Recruitment Policy

Information about City University's recruitment policies and procedure. Guidance for recruiting can be found in the recruitment advice section.

Policy
Procedures

Statement
Scope
Aims
Principles
Responsibilities
Definition of terminology
Monitoring and review of policy
Approval
Related Documents

1. Policy Statement

1.1 City University London recognises its staff as being fundamental to its success. A strategic and professional approach to recruitment processes help enable the University to attract and appoint staff with the necessary skills and attributes to fulfil its strategic aims, and support the University’s values.

1.2 The University is committed to ensuring that the recruitment and selection of staff is conducted in a manner that is systematic, efficient, and effective and promotes equality of opportunity.

1.3 Recruitment should be treated as a key public relations exercise as the way it is managed affects the University’s image, and consequently its ability to attract and appoint high calibre staff.

1.4 This policy has been designed to provide a flexible framework which promotes good practice, adopts a proactive approach to equality and diversity issues and supports fully the University’s core business.

1.5 Guidelines, which form the basis for the implementation of this policy are also provided. They have been designed to maximise flexibility to meet the needs of all areas. For these reasons, while still ensuring that the University complies with relevant legislation any significant variations in practice must be discussed with the Senior HR Advisers to minimise risk to the University.

1.6 Professional advice and support is available at all stages of the recruitment process from the Senior HR Adviser.

2. Scope

2.1 This policy applies to the recruitment and selection of all staff to the University.

2.2 All employees involved at any stage of the recruitment and selection of staff should be aware of and adhere to the contents of this policy. In addition, any external consultants, recruitment agencies or external experts who assist in the recruitment process must act in accordance with this policy. The appointing manager is responsible for providing such external parties with this policy prior to their involvement in the recruitment process.

3. Aims

To ensure that recruitment processes are fit for purpose
To appoint the best person for each position
To ensure equality of opportunity for all applicants
To ensure compliance with the University's Equal Opportunities Policy
To ensure compliance with relevant employment legislation
To promote the University’s values
To meet the University’s operational requirements and strategic aims.

4. Principles

4.1 General Principles

4.1.1 All employees involved in the recruitment process, and in particular Chairs of selection committees, should ensure that they have appropriate training by attending the University’s training on Recruitment and Selection, Equality and Diversity General Awareness and Disability Awareness. Staff involved in the recruitment process should be aware of their responsibilities under the relevant legislation. The University aims to secure equality of opportunity in all its activities, and in this respect all staff should maintain a positive attitude towards equality of employment.

4.1.2 If a member of staff involved in the recruitment process has a close personal or familial relationship with an applicant they must declare this as soon as they are aware of the individuals’ application. In line with the University’s Code on Professional / Consensual Relationships it would normally be necessary for the member of staff to avoid any involvement in the recruitment and selection process.

4.1.3 Documentation relating to applicants will be treated with the utmost confidentiality and in accordance to the Data Protection Act (DPA). Applicants will have the right to feedback and to access any documentation held on them in accordance with the DPA.

4.2 Preparation Stage

4.2.1 The recruitment and selection process should not commence until a full evaluation of the need for the role against the area’s strategic plans and budget has been completed.

4.2.2 The recruitment of staff will take into account the University’s need for new ideas and approaches and support the University’s commitment to ensuring a diverse workforce by proactively seeking to attract groups that are under-represented in the University’s profile to maximise its ability to meet diverse student requirements.

4.2.3 Recruitment should form an integral part of the staffing strategy for the area and should take account of the area’s equal opportunities targets, by incorporating ‘positive action’ initiatives into the recruitment and selection process. ‘Positive Action is lawful under the Race Relations Act (RRA) and Sex Discrimination Act (SDA) and refers to a variety of measures designed to counteract the effects of past discrimination, for example:

placing advertisements in the minority ethnic press, the women's press and any other publication which is targeted at groups which are under-represented;
including statements in advertisements that encourage individuals from under-represented groups to apply for the advertised position.

