University and what their
job will involve. It is recommended that Departments/Faculties allow time within the interview programme to provide candidates with valuable information about the job to
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which they are applying, e.g. if an academic role, you may want to explain contact hours/hours of work, their role as a Tutor, assessment responsibilities. This is
especially important for those candidates who have not worked in Higher Education before.
If you need to allow more than one day for the interview process to ensure a thorough process then do.
10.2
INTERVIEW ARRANGEMENTS
The HR Department will:
 Distribute the interview schedule.
 Arrange overnight accommodation for candidates, if necessary
 Send interview letters and applications for references, where appropriate.
 Advise Reception of the candidates expected
Departments/Faculties are responsible for:
 Planning the interview programme, including tours, meetings and presentations
 Booking interview and presentation rooms
 Arranging for an OHP, screen and other equipment to be available on the day if presentations are required.
 Arranging and paying for refreshments/lunch
 Meeting applicants on arrival
Candidates should be fully briefed by the Faculty/Department at the start of their selection process on how their time will be spent on their interview day and wherever
possible be given a 10 minute break between stages of the selection process, e.g. between interview and presentation/demonstration.
All staff involved in the process, including those welcoming candidates or guiding tours, must be fully briefed about arrangements and made aware of the importance and
responsibilities of their role.
10.3
CANDIDATES WITH DISABILITIES
If a candidate has advised the HR Department of any adjustments that will be necessary on the selection day (e.g. via their Equal Opportunities form), these will be made
wherever reasonably possible. HR will provide the Chair with details of any candidate’s physical disabilities. Disabilities of a non-physical nature will only be disclosed to
the Chair if it is felt they are relevant to the interview process.
Special arrangements should be made as necessary where a candidate(s) has a physical disability which prevents them from gaining access to certain parts of the
building (e.g. upper floors). If tours are involved, extra time must be made available.
Longer interview times should be allocated for applicants with hearing or speech difficulties.
Portable hearing loops can made available. The University has loops situated at:
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10.4
University Main Reception
Student Services IAG Desk
Disability Unit
SKYPE INTERVIEWS
Given that we recruit for some posts from an international market candidates may have to travel a long distance which can be costly. The University, therefore, needs to
offer the opportunity of a Skype interview which may be the best solution. The candidate would be invited for interview and given the opportunity to attend in person, if
they would prefer to undertake a Skype interview this would be arranged if the panel are happy to conduct the interview in this way.
The Faculty/Department would be responsible for making arrangements for a Skype interview and to conduct a test prior to the interview taking place.
10.5
INTERVIEW PANELS
10.5.1 Size
Ideally an interview panel should not exceed four people.
10.5.2 Chair
For appointments at SLT level (with exception of the Vice Chancellor and Deputy Vice Chancellor), the Vice Chancellor or Deputy Vice Chancellor will Chair the interview
panel.
For all academic appointments, the Chair of the panel will be the Dean of Faculty. For Professorial appointments, the Chair of the panel will be the Deputy Vice
Chancellor.
For other appointments, the Chair will normally be the Head of Faculty / Department, or their nominee who must be of a higher grade than the position to be recruited to.
The Chair will be responsible for determining and approving the selection of other panel members in accordance with guidelines below. The Chair of the presentation
panel (should there be a presentation) reports into the Chair of the interview panel. NB: Only those who have attended the Recruitment and Selection training
course are permitted to Chair an interview panel.
10.5.3 Composition of the panel
All members of the panel should be in a position to judge the suitability of the candidates and should normally be at least the same grade, or ideally a grade higher, than
the vacant post.
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In the case of academic appointments, at least one of the panel members should be expert in the particular subject area of the appointment. Academic interview panels
must always contain a colleague from a different Faculty.
In the case of an administrative, professional or technical post which involves providing a direct support service to students, a Sabbatical Officer from the Students’ Union
should be invited to join the interview panel.
To promote equal opportunities within the interviewing process York St John requires:
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That each panel consists of both female and male interviewers wherever possible
That in referring to, or introducing panel members, consistency in the form of address is maintained. Whichever form of address is adopted for the panel
should be adopted for the candidates. It should be noted that York St John generally operates on first name terms.
10.5.4 Information for the Chair and panel members
The following information will be sent to the Chair and members of the formal interview panel no later than 3 working days before an interview date wherever possible.
To all members of the interview panel:
 Interview programme
 Job description
 Person specification
 Advert
 A copy of each Application Form, CV and supporting documents
 Interview Assessment Form
 Useful information on contractual terms
The Chair of the Interview Panel must ensure the presentation panel have copies of the:
 Presentation programme
 Interview Assessment Form and clear guidance on the skills being assessed by the panel.
To the Chair of the interview panel only:
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10.6
Interview Outcome Form
INTERVIEW PREPARATION AND INTERVIEW STRUCTURE
10.6.1 Preparation
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Successful panel interviewing relies on the competence of the Chair and on the good sense of the panel members. A pre-interview discussion attended by all panel
members is crucial to the process. It is advisable to schedule a meeting for this purpose. As a minimum, 30 minutes can be set aside on the day prior to the interviews.
HR will provide advice and guidance to the Panel, where appropriate. The discussion should cover, but is not limited to:
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The criteria each panel member will cover (unless already agreed)
Time to formulate and agree interview questions around agreed criteria
Any issues arising from the application forms/CV’s
Any issues to declare regarding knowledge of applicants
Format of interview
Order of questioning
Once questions have been decided the panel should decide who will ask what. All these questions should be asked of each applicant, but further probing questions will
differ according to each applicant and their response.
