Recruitment and selection policy and procedure

Introduction

The University policy, procedures and guidelines for the recruitment and selection of are substantially informed by the University's Single Equality Scheme. Oxford Brookes University is committed to leading the intellectual, social and economic development of the communities it serves through teaching, research and creativity that achieve the highest standards.

In the development and nurturing of intellectual creativity we make our highest
contribution to society. Social responsibility demands that all aspects of our activity should be sustainable. Equality, inclusivity and the celebration of diversity must be the foundation for all we do. We will never be content with anything other than a wholehearted commitment to the quality of the student experience. We will continue to enhance the value - and the perception of value - of our social as well as educational mission.

Aims of the policy

It is recognised that recruitment and selection processes are of crucial importance to the promotion of equal opportunities and that these processes must be carried out according to objective, job related criteria which do not give rise to discriminatory practices and which result in appointments based on merit, qualification and experience that ensure the University's ability to perform its duties.

The aims of the Recruitment and Selection Policy and Procedure are:

  • To secure the widest possible response to employment vacancies.
  • To encourage candidates from all sections of the community to apply for University vacancies.
  • To select the most suitable candidate to carry out the duties of the post
  • To make selection decisions which do not discriminate unfairly against any group or individual.
  • To give a good impression of the University as a professional and progressive organisation.

Application

The underlying principle of the Recruitment and Selection Policy and Procedure is that all staff should be treated equitably and courteously throughout the Recruitment and Selection process. However the recruitment procedure for certain groups of staff will vary from those detailed in this section (1B).

The exceptions are:

  1. Promotions to Principal Lectureships.
  2. The recruitment of the Senior Management Team members (for whom there are separate procedures under the University's Articles of Government).
  3. Professors
  4. Research studentships, see postgraduate research studentship scheme.
  5. Hourly-paid casual/Hourly-paid lecturing staff.
  6. Accelerated Promotion to Senior Lecturer

Responsibilities of the Faculty/Directorate

When there is a vacancy, the Dean of Faculty/Director is responsible for initiating recruitment action. If the vacancy is for a Dean of a Faculty or a Director then the responsibility lies with the appropriate member of the University's Senior Management Team.

Responsibility for managing the recruitment procedure is shared between the employing Faculty/Directorate and the Directorate of Human Resources. One person from the employing Faculty/Directorate shall be nominated as the 'responsible manager'. This will be the Dean of Faculty/Director or another senior manager to whom the task has been delegated. If the vacancy is for a Dean of Faculty/Director then the responsible manager shall be a member of the University's Senior Management Team.

In nominating the “responsible manager”, and throughout the Recruitment and Selection process, Faculties and Directorates must take account of the principles relating to the employment of relatives and other people who have a close relationship with a current employee, which can be found in the paragraph headed employment of relatives, and other people who have a close relationship with a current employee.

Responsibilities of the Directorate of Human Resources

The Directorate of Human Resources provides advice and guidance in the application of policy and procedure.

The Directorate will provide professional and administrative support, including:

  1. Advise on recruitment and selection methods.
  2. Placing of advertisements.
  3. Distribution and receipt of application forms.
  4. Contacting shortlisted applicants.
  5. Advising on reasonable adjustments for disabled applicants.
  6. Participating in interviews when requested.
  7. Administering selection tests.
  8. Checking applicants' eligibility to work in the UK.
  9. Carrying out medical and reference checks.
  10. Applying for Certificate of Sponsorship
  11. Issuing contracts of employment.

Members of the Directorate of Human Resources are available, provided they are given prior notice at the outset of the process, to participate in the selection process.

All those involved in the recruitment and selection of staff are required to conduct themselves in ways which do not involve any form of unfair discrimination. The principles of unfair discrimination are as follows.

Unfair discrimination

Discrimination in recruitment and selection is unfair when decisions are based on arbitrary or irrelevant requirements.   Applicants are statutorily protected against unfair discrimination on the grounds of age, gender reassignment, disability, marriage and civil partnership, pregnancy and maternity, race, religion and belief, sex, and sexual orientation by the Equality Act 2010.  The types of discrimination that are relevant to recruitment and selection are direct discrimination including associative and perceptive, indirect discrimination, discrimination arising from disability and failure to make a reasonable adjustment.

Direct discrimination

Unlawful direct discrimination occurs when someone is treated unfavourably because of his or her race, sex ,age, religion or belief, sexual orientation or marital status. Direct discrimination usually entails a deliberate act against an individual or group and disregards their ability, or suitability for the job. The concept of direct discrimination does not allow a distinction to be made between acts of discrimination performed for perceived benign reasons (for example, managers being reluctant to select women into areas of male-dominated work for fear that they may be subjected to harassment) and those acts which are derived from prejudice or hostility. Direct discrimination occurs whenever membership of a particular group is used as a basis for making a decision about that person, and they are treated unfavourably as a result.

Women applicants may possibly infer that they are being discriminated against if they are asked questions about their domestic circumstances or childcare arrangements. Similarly minority ethnic applicants may possibly infer that they are being discriminated against if they are asked how they, as a minority ethnic person, would deal with predominantly white colleagues or students.