4.3 Obtaining Candidates

4.3.1 As a minimum all positions will normally be advertised within the University. This will help maximise equality of opportunity and provide staff with opportunities for career development, thus maintaining the skills and expertise of existing staff. In extenuating circumstances the Senior Area Manager or Senior Services Manager, in consultation with the Senior HR Adviser, may waive the need to advertise. This is likely to include the following circumstances:

Where positions may provide suitable alternative employment for existing staff whose post has been identified for redundancy, including the termination of fixed term contracts or following a restructuring exercise.
Positions requiring specialised expertise where the Senior Area Manager or Senior Services Manager can demonstrate that a comprehensive search has been conducted and the nominated individual is the most suitable person for the position.
Where the Senior Area Manager or Senior Services Manager can verify that the work is required for a specific purpose of no greater than three months duration.
Where current members of staff are named on research grants in order to ensure the individual’s continued employment.
Where a research project includes a named researcher, and one of the factors for awarding the grant was the strength of the proposed research team.

However, in the circumstances outlined above, if the successful candidate is likely to require a work permit the post must be advertised in line with the Work Permits (UK) regulations.

4.3.2 Positions will be advertised using the most appropriate and cost effective medium to maximise the number of suitably qualified candidates. This may include local, national and international publications and web sites and should adhere to the University’s visual identity. Internal advertisements should appear for a minimum of 7 days and external advertisements should appear for a minimum of 14 days.

4.3.3 Applicants will be treated with respect and provided with sufficient information to make informed decisions regarding their suitability for the role. To this end relevant background information may be helpful, e.g. details of current research projects; the academic specialisms of members of the School or Institute; the strategic priorities of the service area or department.

4.4 Selection Process

4.4.1 The selection process should be:

Transparent
Timely and cost effective
Equitable
Free from conflict of interest

4.4.2 All recruitment will be based on agreed job descriptions and person specifications. Recruitment and selection must be conducted as an evidence-based process and candidates should be assessed against agreed selection criteria, based on relevant knowledge, skills, competencies, experience and qualifications to perform the role as outlined in the person specification. All decisions must be recorded.

4.4.3 Shortlisting must be undertaken by at least two individuals who are involved in the interviewing process. Interviews should normally be conducted by at least two people, and all interviews for one post must be conducted by the same people. In order to promote equality of opportunity selection committees should, wherever possible, be of mixed race and gender composition.

4.4.4 Any skills tests (e.g. presentations, in-tray exercises) must be directly related to the role and measured against objective criteria, and presentations for one post must be assessed by the same persons. Candidates must be notified of the details of any skills test when they are invited for interview and the selection process for lectureships and senior lectureships must include a presentation or short lecture.

4.4.5 Interview questions must relate to the job requirements as exemplified in the person specification and the candidate’s suitability for the position. The person specification should be used as the basis for determining the interview questions.

4.4.6 The choice of appointee will be determined by the majority view of the interviewers.

4.5 The Employment Contract

4.5.1 At the end of the recruitment process all records must be handed to the Human Resources Department who will retain them for one year in case of requests for feedback or the threat of litigation.

4.5.2 Offers of employment are conditional upon receipt of satisfactory references, medical assessment and any other appropriate checks. This normally excludes visiting and other casual appointments of less than three months duration. In accordance with employment legislation, appointments will only be offered on a fixed term basis where objective grounds exist for not making the appointment permanent.