The panel members should, prior to the pre-interview discussion, make themselves familiar with all paperwork given to them relating to the interviews and make notes of
any questions arising relating to particular candidates. Key areas to note on applications include, but are not limited to:
 Any gaps in employment
 Length of employment in various positions
 Reasons for leaving previous employment
 Structured career path
These issues should be raised during the pre-interview discussion and any unresolved issues should be raised with the candidate to obtain further clarification. This
ensures the final decision is based on the selection process and not preconceived ideas.
If a panel member has any existing knowledge of any candidate, this should be made clear to the Chair at the outset. It may be appropriate to nominate an
alternative Chair for that specific interview or for all interviews to ensure complete fairness.
If a panel member feels they may be biased towards or subjective regarding any of the candidates this should be made clear at the very outset when they are selected to
be on the panel and they should no longer take part in the selection process.
10.6.2 Interview structure
As a guide, the time allowed for each interview will be a minimum of 30 minutes per interview plus 5 minutes for candidate questions. This may be extended as
necessary in accordance with the instructions of the Chair of the panel.
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Candidates invariably suffer a degree of nervousness at interviews, even those on a one to one basis and a panel interview can be especially daunting. Nerves may
silence a candidate or provoke an animated monologue. It is desirable therefore that panels should make every effort to put candidates at their ease. Individual panel
members should be allowed to pursue a line of questioning without unnecessary interruption. At the same time each panel member must be acutely aware of the
timescale of each interview and the dangers of overrunning.
Candidates should be given every opportunity to do most of the talking
10.6.3
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10.7
Suggested Interview Plan
Chair welcomes candidate and introduces panel members.
Chair to outline briefly the interview format to the candidate.
The first question is asked which should be designed to put the candidate at ease, e.g. why have you applied for this position.
Panel members to ask questions related to key criteria of the job, probing as necessary to obtain solid evidence and obtaining clarification on any points of
concern.
Give candidate opportunity to ask any questions of the panel.
Advice candidate on when and how the decision will be communicated (always give yourself more time to make a selection decision than you would initially
anticipate).
Check contact address, telephone number and availability for the next few days as this may be different to their usual contact details and availability.
Ask whether they now give permission for any remaining references to be obtained if they previously refused.
Check whether the notice period for their current role given on the application form is still correct and whether they have any holiday booked over the next few
months.
INTERVIEW QUESTIONS
Successful interviewing is a skill acquired through experience. A well planned interview with key questions prepared in advance is essential to even the most
experienced interviewer and is a necessity for panel interviews. Key questions will be those which structure the interview and are asked of each candidate. You will then
need to follow up with probing questions according to the candidate’s answer in order to find out more.
Interviewers should ask ‘open’ questions which need explanations to be given as answers, e.g. ‘why’; ‘how’; ‘what’. ‘Closed’ questions which can be answered by a yes
or no should be used sparingly. Leading questions should be avoided – these are questions that invite a specific answer, whether it is the view of the candidate or not.
Hypothetical questions should be used with care - these encourage the use of imagination to work through ideas. During interviews candidates will often try to give the
answer they think you want to hear rather than what they really believe.
Questions should be focused on the applicant’s competence and designed around the criteria you are assessing. The person specification will identify which criteria are
to be assessed at interview, which at presentation and so on. These will have been determined to ensure avoidance of any possible discrimination and the same
attention should be given to interview questions, for example try to avoid asking questions relating to age or disability, i.e. ‘how would you feel about managing
older/younger people’?
Questions are all about obtaining evidence relating to if and to what degree the candidate meets each criterion. It is often useful to ask for past examples of situations or
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test a candidate’s knowledge in a particular area. The key is to ensure you have obtained sufficient information through probing before moving on. Do not automatically
assume the first answer you are given provides you with sufficient evidence. The HR department can give further guidance on suitable questions; however some
suggestions are given below.
Examples of useful key questions based around criteria:

Criterion – experience in course validation
‘Please tell us about your involvement in course development/design and, in particular, the review and validation processes’

Criterion – excellent communication skills
‘Can you tell us about a time when you have had to explain something particularly complicated to someone?’

Criterion – team player
‘What type of role do you normally play within a team? Can you give us an example of a team you were in where you fulfilled that role? What did you do?’
No question should be seen in an ‘I’ve asked it so now I’ll move on’ capacity. Ensure you probe sufficiently around the topic to obtain good evidence as to whether the
individual meets the criterion or not. Further probing questions would have to be asked following all of the initial example questions given above in order to determine
whether the criterion has been met.
10.7.1 Body Language
The way you say things can affect the message you are sending.

Sound- The way you use your voice will convey your message differently. Your voice may be too quiet, too loud or have a sarcastic edge.

Habits- Are you aware of any habits you may have, for example tapping your pen or fingers when bored? These can be very off putting to someone you are
trying to communicate with.

Eye Contact- Maintaining eye contact is an important way of showing you are interested in what someone is saying. However, do not stare at someone as this
quickly becomes intimidating.

Posture- Consider how you sit or stand when communicating. Do you cross your legs/arms? This may convey the message that you are tense or unreceptive.
Also, think about the space you allow between yourself and other people. Some may find sitting close to someone claustrophobic whilst others find it reassuring.
10.8
INTERVIEW ASSESSMENT
The Interview Assessment Form must be completed by each panel member (Appendix 7). Its purpose is to:
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Provide a record of assessment of candidates during the selection process
Ensure that all candidates are assessed against the criteria stated on the person specification
The method of scoring is as that used in the shortlisting process, i.e. against each criterion give candidates a score of:
0
1
2
3
Not met
Partially met
Met
Exceeded
Calculate each candidate’s score against the essential criteria and use the desirable criteria to select between candidates who score equally on the essentials. Please
use the notes box on the form to summarise your thoughts on the candidates – this can often help if feedback is requested.