Indirect discrimination

Indirect discrimination occurs when a condition or requirement is applied generally and equally to all groups. This requirement or condition may, despite being applied equally, lead to discrimination because the proportion of one group who can comply with it is much smaller than the proportion of people not in that group who can comply with it. The application of such a requirement or condition would be unlawful if it cannot be shown to be justifiable or necessary for satisfactory job performance.

Examples of potentially unfair indirect discrimination are:

  • Applying a maximum age restriction; for example an age restriction of 28 would have the effect of excluding more women than men, as many women take time out of work in their twenties and thirties to look after children.
  • Requiring applicants for a post of Dean of Faculty to have ten years experience as a Principal Lecturer. Requiring excessively long experience at a senior level excludes many woman and minority ethnic applicants because relatively few of them have been able to acquire this experience in the post.
  • Requiring candidates for a straightforward support post to take an English test. An applicant for whom English is a second language would be less likely to pass the test.

Disability discrimination

Under the Equality Act a disabled person is anyone with “a physical, or mental impairment that has a substantial and long-term adverse effect upon his/her ability to carry out day-to-day activities”.

There are three types of discrimination relevant to recruitment and selection:

  • Direct discrimination.
    Unlawful direct discrimination occurs when someone is treated unfavourably because of his or her disability. Direct discrimination usually entails a deliberate act against an individual or group and disregards their ability, or suitability for the job. For example, an employer refuses to offer a job to a blind or partially sighted person, despite their qualifications and experience, purely because they do not think a person who is partially sighted could do the job.
  • Treating a person less favourably for a reason related to their disability and the reason cannot be justified.
    For example, a requirement that a manual worker have a minimum level of numeracy or literacy may be discriminatory against a disabled person with learning difficulties if that requirement can’t be justified.
  • Failing to make a reasonable adjustment.
    The University has a duty to make reasonable adjustments where a provision, criterion or practice and/or any physical features of the premises cause a substantial disadvantage for a disabled person in comparison with persons who are not disabled.  The University asks applicants invited to interview to inform the University of the reasonable adjustments to be made.

An employer cannot justify discrimination for a reason related to a person’s disability if a reasonable adjustment would have prevented the reason from arising in the first place. For example, a manager rejects a job applicant because he has a mobility restriction, which will make it difficult for him to hand deliver confidential internal documents. This duty forms a regular and significant part of the job but could easily be reallocated to another person. If the employer fails to consider reallocation of the duties he is unlikely to be able to justify the disability related discrimination.

For details on definitions of a disability, examples of reasonable adjustment and considerations in determining reasonableness, as well as further advice and guidance, please contact your link HR Manager or an EODC and Staff Disability Adviser.

Positive about Disabled People – the Two Ticks Scheme

The University is an adherent of the disability scheme, commonly known as the two ticks scheme. The University is committed to ensuring any applicant who considers themselves to have a disability and who has not stated that they don’t wish to be considered under the scheme  and who meets the essential criteria on the person specification will be guaranteed an interview.

The Directorate of Human Resources monitors applicants who have declared on their Equal Opportunities Monitoring Form that they consider themselves to have a disability and wish to be considered under the Two Ticks Scheme and the application is tracked through the recruitment process. Should an applicant be shortlisted, the responsible manager will be approached by the Directorate of Human Resources to discuss the interview process. If an applicant has not been shortlisted the Directorate of Human Resources will assess the application against the person specification and should the applicant meet the essential criteria the relevant link HR Manager will approach the Faculty/Directorate to inform them that an interview should be offered.

University policy

An equal opportunities monitoring procedure is in operation to monitor the relative success of different categories of applicants. The results of the monitoring are published as part of the annual Diversity Report and are used to ensure that the policy and procedures are fairly constructed and applied. If any evidence of differential impact is identified then the University will take steps to

    • Remove discriminatory processes and procedures
    • Modify processes and procedures in such a way as to prevent it reoccurring

Applicants who have reason to believe that they have been unfairly discriminated against on any of the protected characteristics should inform the Vice-Chancellor normally within one month of the date of the interview. He/she shall then arrange for the matter to be investigated thoroughly and inform the applicant of the result of the investigation.

Employment of relatives, and other people who have a close relationship with a current employee

(To be read in conjunction with the Policy on Relationships and the Guidance on Relationships at work.)

Introduction

Appointments to University posts of relatives and other people with close relationships to current employees is not precluded. In order to avoid any allegations of unfair practice, the following procedures must be observed.

Definitions

A relative is defined (for the purposes of these principles alone) as spouse, child, sibling, parent, grandparent, grandchild, uncle, aunt, nephew, niece, first cousin and guardian, by blood, marriage or adoption. Half and step relations are included.

A close relationship includes: cohabitee, business partner or associate, intimate friendship (as opposed to acquaintance), membership of associations pledged to render mutual assistance, and any other association where an impartial observer might reasonably conclude that the individual’s judgement would not be wholly impartial in making a judgement.

Procedures

Employees who have an association (as defined above) with an applicant shall not participate in any stage of the recruitment and selection process. The employee is required to declare such a relationship to the Director of Human Resources* if it is reasonably foreseeable that they may be involved in the process. If the employee's involvement in the recruitment and selection process is deemed essential, the Dean of Faculty/Director concerned shall seek the agreement of the Director of Human Resources* for the employee to participate. Permission will normally be granted if it can be shown that the employee's involvement is in the interests of the University. This decision should be made before the shortlisting process is undertaken.  This should be recorded in writing by the person making the decision as to whther or not it is apporpiate for the memebr of staff concerned to be involved or not in the recruitment process.