5. Responsibilities

Role	Accountable For
Vice-Chancellor (or delegate)	Creation of new positions and replacement positions for senior area managers Approval to appoint candidates to senior area manager positions Approve salary level for senior area managers on appointment, taking account of equal pay considerations All employment contracts greater than £80,000 per annum
Senior Area Manager	Creation of new positions and replacement positions in relation to their area of responsibility Approval to appoint candidates Approve salary level on appointment (to a maximum of £80,000 per annum), taking account of equal pay considerations Approve the selection committee for Chairs, Readerships and Grade 9 or equivalent appointment
Senior Services Managers	Approval to appoint candidate up to Grade 8 or equivalent Recommend other appointments to the senior area manager Approve salary level on appointment, taking account of equal pay considerations Approve the selection committee up to Grade 8 or equivalent Ensuring any consultants, recruitment agencies or external experts involved in the recruitment process adhere to the University’s Recruitment Policy
Heads of academic departments or equivalent and service departmental heads	Approval to appoint candidate up to Grade 7 or equivalent. Recommend appointments to the Senior Area Manager, unless approval to appoint candidates is delegated by the Senior Area Manager. Approve the selection committee for Senior Lectureships, Lectureships and all other appointments up to Grade 7. Devise quality recruitment process for each appointment. Ensuring any consultants, recruitment agencies or external experts involved in the recruitment process adhere to the University’s Recruitment Policy.
Chair of Selection Committee	Ensuring the selection process is transparent and equitable Managing the interview Conveying verbal offer to preferred candidate Providing feedback to applicants Providing HR with a record of all stages of the recruitment process, including the reasons for selecting/rejecting each candidate
Senior HR Adviser	Providing professional human resources advice, including advising on the grading of positions, equal pay issues and the content of job descriptions, person specifications and advertisements Advertising positions Issuing contracts of employment (excluding Visiting appointments) Evaluating, monitoring and reporting of the recruitment process Ongoing improvements to the recruitment process and supporting policies and advisory documentation
Director of Staff Development Unit	Training and development in recruitment and equality issues

6. Definitions of Terminology

Area: for the purpose of this policy the term area means the relevant School or Central Service.

Transparent/Transparency: processes that are clearly defined, easy to understand and are open to scrutiny.

Equitable: must be fair and open to all without bias, whether systematic or unintentional, on the grounds of gender, marital status, pregnancy, race, disability, sexual orientation, gender reassignment, religious or cultural beliefs, age, irrelevant criminal record or trade union activity.

Conflict of interest: a conflict of interest may occur when a person involved in making a decision regarding an appointment has a non-professional interest in the outcome, e.g. a close personal or familial relationship with an applicant.

DPA: Data Protection Act 1998

Senior Area Manager: Deputy Vice Chancellor, Pro-Vice Chancellors, Chief Operating Officer, Deans of Schools, University Secretary

Senior Service Manager: Director Academic Development and Academic Registrar, Director Information Services, Director Property and Facilities, Director Human Resources, Director Student Services.

Heads of Academic and Service Departments: All heads of departments in Schools; all service and administrative departments within Service Areas.

7. Monitoring and Review of Policy

In order to monitor compliance with and the effectiveness of the University’s Recruitment and Selection and Equal Opportunities Policies a member of the Human Resources Department may be invited to or elect to be present at any stage of the recruitment process.

Regular reports on trends and statistics relating to recruitment and appointments will be provided to the Vice-Chancellor, the senior management of the University and the Audit and Compliance Committee as appropriate.

This policy will be reviewed biannually.

8. Approval

Approved by the University Secretary – November 2002

9. Related Documents

Good Practice in Recruitment and Selection

1. Introduction

These guidelines are intended to support the University’s Recruitment Policy. They are designed to provide a clear and simple process to assist managers in selecting the best candidate for the job and to ensure equality of opportunity for all applicants.

The guidelines have been designed to maximise flexibility to meet the needs of all areas, and any significant variations should be discussed with HR Business Services to minimise risk to the University.

The Senior HR Advisers are able to provide professional advice and support at all stages of the process.

Links to useful information on good recruitment practices, relevant forms and proformas are included throughout the guidelines.