A candidate who does not meet all the essential criteria should not be appointed.
10.9
RETENTION OF RECORDS
All documents resulting from the interview process will be retained on file by the Human Resources Department for 6 months (this includes notes taken by the panel).
The information would be needed in the event of request for feedback, an application for a Work permit or if an applicant makes a complaint to an Industrial Tribunal.
10.10 CONFIDENTIALITY
It is important that panel members respect the confidentiality of discussions at interview and do not disclose the nature of these discussions to others outside of the
process. This is particularly important where internal applicants have been interviewed. The nature of any feedback to candidates will be agreed with the Chair should
they be approached in this regard.
Monitoring
Members of the HR team will attend interview panels on a ‘spot check’ basis to ensure adherence to the procedures and guidelines set down in this Manual.
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11.0
PRESENTATION PANELS
Where a presentation will form part of the selection process, commonly the case for senior/management appointments, candidates will be asked to make a presentation
on a prescribed topic relevant to the role.
Each presentation should normally last between 15 and 20 minutes and there should be a further 5 minutes allocated for a question and answer session.
Sometimes, the Chair of the interview panel may decide that the presentation be given to the interview panel and that a separate presentation panel is not necessary.
However, where a separate panel is set up, it is the responsibility of the Chair of the interview panel to advise the Chair of the presentation panel of their role.
11.1
CHOOSING PRESENTATION PANELS
All members of the panel should be in a position to judge the suitability of the candidates.
For academic management appointments, such as Head of Subject and Deputy Dean, a Sabbatical Officer from the Students’ Union should be invited to attend the
presentation panel.
Where the appointment is for a member of the Strategic Leadership Team, a member of the Vice Chancellor’s Team or a Governor should Chair.
To promote equal opportunities within the interviewing process York St John requires:


11.2
That each panel consist of both female and male members wherever possible
That in referring to, or introducing panel members, consistency in the form of address is maintained. Whichever form of address is adopted for the panel should
be adopted for the candidates. It should be noted that York St John generally operates on first name terms.
ASPECTS TO BE CONSIDERED BY THE PRESENTATION PANEL
It is the responsibility of the Chair of the interview panel, or their nominee, to brief the Chair of the presentation panel on the panel’s role and requirements, who in turn
will brief the presentation panel. They will also provide an information brief to the Chair of the presentation panel on the candidates.
The competencies tested in the presentation will be those identified in the person specification as capable of being demonstrated via the presentation.
11.3
FEEDBACK
The Chair of the presentation panel will provide feedback in summative form to the interview panel using Interview Assessment Forms. Feedback to the formal interview
panel will be objective, with assessments of candidates’ performance and presentation based on a consensus view.
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The formal feedback session will take place after all the interviews have finished but before the interview panel’s final deliberations. The interview panel will preserve the
confidentiality of the detailed discussion of candidates.
12.0
ASSESSMENT METHODS
There are other assessment methods available, other than interviews and presentations (detailed in Sections 10 and 11 of the Recruitment & Selection Manual), to test
an individual’s suitability for a post and to allow them the opportunity to learn more about the University and its culture. To ensure a thorough assessment of someone’s
candidature it is recommended that Faculties and Departments give due consideration to including a number of activities in the selection process.
It is for the Chair of the interview panel to ensure that all those involved in the assessment process are briefed about their role.
12.1
ASSESSMENT OF TEACHING ABILITY
It is recommended that candidates being interviewed for academic teaching posts within the University are asked to deliver a lecture, tutorial or workshop so their ability
to teach and engage an audience can be assessed.
It is for the Faculty to decide who best to include in the audience who will assess performance although Students’ Union Sabbatical Officers and elected Student Officers1
will normally be invited to attend the lecture, tutorial or workshop to contribute to the assessment of performance. All members must be in a position to judge the
suitability of the candidates.
The Chair of the interview panel will nominate someone to co-ordinate the assessment and feedback to the interview panel.
To promote equal opportunities within the interviewing process York St John requires:
 That the audience consists of both female and male members
 That in referring to, or introducing the audience, consistency in the form of address is maintained. Whichever form of address is adopted for the panel should be
adopted for the candidates. It should be noted that York St John generally operates on first name terms.
12.2
1
TESTS AND EXERCISES
At York St John, Faculty Representatives are elected Student Officers
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Tests and exercises are designed to allow an objective assessment of an individual’s ability and potential against certain competencies required in post. Using such
methods will increase the probability of selecting the right person for a job.
These can take the form of written or practical exercises, such as an in-tray exercise, IT challenge or request to write a report. Advice is available on the kind of tests
that may be suitable for certain roles.
Psychometric tests can be used to measure abilities, aptitude, behaviour preferences or likely behaviour and are divided into two categories:
a) Ability tests: assess the candidates specific ability at verbal , numerical or abstract reasoning skills
b) Personality assessment: provides a rounded profile of the candidate (behaviour and preference) which cannot be easily assessed by other methods of assessment.
Some members of the HR department are licensed to administer certain psychometric tests and should you wish to make use of such a test as part of your selection
process then please contact the HR office. The University’s Ethical and Professional Test Use Policy can be accessed via the HR pages of the website.
12.3
DISCUSSION GROUPS
Discussion Groups provide a helpful forum for an individual to learn more about the University, their role and colleagues as well as also allowing the University additional
opportunity to assess an individual’s suitability.
The Chair of the Interview Panel should decide whether a discussion group would provide a helpful part of the selection process.
For Strategic Leadership Team roles, discussion groups should be organised with SLT colleagues; members of the department/faculty that the individual will manage;
and a student group organised and led by the Sabbatical Officers of the Students’ Union.