To avoid doubt, these principles apply also to the involvement of a University employee in the employment of casual and/or temporary staff. Permission for a member of staff to appoint people (as defined above) to casual or short-term temporary appointments will normally be given, provided it is confirmed by the Dean of Faculty/Director to the Director of Human Resources* that the appointment is not, and will not become, a long-term temporary or permanent appointment.

There may be other circumstances not covered above where the possible employment of an applicant could give rise to justified allegations of improper weight being given to that person. In such instances, please consult the Director of Human Resources* prior to any irrevocable decisions being made at any stage of the process.

* References to the Director of Human Resources also include a senior member of the Directorate of Human Resources.

Planning and initiating the recruitment process

To initiate the recruitment process the responsible manager should complete an advertisement pack.

The responsible manager shall decide on a recruitment timetable in consultation with the Directorate of Human Resources. This will include a target week to advertise, a closing date, a date for the selection procedure, and the selection method(s) to be used. Sufficient time should be allowed to complete each stage of the procedure efficiently and effectively.

Guidance notes for writing job descriptions

Introduction

The main purpose of a job description is to outline the main duties and responsibilities of the job. Additional information is often provided by departments so that a single document can fulfil a number of needs: recruitment and selection; performance development and review and job evaluation. However, it should always be based on a thorough analysis of the function of the job and should be as brief and as factual as possible. Additional information not requested as standard on the Oxford Brookes job description proforma e.g. department overview, contextual information, should be appended to this standard document and not included within it.

Ideally a job description should be no more than single side of A4 and should not contain more than 10 main duties.

The headings under which the job description should be written and notes for guidance on completing each section according to the proforma are set out below:

Faculty and Directorate

A drop down menu can be found on the electronic job description proforma; you should select the appropriate Faculty or Directorate. E.g. Faculty of Technology Design and Environment, Directorate of Estates and Facilities Management.

Title of post

The job title should accurately and clearly describe the job, whilst retaining consistency with University norms. Please discuss with your link HR Manager if you are unsure of ‘like’ posts or appropriate comparator titles. It is important that job titles for ‘like’ posts are kept as standard.

Grade of post

It is important that all job descriptions are reviewed when the post becomes vacant. The job description is then passed to your link HR team as part of the recruitment pack. Any additions or changes made will be evaluated using the University job evaluation scheme and a grade allocated to the post. This grade should be quoted on the job description and advertisement.

Post number

Each job has a unique post number. This is allocated by Human Resources when a job is created. If the job is a replacement and not a new one it will retain the same post number. Please quote this on the job description.

FT or % PT

Indicate the hours worked if PT or state FT.

Principal location of work

This should be the main base (University site) for the job.

Immediate line manager

This should be the post title and post number that line- manages the post, not the name of the manager.

Staff managed

It is important that any responsibility for staff is recorded clearly here.

  • If the job requires the holder to directly line manage staff please state this here. E.g. Is direct line manager for 3 posts; Administrator (Post number) Administration Assistant (Post number), Marketing Assistant (Post number).
  • If the job does not require full line management but the role holder has operational task management, or supervisory responsibility, it is useful to note that here e.g.’ has day to day operational task management for one person but no direct line management responsibility’; or’ supervises a team of 3 but has no direct line management responsibility’.
  • For job evaluation purposes it is important that the number of posts managed, supervised or lead is clear.

Qualifications required for post

Describe/list qualifications only if they are essential or desirable for the effective performance of the job. Consideration should be given to the recruitment potential for the post and equal opportunities. As a general rule, if you would consider shortlisting candidates without the stated qualification but with appropriate equivalent experience it is not an’ essential’ qualification. In this case you should list the appropriate relevant experience under the heading ‘experience required for post’.

Experience required for post

Be specific and realistic about what experience is required to be able to undertake the role (essential) and what is desirable and can be learned in the job. If there is any specific requirement for previous experience, please specify the level and/or type needed. The person specification and job description should be the same here, e.g. what is essential/desirable on the job description should be essential and desirable as appropriate on the person specification.

Overall purpose of post

This should be an accurate and concise statement of the function of the role. It should not contain a detailed list of how the job is done or a list of tasks and activities. It should not exceed a small paragraph in length and should normally be capable of being contained within one sentence.

  • What is the job intended to achieve?
  • What contribution does the job makes to the University

Faculty, Department or team contextual information should be appended to the job description not written within it; this maintains greater currency and supports flexibility.

Main duties

This section is for articulating the main duties of the post. It should not be an operational task list but should embrace all areas of the work that the role holder will be responsible for in broad, brush-stroke statements. Care should be taken when writing the job description that it maintains the flexibility to cover all aspects of a function whilst giving the job holder a clear indication of what is required.