2. Preparation

A vacancy may occur for a variety of reasons, including an increase in workload, a requirement for new skills, a change in structure or when a member of staff leaves or retires. This creates an opportunity to reconsider the overall functions and structure within a department and to consider any changes required to the job.

2.1 Review of Requirements

Prior to commencing the recruitment process areas are advised to conduct a review of the need for the position, taking into account the following:

The strategic aims of the area and the University
Any foreseeable changes that might impact on the role or the area
Budget
Current staff structure and skills

When reviewing the needs there are a number of possible sources of information, including:

Area and University strategies
Feedback from the outgoing appointee about how the job description reflects the duties.
Feedback/consultation with stakeholders

The Senior HR Advisers are available to assist in the review process.

2.2 Reviewing the role

A thorough analysis of the role can highlight workloads that are too light or too heavy, and provides the basis for the job description and person specification.

It is advisable to consider the following when assessing how the needs for the position might best be met:

Is there a continued need for the work undertaken by the previous post-holder?
Can any of the work be re-allocated?
Could the job be done on a part-time, term-time only or job-share basis?
Is the post correctly graded?

2.3 Developing the Job Description

Once the review of the position has been completed a new or updated job description is required. A job description defines the role’s purpose, principal duties and responsibilities.

An accurate job description allows applicants the opportunity to assess their suitability for the role and to decide whether to proceed with their applications, thereby helping to minimise the number of inappropriate applications. It will also define the expectations of both the successful candidate and the manager and serve as a framework for the working agreement and an essential tool for induction, probation and appraisal.

An electronic word processed copy of the job description, in the University’s house style should be developed with your Senior HR Adviser. Following the formulation of the job description, your designated Senior HR Adviser will arrange a matching panel to assess the grading of the post and will provide advice and guidance on any grading issues which arise and, where relevant, will ensure compliance with equal pay legislation.

Please see further guidance on developing job descriptions.

2.4 Developing the Person Specification

The person specification should be based on the job description and describes the knowledge, skills and attributes required to perform the duties of the position. These criteria provide the standards against which candidates can be assessed objectively.

An electronic word-processed copy of the person specification, in the University’s house style, should be developed with your Senior HR Adviser prior to the matching panel taking place.

Please see further guidance on developing person specifications.

3. Approval to Recruit

3.1 Recruitment Form (e-RF01)

This document provide all the necessary information and authorisation to enable your Senior HR Adviser to initiate the recruitment process.

The Senior HR Adviser can only start the process once formal approval has been obtained by the recruiting manager from their School or Department. The Recruitment form must be emailed to the Area Manager for authorisation and financial approval must be gained before the form is sent to your Senior HR Adviser. If the position is funded by an external grant it should also be authorised by the Research and Grants Office. Incomplete or unauthorised forms will be returned to the recruiting area for completion, resulting in delays in the recruitment process.

Once the Recruitment Form (e-RF01) has been completed and fully authorised, it should be sent to your Senior HR Adviser who will then liaise with you to develop a job description and person specification and plan the recruitment campaign.

Please see further information on the approval of vacancies.

4 Schedule

4.1 Advertising/Searching

The recruiting area is responsible for drafting advertisements with the relevant Senior HR Adviser. The Senior HR Adviser are responsible for carrying out recruitment planning with the recruiting manager on receipt of the Recruitment Form (e-RF01). Once the advert has been finalised the recruiting area may also circulate advertisements approved by the Senior HR Adviser on their own web site, professional mailbases or engage an external recruitment agency to assist in the recruitment search. It is important that the contact details for candidates remains as the Senior HR Adviser and that the details of the advertising media be communicated to the Senior HR Adviser to ensure that the success of recruitment media can be monitored and to enable applicant enquiries to be answered.

The Senior HR Adviser may suggest amendments to advertisements to comply with equal opportunities legislation, the University’s visual identity, inconsistencies with the person specification or job description or following advice from the advertising agency. The Human Resources Director or their delegate will have authority to amend advertisements that clearly do not comply with current legislation. Once HR Business Services receive the advertisement from the advertising agency they will email the copy and details of cost and publication dates to the recruiting manager for authorisation.