The Chair of the interview panel will nominate someone to co-ordinate each of the discussion groups and feedback to the interview panel.
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12.4
SOCIAL/INFORMAL EVENTS
Informal events, such as lunches, can provide a great opportunity for colleagues to meet with the candidates and for candidates to meet with a variety of people to better
understand the University and the role they could play within it.
If it is the intention that feedback be provided to the interview panel then the Chair of the interview panel must nominate someone to co-ordinate the social event and
feedback to the interview panel
It is important to clarify the role of all those involved in the recruitment process, including those who attend arranged lunches or organise tours.
12.5
INFORMATION TO CANDIDATES
Candidates should be informed when invited to interview of the structure for the day and the assessment approaches that will be taken. If it is the intention that
discussion or lunch groups will feed back their views on the candidates to the interview panel candidates must be so advised. It is not appropriate to place them in what
appears to be a social or relaxed situation without letting them know if their behaviour in such situations is going to be assessed.
12.6
FEEDBACK TO THE INTERVIEW PANEL
Where feedback is required to be given to the interview panel, this will provided in summative form by those nominated to co-ordinate each of the assessment activities.
The feedback provided must be objective, with assessments of candidates based on a consensus view.
Formal feedback will take place after all the interviews have finished but before the interview panel’s final deliberations. Members of the interview panel will preserve the
confidentiality of the detailed discussion of candidates.
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13.0 CANDIDATE SELECTION PROCEDURE
13.1
SELECTION DECISION
The interview panel, along with the Chair of the presentation panel if presentations have taken place, will consider each of their candidate evaluations and come to a final
decision on who the post should be offered to, along with agreed feedback for the unsuccessful candidates.
In the case of academic posts, once the selection decision has been made the interview panel will assess the level of teaching experience of the candidate and whether
it is felt that the candidate would benefit from attending the University’s Postgraduate Certificate in Academic Practice. If so, this is made a condition in any subsequent
offer.
The role of the Chair is to ensure a decision is made. Where there is a lack of agreement within the panel and an obvious split, the Chair or immediate line manager for
the post will have the authority to decide who to appoint, provided it is supported by evidence and can be defended objectively. Alternatively, the Chair may ask the
panel to take a break and resume discussions after a period of thinking time. Where the Chair feels there are no clear and justifiable grounds for appointing one
candidate over another, they may choose to invite them back for a further interview.
13.2
THE OFFER AND REJECTION OF CANDIDATES
13.2.1 Offer
Once a decision on who to offer the position to is made, the Chair of the panel or a nominee should contact the selected candidate to offer them the position. This should
include a discussion about salary. Reference should be made to the ‘Procedure for Salary Offers’ which sets out when consultation with a member of the HR team is
required.
The candidate must be advised that all offers of employment are made subject to references, immigration and asylum check, occupational health check and Criminal
Records Bureau check (where applicable). The HR department will follow these up with the individual.
Once the position has been accepted, the Interview Outcome Form should be completed (Appendix 8). This should be signed by the Chair and passed to HR. The form
indicates the unsuccessful candidates as well as the candidate who is to be formally offered the position; who will all be written to by HR. There is also the opportunity to
state that certain candidates are ‘on hold’, for example until written confirmation of whether the chosen candidate wishes to accept the post has been received.
13.2.2 Unsuccessful candidates
Whilst HR will write to unsuccessful candidates, it is good practice for the Chair of the panel to phone all applicants (whether successful or unsuccessful) after the
interviews. This will also allow for immediate feedback if needed.
If an unsuccessful candidate does not ask for feedback until after the event, the HR department will approach the Chair of the interview panel and ask them to provide
the feedback. This can be by phone or letter. Often a letter is preferably as it allows the Chair the opportunity to provide a considered response. With regards to any
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form of feedback, it is important to be objective and relate the individual’s performance to the selection criteria. If necessary, tell them what the successful candidate had
in terms of knowledge, experience and skills, over and above their attributes.
13.2.3 Formal Offer
Upon confirmation of the acceptance of a verbal offer, a formal offer of employment will be issued by the HR Department. The instruction will come via completion of the
Interview Outcome form.
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13.3
APPOINTMENT OF STAFF WHO HAVE TAKEN PREMATURE RETIREMENT FROM ANOTHER HEI
If an appointment is offered to someone who has prematurely retired from another Institution with either an ill health pension, or an enhanced pension under the LGPS,
TPS or USS, it should be clearly understood that, depending upon the individual circumstances, the superannuation benefits may be reduced or suspended. In any
event, the enhanced pension may cease. As regards an individual who has been retired on ill-health grounds, the University must be satisfied that they are medically fit
to resume working. An Occupational Health referral may be necessary. Advice should be sought from the HR Department.
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14.0 POINTS BASED IMMIGRATION
If as successful candidate requires a Certificate of Sponsorship to apply for Leave to remain and work in the UK, the application must be channelled through the Human
Resources Department who will advise on the procedure and timescale.
14.1
REGULATIONS
The Points Based Immigration Scheme enables UK based employers to recruit or transfer key people from outside the European Economic Arena to work in the UK
whilst safeguarding the interests of the resident labour force.
A Certificate of Sponsorship may only be applied for by a UK based employer for a specific post. There is no facility within the Scheme for an individual to apply to take
work in the UK. If an application is successful, a Certificate of Sponsorship is issued by the University, as the registered sponsor, to the individual if they meet the
required criteria and must be issued before the applicant can apply to the Home Office for leave to remain and work in the UK.
The overseas national should be in possession of valid documents before travelling to the UK to take up the post. A person who enters the UK without the Certificate of
Sponsorship will not normally be allowed by the Home Office to take up employment for which a permit is required.