Ideally a job description should contain no more than 10 main duty areas; this can be achieved by considering the following:

  • Firstly identify and list the tasks that are to be carried out by this function.
  • Analyse the initial list of tasks and so far as is possible, simplify the list by grouping related tasks together so that no more than 10 main areas of responsibility remain.
  • Using broad statements and covering the grouped tasks – describe what is done, to what, to achieve what results

    E.G. To design (what is done)

    Degree courses for undergraduate students (to what)

    To meet the Faculties teaching objectives (to achieve what result)

    To produce (what is done)

    Database reports (to what)

    In order to provide accurate and timely management information (to achieve what result)

  • Having written down the main duties and responsibilities you can expand on each sentence appropriately using precise terminology and examples if necessary. You should not need to elaborate on all areas, but further detail will provide a fuller picture if required.

E.G To line manage the administrative team – recruits and selects team members, sets performance objectives, agrees training and development plans and reviews performance.

It is important to make clear those tasks or activities for which the role holder has ultimate responsibility. These should be clearly distinguished from those tasks and activities which the post holder has involvement but not responsibility. Taking this into account the words “responsible for” should be used with care and only where responsibility does rest with the post holder.

If the role is in any way comparative in the main duties to other roles in the University, e.g. 80% the same 20% different, these duties should be listed in exactly the same way on both job descriptions with the additional different duties shown clearly at the bottom. This will enable consistency of evaluation across the University.

All job descriptions should include the following duties:

  • Every member of staff is expected to show respect to their colleagues and to understand and adhere to the University's value of  dignity at work; they are also expected to work collegially and to support all the teams with which they have contact in achieving the University's objectives.
  • Any other duty as required by the line manager commensurate with the post.

And finally

In view of the need to provide flexibility and to take into account future developments, all job descriptions should contain the statement "Any other duties commensurate with the grade and level of responsibility of this post, for which the post holder has the necessary, experience and/or training" in the 'main duties' section. However, this clause should not be used to "hide" areas of responsibility. All significant responsibilities (and certainly all functions that occupy 10% or more of the post holder’s time) must be separately and specifically identified.

All job descriptions should contain the date last reviewed (e.g. Reviewed August 2005) as a footer to maintain a record of currency and to ensure that they are reviewed annually by the role holder and line manager at performance development and review meetings.

A University job description pro forma can be found in the advertisement pack.

Writing the person specification

From the job description a person specification needs to be drawn up.

The person specification provides a profile of the personal skills and characteristics to look for when shortlisting and interviewing, it also provides the basis for the recruitment advertisement. The person specification has two columns, the essential criteria column and the desirable criteria column. The essential criteria column describes the minimum skills and qualifications a person needs to have to fulfil a post. The desirable column on a person specification describes the ideal person to fill the job.

The person specification pro forma used by the University lists the essential and desirable qualifications, experience, skills, aptitudes and other essential/ desirable characteristics required to carry out the job satisfactorily.

The requirements must be justifiable and cannot seek to exclude certain groups unnecessarily as this may amount to unfair indirect discrimination. For definitions of direct and indirect discrimination see section headed Unfair Discrimination. If further information or guidance is required please contact your link HR Manager.

As a general guide, the requirements stated in the person specification need to be clear and justifiable so that the meaning cannot be misinterpreted, and they need to be specific. The criteria should be quality based (quality and relevance of experience is likely to be more important than length of experience). In addition, the criteria need to be assessable. Please refer to the advertising pack for a pro forma person specification.

The requirements should be detailed under the following heading(s):

  • Education/Training (include standard qualifications and NVQs)
  • Relevant Experience
  • Relevant Skills/Aptitudes
  • Special Requirements

Education qualification should be expressed as standard and NVQ qualifications. When using “or equivalent” the criteria required need to be clearly defined at the beginning of the process. Please refer to qualifications framework and NVQ descriptors.

The person specification is an important part of the recruitment process as it is used throughout the recruitment process to selection and can be challenged at any time for its fairness. It is a tool with which feedback is provided to an applicant asking why they have not been shortlisted or appointed. Should an applicant feel that their application has not been treated fairly they can ask an Employment Tribunal to review the process. The employing Faculty/Directorate will need to be able to show that the requirements were justifiable and of relevance to the job.

Completing the advertisement pack

The job description and person specification form part of the paperwork included in the advertisement pack.

In addition, the responsible manager must complete the advertisement checklist, which includes space for a signature from an appropriate member of the Directorate of Finance and Legal Services confirming the availability of funds and the Dean of Faculty's/Director’s signature. Please note Finance require the checklist at least three working days in advance of the Directorate of Human Resources deadline. Failure to comply may result in the advertisement being delayed.

Finally, based on the job description and person specification the responsible manager should draft an advertisment for the post. The advertisement pack includes a pro forma on which to do this.

The responsible manager must ensure that this key information about the person required matches the requirements specified in the Person Specification.

Redeployment

All posts will be referred to the Redeployment Panel before advertising.  Please see the policy Handling Redundancies and Redeployment to see the redeployment process

Named grants

Where a person is named on a grant it will not be necessary to advertise the post provided a peer reviewed funding agreement or similar document is provided to HR upon request.  The principal that the University works to is that the funding is conditional on the named person being on the project.

Advertising

All job advertisements will be placed through the Directorate of Human Resources. Advertisements will only be placed when the responsible manager has returned the advertisement pack and provided an advert job description and person specification, any other information for potential applicants, and a date for the selection procedure has been fixed. The advert pack must be provided electronically as well as a printed version with apporpiate signatures for the Dean/Director and Finance signatures. If any of these documents/information, including confirmation from the Directorate of Finance and Legal Services on the availability of funds is not provided, the advertising process will not be initiated.  If the post being advertised is new, an HR Manager will need time to consider the grading of the post before it can be advertised.

The aim in wording advertisements is to attract applicants from all sections of the community whilst narrowing the field, to those with the appropriate expertise.

All posts (temporary and permanent) shall be advertised internally on the Brookes website, Jobs.ac.uk, the Job Centre, and in local or national media subject only to the following exceptions:

The aim in wording advertisements is to attract applicants from all sections of the community whilst narrowing the field, to those with the appropriate expertise.

All posts (temporary and permanent) shall be advertised internally (via On Stream) and externally in local or national media subject only to the following exceptions:

  • The redeployment of potentially redundant or medically restricted staff or as a result of disciplinary action.
  • Temporary posts of three months or less.
  • Casual appointments.
  • Variable hours in certain circumstances see the Variable Hours Policy
  • Associate Lecturers

(Please note a position may be deemed “temporary” for the following reasons: maternity cover, time limited project/funding (eg research grant). This is not an exhaustive list please refer to your relevant link HR Manager for further guidance.)

Normally, posts with a salary maximum of less than spinal column point 32 should be advertised in the local press only.

Once an advertisement has been processed, in the event of another post of equal duties and grade becoming vacant, then (after consultation with the Directorate of Human Resources), appointments to both vacancies may be made without further advertising.

The responsible manager will write the advertisement and the HR Directorate will proof read and ensure it is legally correct and present it in a 'corporate' format and place it in the appropriate media. The Directorate of Human Resources will advise on appropriate publications, including the minority ethnic press for some posts.

The cost of advertising will be met by the Faculty/Directorate. The final decision on the publications and the number of words will be with budget holders, but the corporate style will be used to ensure consistency.

As a supplement to advertising, information about vacancies will be circulated to job centres, careers services, a wide selection of community groups and other Universities as appropriate. Details of vacancies can also be found at http://www.brookes.ac.uk/vacancy. The Directorate of Human Resources will make reasonable efforts to ensure that groups that are under represented learn about vacancies. Advertisements will make it clear that the University is an equal opportunities employer, a two-ticks symbol holder, and that all full-time posts are open to job sharing unless expressly excluded.

With regard to the issue of Certificate of Sponsorship, the Department for Business Innovation and Skills states that it must be satisfied that the vacancy cannot be filled by UK resident or from the European Economic Area. For those nationalities outside the EEA the University will have to secure Home Office permission for them to start work. The first stage will be for the HR Directorate to issue a Certificate of Sponsorship for someone after they have applied for an externally advertised job, been interviewed and then offered employment within the University. The certificate is generated online through a web based Home Office system and HR staff have delegated systems access permission.

HR issue the Certificate of Sponsorship to the applicant and the applicant uses it to complete a formal request to the Home Office through which they’d hopefully be granted a working visa; they may also have to attend an interview with a UK Embassy/High Commission if overseas or a regional Home Office centre in the UK. Additionally they will also be compelled to obtain a biometric ID card.

Only once the applicant has the correct visa issued by the Home Office and subsequently verified from the original document by a member of HR, will that employee be able to start work.

With Tier 2 applicants, the applicant will need to show that he or she has enough points to qualify. Points will be awarded according to objective and transparent criteria within a structured decision-making process.  At least 70 points are required from this table (including 10 for maintenance and 10 for English) All jobs must be at or above NVQ3 skill level and salary must be at or above the appropriate rate.

Criteria for points

What we award points for

Points awarded

Sponsorship
(up to 50 points available)

The job is on the shortage occupation list

50

The job meets the resident labour market test

30

The migrant is switching from a post-study worker category

30

Qualifications
(up to 15 points available)

None or under the level of a qualification below degree level

0

Qualification below degree level

5

Bachelor's or master's degree

15

PhD

15

Future expected earnings
(up to 20 points available)

Less than £20,000

0

£20,000 - £23,999

10

£24,000 - £27,999

15

£28,000 - £31,999

20

£32,000 or more

25

Maintenance
(10 points available)

£800
or
The certificate of sponsorship is issued by an A-rated sponsor who will certify that it:

  • will maintain and accommodate the migrant until the end of their first month in the UK; and
  • has informed the migrant that they must not claim state benefits

10

English language skills
(10 points available)

The migrant is a national of a majority English-speaking country
or
The migrant has passed an English language test
or
The migrant has a degree that was taught in English

10

The above information is correct at time of writing and is a copy and paste from the UK Board Agency Website, please look at this website for the most up to date information.

 All vacancies need to be externally advertised (for at least 4 weeks) and advertised at the Job Centre, detailed short listing & interview notes retained and Faculties and Directorates providing HR with a brief summation of why a candidate was selected as being the most suitable to appoint.

If all these requirements are met then HR will apply via the Home Office web-based system to secure a Certificate of Sponsorship but the final say on whether an applicant does indeed meet the points tariff for entry into the UK, will be retained by the UK Border Agency. It is the Home Office that will wish to see proofs of maintenance funds, levels of English language and original qualification documents before determining suitability.