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Generally, Certificates of Sponsorship will only be issued for jobs requiring high level or specific skills or senior level experience although there are some ‘shortage
occupations’ that will also be covered. The overseas national should be fully qualified with substantial experience of doing the job. The University is required to
demonstrate, normally through advertising, that a suitable candidate could not be found from within the EEA.
Certificates of Sponsorship are not transferable from one job to another. Therefore, if an individual is working elsewhere in the UK and has a Certificate of Sponsorship,
the University would still need to apply for one.
14.1.1 Individuals not requiring a Certificate of Sponsorship
i)
ii)
iii)
iv)
v)
Nationals from the following member countries (and Swiss nationals) can enter and work in the UK without restriction:
Austria, Belgium, Cyprus, Denmark, Finland, France, Germany, Greece, Iceland, Ireland, Italy, Liechtenstein, Luxembourg, Malta, Netherlands, Norway, Portugal,
Spain, Sweden and the United Kingdom.
People born in Gibraltar.
Commonwealth citizens who were allowed to enter or to remain in the UK on the basis that a grandparent was born here,
Husbands, wives and dependent children under 18 of people who hold work permits, or who qualify under any of the above categories, as long as their endorsement
in their Passport places no restrictions on their employment here.
Those who do not have any conditions attached to their stay in the UK
14.2 THE WORKER REGISTRATION SCHEME
Members of Accession States who are now part of the EU do not need a work permit. However, if they are a member of any of the following Accession States and do
not have an EEA residence permit, they are required to apply to The Worker Registration Scheme for any new employment that is to last for more than one month. The
relevant Accession States are:
Czech Republic
Estonia
Hungary
Latvia
Lithuania
Poland
Slovakia
Slovenia
The University is required to ensure that any new employees who fall into the above category make and are successful in their application to The Worker Registration
Scheme.
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Application forms can be downloaded by the employee from the website www.workingintheuk.gov.uk. The employee must submit their application within their first month
of employment. The application fee will be borne by the employee. The HR Department should be asked to provide the employee with a letter on headed paper
confirming the date on which they began working at the University. This is needed for their application.
To ensure that an application to The Worker Registration Scheme has been made within one month of the employee commencing work, a copy of the employee’s
application form must be given to the HR Department. A copy of the registration certificate will be forwarded to the University if the application to the Scheme is been
approved, or a copy of the refusal letter if it is not approved. If the application is not approved, employment cannot continue and The Worker Registration Team will
contacted (0114 259 6262) by the HR department for further information. The Worker Registration Team will also be contacted if no correspondence in relation to the
employee’s application is received within three weeks of the application being made. Further guidance for employers is available from the employers' helpline on 0845
010 6677 or at: www.ind.homeoffice.gov.uk.
Once a member of an Accession State has worked in the UK continuously for more than 12 months with valid registration certificate(s), they will be granted an EEA
residence permit and will no longer need to register under The Worker Registration Scheme.
Last updated March 2009
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15.0 EMPLOYING PEOPLE WITH CRIMINAL RECORDS
15.1
Statement
The University aims to promote equality of opportunity for all with the right mix of talent, skills and potential. The University welcomes applications from diverse
candidates. Criminal records will be taken into account for recruitment purposes only when the conviction is relevant. Unless the nature of the work demands it,
applicants will not be asked to disclose convictions which are “spent” under the Rehabilitation of Offenders Act 1974. Having an “unspent” conviction will not
necessarily bar an applicant from employment. This will depend on the circumstances and background to the offence(s).
Certain posts within the University however are exempted under the Rehabilitation of Offenders Act and will be subject to a criminal record check from the
Criminal Records Bureau before the appointment is confirmed. This will include details of cautions, reprimands and final warnings as well as convictions.
15.2
Process
Key points to note about the process are that:
i.
Details of criminal convictions will only be taken into account when they are relevant to the post.
ii.
Individuals who are applying for posts that are exempted under the Rehabilitation of Offenders Act will be notified through the applicant’s pack that the post
requires the disclosure of all criminal record information, including details and dates of “spent” convictions, reprimands and final warnings. Such posts will be
subject to Standard or Enhanced Disclosure. Enhanced disclosure will be required for posts involving particularly sensitive areas of work. Where Enhanced
Disclosure is required other relevant non-conviction information, such as police enquiries and pending prosecutions, will also be requested.
iii.
Applicants for all other posts are not required to disclose convictions that are “spent” or details of cautions, reprimands or final warnings.
iv.
For posts that are exempt from the Rehabilitation of Offenders Act all appointments are subject to Disclosure details. Individuals will be notified of the procedures
and details will be requested from an individual that is offered a post.
v.
Where convictions are deemed relevant to the post the individual will be invited to a one-to-one interview with the named Human Resources Manager. This is an
opportunity for an open and honest discussion regarding any relevant convictions. Where the named Manager believes the convictions remain relevant after this
discussion they will bring this to the attention of the Chair of the interview panel.
vi.
If necessary and with the consent of the individual references regarding the offence may be taken up before the job offer is confirmed, for example, from a
probation officer or specialist employment organization. Following receipt of information a decision regarding the appointment will be taken.
vii.
Should an individual wish to dispute the decision they will have a right to a further interview with the named officer and the Chair of the interview panel.
viii.
Should information provided in the Disclosure contradict that provided by the individual, these will be discussed in an interview with the named officer and the
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Chair of the interview panel. The University recognizes that differences may occur because the individual was unaware of the nature of any criminal record or
that information contained in the Disclosure is inaccurate. The University recognizes that many ex-offenders may believe that chances of employment are
increased if convictions are hidden. Therefore no decision will be taken until the individual has been given the opportunity to attend an interview.
ix.