Responsibility of sponsorship lies largely with the recruiting/line manager but is shared by Deans & Directors, as well as HR. The University agrees to pledge that it will accept the responsibilities of sponsorship, in respect of each migrant employee.  These responsibilities include reporting the following information or events to the UK Border Agency, within any time limit specified. Information about migrants' non-attendance, non-compliance or disappearance will be used to inform enforcement action against them:

  • If a Sponsored migrant does not turn up for his or her first day of work. The report must be provided within 10 working days and must include any reason given by the migrant for his or her non-attendance (e.g. missed flight).
  • If a Sponsored migrant is absent for work for more than 10 working days, without the Sponsor's reasonably granted permission. In this case, the report must be provided within 10 working days of the tenth day of absence.
  • If the migrant's contract of employment is terminated (including where the migrant resigns or is dismissed). Such a report must be given within 10 working days of the event in question, and should include the name and address of any new employer or institution that the migrant has joined, if the Sponsor knows it.
  • If there are any significant changes in the migrants' circumstances, for example a change of job or salary (but not job title or annual pay rise).
  • Any suspicions an employer may have that a migrant is breaching the conditions of his or her leave.

Job sharing

The University’s policy is that all full-time posts are suitable for job sharing, unless expressly excluded. Guidelines and procedures on Job sharing are included in the Flexible Working policy. If the responsible manager believes a post is unsuitable for job sharing, he/she should make the case in writing to the Directorate of Human Resources before the recruitment exercise begins.

The application process

Applicants can download an application pack, including the application form, job description, person specification, guidance on completing the application form,  equal opportunities monitoring form, the benefits of working for Brookes which is a leaflet entitled Brookes A Great Place to Work, plus any additionnal information requested by the Faculty/Directorate placing the advert, from the University internet site.  Applicants can then upload their application once it is complete, or return it to the HR Directorate via email.  For applicants who don’t  have access to a computer and the Internet the HR Directorate are able to send paper forms for completion.. In addition, for teaching posts applicants receive the document entitled “Initial Training to Teach in Higher Education”.

All applicants, internal and external, shall be treated alike in the recruitment process and must complete a University application form in order to be considered for vacancies. Curriculum Vitae should only be accepted as a supplement to the application form.

All applicants are informed when receiving further details, that unless they have heard from us within 21 days of the closing date they must assume that they have been unsuccessful. It is therefore imperative that the responsible manager handling the recruitment keeps to the agreed timetable.

The information sent out to applicants in addition to the application form includes: an equal opportunities monitoring form, guidance to help applicants complete the application form and additional information about the Faculty/Directorate recruiting, if requested.

In addition, for teaching posts applicants receive the document entitled “Initial Training to Teach in Higher Education”.

The completed application forms will be returned to the Directorate of Human Resources where they will be collated and the equal opportunities monitoring forms extracted. The application forms will be available for collection by the responsible manager from lunch time on the day after the advert closes for the post.

Application forms are occasionally returned to the Directorate of Human Resources after the closing date. In which event the responsible manager will be contacted and informed of the number of late applications.

Normally, late applications should not be considered. However in exceptional circumstances e.g. where there has been a low number of application forms returned, late applications may be accepted.

Shortlisting

The shortlisting process should be co-ordinated by the responsible manager in consultation with colleagues who will be involved in the formal interviews. Shortlisting should be undertaken as soon as possible after the closing date, bearing in mind (a) the timetable agreed at the beginning of the process and (b) that applicants are advised at the time of applying that unless they hear from us within 21 days of the closing date, they should assume their application to be unsuccessful. The responsible manager should ensure sufficient time is allowed to carry out the shortlisting so as to give due consideration to each application. It is recommended that no more than six applicants be interviewed in one day.  Shortlisting should be conducted individually in isolation and the panel memebers convience to decide the final list.

Applicants should be selected/not selected on the basis of the specific criteria as previously defined in the person specification. Shortlisting panels must agree in advance what will be considered to be relevant evidence of meeting the criteria within the application, specifically for experience and skills and/or whether there are criteria which have to be assessed at interview. These decisions should be reflected on the shortlisting forms (shortlisting front sheet, essential and desirable criteria).

Records must be kept of reasons for selection/non-selection. This is for the purposes of providing feedback to candidates and to show that applicants have been treated fairly and judged against clear job requirements. The Directorate of Human Resources will retain these records for a minimum of six months after the interview date.

Responsibility for giving feedback lies with the responsible manager.

Panels should use the shortlisting forms to facilitate the shortlisting process and for record keeping purposes.  Faculties /Directorates may design their own forms to help them conduct the shortlisting, however they must also complete one set of the HR forms and submit any other documentation with these forms.  All documentation must be submitted on all occasions. For shortlisting forms see front sheet, essential and desirable criteria forms. On the shortlisting forms the panel must indicate whether a candidiate has met each criteria or not.  Where the panel can’t tell because the criterion can only be tested at interview, for example, a criterion that requires presentation skills, then this should be left blank.  Any applicants for whom a criterion is marked as not being met cannot be invited for interview.

If an internal candidate is not short-listed he/she must be informed and given appropriate feedback by the responsible manager before the interviews take place.

The names of candidates who have been short-listed, together with information about the panel composition should be provided on the ‘Interview Information’ form. The interview information form, together with all the application forms should then be returned to the Directorate of Human Resources. The responsible manager should ensure that sufficient time is allowed, the HR Directorate advise 10 working days, between the date the Interview Information Form is received by the Directorate of Human Resources and the interview date in order for the applicants to be written to and for applicants to have sufficient time to make arrangement so that they are able to attend the interview. Applicants should also be given sufficient notice of the interview in order to make the necessary arrangements to attend.

The letter of invitation, which is sent via email or by paper copy for applicants who do not have an email address, by the Directorate of Human Resources, will include details of time and place and the nature of the selection process. It will also detail car parking arrangements and will include maps and directions of how to find the University. For those living outside Oxfordshire details of reimbursement for interview expenses will also be included, combined with details of overnight accommodation (if appropriate).

References for short-listed candidates will be taken up by the Directorate of Human Resources prior to the interviews where the candidates have given permission to do so. However it is not always possible to have references available by the date of the interview, because they have not been returned in time.

The Directorate of Human Resources will produce packs containing copies of the candidates application forms, interview schedule, and other relevant information and will distribute this to all panel members at least two working days prior to the interview.

Selection interviews

The responsible manager shall arrange room/s and refreshments and take photocopy of interviewees passport and sign and date the photocopy to say they have seen the orginal.

Interviews shall be conducted by a panel. Please note that all members of the panel must have attended the University's Recruitment and Selection course.  Anybody who wishes to sit on the panel but who has not attended the Brookes University Recuirtment and Selection Course, may sit on the panel as an observer but may not contribute to the interview in anyway or contribute to the decision making process, they will only be able to observe.

The Chair of the panel is required to keep a systematic record of how each candidate is rated against the job requirements. The interview assessment sheet should be used to do this. In the event of a candidate feeling that they have been discriminated against unfairly, interview records can be used to show that an applicant had been treated fairly and was judged against clear job requirements.

The responsible manager shall normally chair the panel. The Chair is responsible for ensuring that:

  • candidates are treated courteously throughout the interview;
  • the interviews are carried out in line with the University's Single Equality Scheme;
  • questions are job related and questions relating to domestic circumstances are not asked by members of the interviewing panel;
  • candidates are asked similar core questions;
  • the candidate is informed of the University’s Relocation Scheme where applicable.
  • Highlight the main benefits of working for Brookes such as AL, Pension, Nursery etc

Once a decision has been taken the “appointment panel report” and the “interview assessment forms” are completed. A contract will not be issued until these forms are returned completed to the Directorate of Human Resources.

All notes on all pieces of paper, taken during the recuirtment and interview process, must be sent to HR at the end of the process where they will be kept for 6 months before being destroyed.

Notes on the composition of interview panels

Panels should be kept as small as possible, otherwise they can be intimidating for candidates and difficult to manage. There should usually be no more than six people on a panel and no less than 3 ideally.

When a large number of people need to be involved in the interview process, consider whether they can be split into two or more interviews for each candidate, each with  three to six interviewers.

The responsible manager should check the availability of panel members before submitting their names to the Directorate of Human Resources.

Where a candidate who is shortlisted is known personally to a member of the shortlisting/interview panel, this information should be disclosed and guidance obtained from the Directorate of Human Resources on how best to proceed.

Where practicable there should be an appropriate mix of panel members e.g. gender.

Dean of Faculty/Director and Senior Staff

The panel shall normally consist of:

  • A member of the Senior Management Team or nominee
  • A senior member of staff with an understanding of the relevant discipline
  • A relevant external adviser
  • Other senior staff as nominated by the Vice-Chancellor or relevant member of the Senior Management Team

Professors

For panel composition please see appointment to Professorial posts through external or internal competition

Lecturing Staff

The panel for a Lecturer/Senior Lecturer/Principal Lecturer/Reader post shall normally consist of:

  • Dean or Assistant Dean of Faculty
  • Two members of the academic staff to represent the relevant subject, course and field committees
  • Adviser external to the Faculty/University.

A panel for a Principal Lecturer/Reader post will, in addition, include a member of the Senior Management Team or a nominee.

Research Staff

The panel for a Researcher/PGTA post shall normally consist of:

  • Dean/Assistant Dean of Faculty
  • Academic Supervisor
  • Another member of the academic staff with an understanding of the subject involved.

Support Staff

The panel shall normally consist of:

  • Director or nominee
  • Another senior member of staff, ideally the immediate manager of the post
  • Someone from outside the immediate area of work (this may be a Directorate of Human Resources representative, if required).

Guidelines for good interviewing practice

Preparation

  • All members of the interview panel should be allocated a “role” and an area on which to focus questions. This should take place at least one day prior to the interview in order for panel members to be fully prepared.
  • The panel should hold a pre-meeting to review the shortlist and to prepare for the interview procedure and questions.
  • A minimum of 30 minutes should be allowed per interview.
  • Decide on a realistic timetable including allowing for adequate time between interviews for a break and to write up notes and then stick to it.
  • Arrange the seating as informally as possible by having a low table or nothing between the interviewers and candidates. Barriers like large tables and use of telephones during an interview can be threatening and can get in the way of effective communication.
  • Ensure that any reasonable adjustments requested for disabled people have been made and advice should be sought from the University Disability Adviser in HR.