Where details of a conviction come to light during employment from self-disclosure or Disclosure procedures a full appraisal will take place. The University will
consider whether the conviction is relevant, whether there is a significant risk and whether this may be reduced through safeguards or redeployment. Only where
there are issues of significant risk that cannot be reduced would dismissal be considered.
x.
If an employee deliberately withholds information to gain employment in a non-risk area disciplinary action may be considered.
xi.
In considering the relevance of criminal convictions the University will take into account the nature of the post: and conduct a risk assessment relevant to that
post.
The full Policy and further information is available from the Human Resources Department or via the Staff Information Point.
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16.0 COMMENCEMENT PROCEDURE
16.1
DOCUMENTATION
On the day of commencement the new employee must report to the Human Resources Department so that any outstanding documentation can be completed, if it has
not already been provided. They must bring with them their passport, highest qualification and marriage certificates (if applicable) and a P45 Income Tax Form. Should
a new employee not have a P45 they will need to obtain a P46 or P38 from Payroll. If a P45 is expected from a previous employer the employee will be asked to contact
the employer to expedite the matter.
Please note: If the new member of staff does not arrive for work on their agreed start date, please notify HR.
16.1.2 Computer account and User ID
If an employee is to have access to a PC, the HR department will contact the IT helpdesk to get an account set up. It is then for the relevant Faculty/Department to
ensure that they go to the library issue desk to have an account and User ID set up for them.
16.2
INDUCTION
When an employee commences work it is the responsibility of the Faculty/Department to undertake a local induction for the employee. This should involve, but is not
limited to:






introducing the new employee to their colleagues and advising them on the management/reporting structure;
undertaking a tour of the Faculty/Department and University Campus, pointing out fire exits/extinguishers and toilets and advising on the nearest First Aider;
identifying departmental facilities such as photocopier and fax machines.
if the environment includes any potentially hazardous substances, equipment or processes, make the employee aware of this;
arranging car park permit, if appropriate;
arranging a PC user account by visiting the IT Centre, if appropriate;
Detailed induction checklists and guidance are available from the Staff Development pages of the staff intranet and must be completed. Faculties/Departments should
also nominate a mentor for the new member of staff.
16.2.1 University Induction Programme
The University holds a central induction programme for newly appointed staff four times a year, in September, January, April and June, which all staff are required to
attend. These are organised by the Staff Development office and reference is made to it in the appointment letter for the new member of staff.
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17.0 CASUAL WORKERS
Due to the nature and frequency of recruitment, a separate and distinct procedure operates for the appointment of casual employees, given below.
Definition
Casual employees fulfil temporary or occasional employment. They tend not to have fixed hours of work and hence claim hours worked by submission of a timesheet
and/or are employed for a very short period of time. The roles tend to meet a specific short term demand or are seasonal in nature. The majority of casual workers are
students that Faculties’ and Department’s take on during busy periods.
Approval to Recruit
A Casual Support Staff Appointment Form, available from the HR pages of the staff intranet, must be completed and supplied to the Human Resources Department prior
to the employee commencing work. The employee’s name, the Faculty/Department and Cost Centre, the post title, contract duration and rate of pay must be detailed.
The Form must be accompanied by a completed Personal Details Form and documents relating to the Asylum, Immigration and Nationality check otherwise the
appointment will not be processed.
The Human Resources Department will then issue a casual contract to the employee and provide details to Payroll. If a CRB check is required, the HR Department will
make the necessary arrangements.
The Casual Support Staff Appointment Form must be duly signed by an authorised signatory. Authorisation to recruit a casual member of staff must come from the
budget holder.
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18.0 PART-TIME HOURLY PAID ACADEMICS
Due to the nature and frequency of recruitment, separate and distinct procedures operate for the appointment of Hourly Paid Academics. The separate Appointments
Policy & Procedure for Part-Time Hourly Paid Academics must be adhered to. Details of the Policy are on the HR Pages of the staff intranet.
As these are fixed term contracts, justification clarifying why the contract is fixed term will need to be recorded on each appointment form by the Faculty.
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The process for the appointment of Part-time Hourly-paid Lecturers is slightly different to the standard appointment procedure in that Faculties are responsible for the
entire selection process and HR do not get involved until an applicant has been offered and accepted a contract. In order to undertake a fair and equitable selection
process, the Faculty must:
1. Retain CV’s of those interested in hourly paid work
2. At the beginning of each academic year, review the need for hourly paid staff, calling upon those who already have a contract where possible and then matching up
the skills of those in the CV bank against any remaining needs.
3. Interview those with the necessary skills and knowledge. The interview would normally be in person and conducted by the Head of Faculty or Head of
Subject/Programme, identifying the candidate’s knowledge, skills, experience and suitability to undertake hourly paid work in the area offered.
4. The Head of Subject’s approval must be obtained prior to the offering of a position to the successful candidate.
5. The offer of employment must be made subject to an Asylum, Immigration and Nationality check. Advice should be sought from HR as to whether a CRB check is
required.
6. Upon acceptance of the offer an Hourly Paid Academic Appointment Form should be sent to HR.
7. HR will issue a contract of employment, together with other documentation for the employee to complete and return. Hourly paid contracts will end on their due date,
unless the employee and the University have agreed otherwise, e.g. the extension of the contract to a specific date.
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RECRUITMENT AND SELECTION MANUAL
APPENDICES
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APPENDIX 1
EQUAL OPPORTUNITIES
York St John University seeks to work for the advancement of all, according to needs and merit, within the terms of reference of its Equal Opportunities
Policy.