During the Interview

  • The Chair should introduce everyone and explain the format of the selection process.
  • All interviews should use ‘open’ questions, which encourage the candidate to talk. They begin with words like who, what, which, where, why or how; or with phrases like “tell me about . . .”
  • Avoid ‘closed’ questions that invite solely yes or no answers. For example, “was your last job challenging?” is phrased as a closed question. It would give a richer answer if it was rephrased as “What did you find challenging about your last job?”.
  • Avoid ‘chain’ questions which are really two or three questions in one.
  • Avoid questions which imply that the candidate is going to be treated differently in the interview or the job because of their race, sex or disability. For example, do not ask questions like “Do you think people will take you seriously as a female manager?” or “How will you cope if your colleagues do not like your customs or religious beliefs?” or “How will you cope if your colleagues are embarrassed at your disability?”
  • If questions are asked about relocation, confirm that the University does have a scheme, but add that eligibility depends on a number of conditions.
  • Remember the University's Equal Opportunities and Diversity Statement and the associated race, gender and disability equality policies and schemes and do not ask for potentially discriminatory information, for example about personal circumstances or childcare arrangements.
  • Leave time for the candidates to ask questions.
  • Remember that the candidates are entitled to a fair (not idealised) picture of the University, the Faculty/Directorate and the job.

Other selection methods

The interview may be supplemented by any of the following:

  • Short presentation/lecture/leading seminar.
  • Group discussion.
  • In-tray exercise.
  • Talks with prospective colleagues.

Advice about the suitability of other selection methods should be sought from the Directorate of Human Resources, prior to their being used.

Making the offer

The telephone reference

The Policy and Proecure for the Prevention of detection of Fraud, Corruption and Other Irregularities Affacting the University states the following “Adherence to the University's policy on The Provision of References and verification of relevant qualifications for potential staff which requires in addition to the receipt of written references, obtaining an oral reference to verify the authenticity of the written reference and confirm the trustworthiness of the prospective employee. Confirmation of relevant qualifications must also be obtained. This policy applies to all staff but must be diligently adhered to for staff in positions of control over University resources.”  It is the responsibility of the Responsible Manager, who is corodinating the recruitment process wihtin the Faculty/Directorate, on receipt of the written refernces to contact the referree concerned, of the applicant offered the post, to ascertain that he/she is the actual person who wrote the reference.  The Responsible Manager should then state on the refernce in hand wiriting that they have spoken to the referee to confirm that the referee actually wrote the refenence and the date of the telephone conversation and then sign it.

The oral offer

Once a selection decision has been taken the responsible manager shall make an oral offer of employment to the candidate, subject to the usual requirements, such as a satisfactory medical clearance and/or references. In addition, for new staff appointed on lecturers' or researchers’ contracts of employment, the oral offer of employment should include reference to the requirement for the new member of staff to complete the University’s skills course in Teaching and Learning (unless they are exempt; see Initial Training to teach in Higher Education for criteria).

Unsuccessful applicants must be telephoned by the responsible manager to let them know they have been unsuccessful, this will be followed up in writing by the HR Directorate when the contract is produced.

Certificate of Sponsorship

At the point of offering the post it must be established if the applicant is eligible to work in the UK. (Please note it is in breach of University procedures and the law not to appoint solely because a work permit is required). If a work permit is required, the responsible manager must complete the relevant form(s) and return it to the Directorate of Human Resources so that an application for a Certificate of Sponsorship can be initiated. Help in this is available from the Directorate of Human Resources.

Under no circumstance will it be possible for the individual to take up employment before the Certificate of Sponsorship is obtained.

The conditional oral offer which forms part of the contract of employment will be confirmed in writing by the Directorate of Human Resources, normally with a contract of employment within five working days of receiving the completed paperwork from the Chair of the Interviewing panel. (The appointment panel report, together with the interview assessment forms for all applicants interviewed, must be completed and returned to the Directorate of Human Resources prior to a contract being issued). The Directorate of Human Resources is responsible for pursuing medical clearances and written references and only the Directorate of Human Resources may issue a formal contract of employment.

The Directorate of Human Resources will also obtain from the successful applicant verification of qualifications obtained and courses completed.

The Directorate of Human Resources will issue the formal contract of employment subject to satisfactory references and/or medical report if they have not already been received. Normally, new appointees should not take up their post until they have been certified fit for employment. A copy of the contract will be sent to the Dean of Faculty/Director together with a reminder about the need to plan the new employee's induction.

Feedback to unsuccessful applicants

Unsuccessful applicants must be telephoned by the responsible manager to let them know they have been unsuccessful, this will be followed up in writing by the HR Directorate when the contract is produced.  Unsuccessful applicants may request feedback as to why their application was unsuccessful. This feedback should be given by the responsible manager, and should be based on the candidate's ability to meet the criteria set out in the person specification. The shortlisting and interview forms will provide a useful record for giving feedback. In addition, for unsuccessful applicants who went through the interview process, you may wish if appropriate, to give constructive feedback about interview technique. Giving constructive feedback to unsuccessful candidates can help provide a positive outcome from their unsuccessful application.

 

Updated Mar 2011