The procedures and guidelines in this manual are based on the principles outlined in the University’s Equal Opportunities Policy and if properly adhered to, should:




Promote fairness and consistency in practice;
Eliminate discrimination;
Ensure decisions are made objectively against defined criteria rather than on presumption;
Provide mechanisms against which the progress of implementing the University’s Equal Opportunities Policy can be measured.
The benefits to the University include:





An increase in the number of suitable candidates;
Promotion of the University;
Standardisation of the criteria with reduced uncertainty over discrimination and assurance that decisions are made on a sound and systematic basis;
Compliance with legislation and best practice;
The ability to highlight any positive action that the University needs to take in terms of advertising media and recruitment.
Information to applicants
The Human Resources Department will include, as part of the recruitment information sent to applicants, the University’s Equal Opportunities Policy Statement and
Monitoring Form. On receipt of returned applications the Human Resources Department will be responsible for detaching the returned monitoring form and analysing the
information at a later stage, with the exception of information relating to a disability that the applicant wishes to be taken into consideration at an earlier stage in the
selection process.
The Equal Opportunities statement contained in all recruitment information is as follows:
York St John University is committed to promoting equality of opportunity for all in every aspect of University life and activity. It will encourage and enable employees and
students to achieve their full potential in an environment which is free from all forms of unfair treatment, discrimination and harassment.
The University aims not to discriminate on grounds of social economic group; gender; race; colour; nationality; ethnic or racial origin; carer responsibilities; sexual
orientation; disability; age; appearance; religious or political belief; trade union activity; or any other conditions or requirements which cannot be shown to be justified.
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Issued by: Human Resources Department, York St John University
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APPENDIX 2
JOB DESCRIPTION
POST:
POST REF:
TENURE:
DEPARTMENT:
GRADE:
HOURS:
Grade 7 or above put the following - xfte or Full-time (depending which applies) - those hours which are reasonably
required for the fulfilment of duties
REPORTING TO:
SUPERVISORY RESPONSIBILITY:
JOB PURPOSE:
DUTIES AND RESPONSIBILITIES:
plus
o
o
o
o
o
Any other duties as may reasonably be required.
Ensure that the highest standards of professional performance are maintained
Promote equal opportunities in the work of the department to include a commitment to the International Strategy of the University
Promote equal opportunities in the work of the department
Ensure compliance with relevant legislation and statutory codes of practice, as advised
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o
o
o
Participate in the arrangements for performance review and appraisal.
Ensure that professional skills are regularly updated through participation in training and development activities
Ensure all University policies are implemented within the remit of this post
Health & Safety
Under the Health & Safety at Work Act 1974, whilst at work, members of staff must take reasonable care for their own health and safety and that of any other
person who may be affected by their acts or omissions. In addition, members of staff must co-operate with the University on health and safety and not interfere
with, or misuse, anything provided for their health, safety or welfare.
Copies of University safety policies are available from the Staff Information Point,
This is not a comprehensive definition of the post. Postholders are expected to undertake any work that comes with the
remit of the post’s main objective. This job description will be kept under review and may be changed at any time subject to
consultation with the postholder.
PERSON SPECIFICATION
POST TITLE:
DEPARTMENT:
The Person Specification focuses on the knowledge, skills, experience and qualifications required to undertake the role effectively.
REQUIREMENTS
The postholder must be able to demonstrate:
ESSENTIAL (E)
DESIRABLE (D)
MEASURED BY:
A Application form
I
Interview
T/P Test/Presentation
EDUCATION/TRAINING
(Academic, vocational/professional and other training)
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KNOWLEDGE & EXPERIENCE
(e.g. report writing, office experience, Microsoft office)
SKILLS & ATTRIBUTES
(e.g. communication, interpersonal, decision-making, problem-solving,
team player, reliable)
SPECIAL FEATURES
(e.g. Travel, CRB)
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York St John University
To: Lynda Cooper
Recruitment Advisor, Human Resources office
Recruitment Arrangements Form
Please ensure that each section of the form is completed and send with all relevant attachments without all this information the advert cannot be placed.
For Human Resources Use only:
Disclosure:
Enhanced Disclosure
No of candidates with disability:
Standard Disclosure
None
Shortlist checked:
1. POST DETAILS:
Post Title:
Post ref:
Faculty:
Budget Code:
*Post cannot be advertised without this information
Date sent to HR:
Department:
Section:
Name of Mentor:
Line Manager:
Please confirm the status of the job to be advertised
Straight replacement with no job changes. Previous postholder:
Amendment to job description required (revised JD attached)
Amendment to hours/working weeks required.
Additional Funding approved
Details:
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New post with funding approval
Has this post been evaluated
Has the Union been informed of new post.
Contract Status:
Grade
Permanent
Temporary
YES / NO
HOP Allowance (if applicable)
Fixed Term
Fixed Task
If temporary please state reason for temporary contract or details of fixed task:
If temporary/fixed term, the contract end date:
Preferred start date:
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2. ADVERTISING INFORMATION
The following documents MUST be attached*:
*Advert
(Previous advert can be requested from HR for amendment or you should provide
any wording you wish to include)
Job description
with amendments
Person specification
with amendments
Further information
on Dept/Faculty
* If you wish to use the details that ready exist on the HR system with no amendments,
please indicate here:
ADMINISTRATIVE, Technical or Ancillary post to be advertised on Fish4jobs or other suitable web sites
ACADEMIC post to be advertised in the THES
jobs.ac.uk
Should you wish the post to be advertised elsewhere eg Guardian please indicate, or if you wish to consider different media please contact Lynda to discuss this:
Title of press/publication:
Is this in addition to the THES*?
YES
NO
*Please note that if you want the advert to appear elsewhere in addition to the THES and Jobs.ac.uk, the Faculty/Dept will have to bear the cost.
Internal Advert only?
YES
NO
3. SHORTLISTING ARRANGEMENTS
(Allow sufficient time as you may receive a large number of applications, see below)
Shortlisting Panel:
(at least 2 panel members
including the Chair)
Shortlisting Date:
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(Sufficient time should be given for shortlisting to take place as a large amount of applications can be received. You should allow at least
3-4 working days after the closing date for shortlisting to take place. The shortlisting panel will be sent a link to the online applications
received.
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4. INTERVIEW ARRANGEMENTS – a programme schedule should be provided for the interview process.
Interview Panel:
(Academic posts require someone from another
Faculty at a higher grade than the advertised
post. Please see section J of the R&S manual for
information on Interview panels
Interview Date:
Interviews will commence at:
(7-10 working days after
shortlisting date or longer if possible)
Candidates to arrive all together Y/N
Each interview will last:
Room:
we would recommend
45-60 mins)
mins
(Room layout to be
arranged by Fac/Dept)
Candidates should report to:
Candidates will be met by:
Will candidates receive a tour of the campus?
YES/NO
Person to conduct tour:
5. PRESENTATION/ASSESSMENT – if applicable
Who to?
Interview Panel
Presentation/Assessment
Panel:
Separate Presentation Panel
Chair:
(If not interview panel)
Presentation title:
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Duration of presentation/:
assessment:
mins
Room:
(To be arranged
by Faculty)
6. OTHER SELECTION METHODS –if applicable
Psychometric Assessment
Written Test
WP Test
Other
Details:
7. ROOM BOOKING and CATERING ARRANGEMENTS
Departments/Faculties are responsible for booking the rooms for the interviews and ensuring an OHP or PowerPoint facilities are available if needed. The
Department/ Faculty must also make any catering Arrangements.
To ensure the best possible experience for the candidates please provide a separate interview schedule with specific times for tours, interviews, tests, breaks etc.
We would recommend a short break in-between each candidate to discuss or write notes
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APPENDIX 4
PROJECT ASSISTANT – Ref xx
£salary pa
This important role will provide administrative support for the ambitious project to implement new pay and grading structures at York St John. You will support the key
staff working on the project, with specific emphasis on job evaluation.
You must have:





previous experience of working in an administrative role
excellent IT skills
excellent interpersonal skills
be skilled at prioritising workloads and meeting deadlines
be able to build strong effective working relationships with staff at all levels.
The post is funded by HR strategy money and is fixed term until xx
For an application form and further details visit www.yorksj.ac.uk/vacancies
Closing date: xx
SENIOR LECTURER IN SPORTS STUDIES - Ref xx
£salary pa
We require a professionally qualified individual to join the team in teaching Sports Studies in the dynamic Faculty of Sports Science and Psychology.
You will have a good first and higher degree in Sports Studies, Sports Science or a related subject and hold an equivalent professional qualification. You must have
successful teaching experience in HE or FE in one or more of the following areas: sport development; history; philosophy/ethics; sociology; marketing/economics;
Olympic studies.
For an application form and further details visit www.yorksj.ac.uk or telephone 01904 876956, quoting the reference number.
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Closing date: xx
APPENDIX 5
York St John
Shortlist Form
Appendix 6
(The panel should only complete one SL form and return to HR with any other notes that are made during shortlisting)
Post Title:
Shortlisting Panel Members:
Departments /Faculties should shortlist using criteria from the published person speciation for the job, using the following scoring mechanism:
0 – Not met 1 – Partially met 2 – Met 3 – Exceeded
CRITERIA:
1.
2.
3.
4.
5.
More criteria from the person specification can be added to the form if needed
Candidate
Criteria
Total Recent
Notes
YSJ
Student
(tick if
yes)
1
2
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3
4
5
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Call for
interview
York St John
Interview Assessment Form
APPENDIX 6
Post Title:
Interviewee:
The panel should make their selection decision using criteria from the published person speciation for the job, using the following scoring mechanism:
0 – Not met 1 – Partially met 2 – Met 3 – Exceeded
CRITERIA
1.
2.
3.
4.
5.
More criteria from the person specification can be added to the form if needed
Candidate
Criteria
1
S/HR/Recruitment/R & S Manual – Oct 12
2
3
Total
4
Notes
5
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Yes/No
* Please ensure you complete the notes section of this form as it is invaluable in providing feedback
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APPENDIX 7
York St John
Interview outcome Form
(To be completed by chair of the panel)
POST: …………………………………………………………………... Date:………………
SUCCESSFUL CANDIDATE
Name: ……………………………………………………………………………….
Has Candidate been informed:
Yes/No
Salary Offer: Grade: ……………………………… Salary: £ …………………
Budget Code: ………………………… Name of Mentor: ……………………………….
Preferred/ agreed start date: ………………………………………………………………..
Temporary/Fixed term post please state reason why: ………………………………….
…………………………………………………....................................................
REJECTED CANDIDATES
ACADEMIC APPOINTMENTS ONLY
YSJ Postgraduate Certificate in Academic Practice (PCAP)
RESERVE?
Yes / No
A contractual requirement for academic staff who are new to Higher Education or who
are not new but do not have any qualification in HE teaching and learning or HEA
membership, is that they now undertake the York St John Postgraduate Certificate in
Academic Practice. This should be discussed with applicants at interview.
For new academic staff appointments the Chair of the appointing panel must confirm to
Human Resources whether the course is a requirement of employment. If so, this will be
incorporated into the letter of appointment.
Signed: ………………………………………………………….
Chair of the panel
S/HR/Recruitment/R & S Manual – Oct 12
Date: ……………….
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