Please see guidance on writing advertisements and further particulars.

Normally, all vacancies will be advertised on the University web site. This ensures all staff are provided with opportunities for consideration for career development or movement. Most positions will simultaneously be advertised externally in print media and/or internet sites.

Applicants should be encouraged to obtain vacancy details and to apply via the University e-recruitment system to speed-up processing and reduce costs.

If an external consultant, recruitment agency or external expert are used to assist in the recruitment process the appointing manager must ensure that they act in accordance with the University’s Recruitment Policy and Race Equality Policy.

Please see guidance on using recruitment agencies.

Where it is possible that a non-EEA candidate is likely to be appointed the position must be advertised in line with the current immigration regulations.

4.2 Developing the Recruitment Schedule

On receipt of an authorised e-RF01 form the Senior HR Adviser will contact the recruiting manager to carryout the recruitment planning and to agree the recruitment schedule. This will include discussions on timescales, interview dates, selection methods and decisions about who is responsible for each aspect of the process. Effective management of the recruitment schedule represents an important aspect of the recruitment process and plays an important part in projecting a positive impression of the University to potential candidates.

4.3 Selection Committees/Recruiters

As the interview process should involve at least two people, and in some cases external experts, it is advisable to agree who will be involved as soon as possible. This will help to ensure individuals are available on the proposed interview dates and will allow details to be loaded on to the e-recruitement system for candidates to access.

Please see further advice on the University regulations on the composition of selection committees for academic appointments.

4.3.1 Academic Selection Committees

All academic selection committees will be convened in accordance with these guidelines, except in the case of the Vice-Chancellor, for which selection and recruitment is prescribed in Ordinances.

Selection committees for academic positions will be convened in accordance with:

the University’s Recruitment Policy, having regard to relevant employment law;
relevant QAA and external body provisions and guidelines concerning academic and/or professional competence, particularly as it relates to the student experience.

The Director of Human Resources has executive authority to develop relevant policies and procedures which are congruent with the law, but that Senate must be consulted on any revisions to the new guidelines that impact upon academic quality and standards.

5. Applications

Candidates are normally requested to apply through the University e-recruitment system. Where candidates are unable to apply through the e-recruitment system they should submit a paper application that can be scanned into the system. Any paper applications sent directly to the recruiting area should be forwarded to the Senior HR Adviser so that they can be recorded on the e-recruitment system and be included in subsequent stages of the recruitment process.

The Senior HR Adviser will make sure applications are available to view through the e-recruitment system no later than one working day after the closing date.

Applications should be maintained in strict confidence to protect the privacy of personal information and to ensure compliance with the Data Protection Act.

The information supplied to applicants informs them that if they have not heard from the university within four weeks of the closing date then they can consider their application to be unsuccessful. All unsuccessful applicants will be automatically notified of the outcome of their application when their status is changed on the e-recruitment system.

6. Shortlisting

It is the responsibility of the recruiting area to make appropriate arrangements for shortlisting, which should involve as many of the interviewers as possible, and a minimum of two people.

Shortlisting should be carried out as soon as possible after the closing date for receipt of applications and approximately 4-6 applicants are usually shortlisted for one vacancy.

Shortlisting should be based on the application, assessed against the information contained on the job description and person specification and recorded on the shortlist matrix within e-recruitment system. When all applications have been scored, the recruiting manager will confirm who is to be interviewed and rejected and will arrange for each candidate's status to be changed on the e-recruitment system. Once the status has been changed a communication will be generated to inform each candidate of the outcome.

Applications are confidential to those shortlisting and this should be made clear to all those included in the selection process. Please see guidance on shortlisting, including provisions for disabled persons and job share applicants.

7. Selection Methods

The recruiting area is responsible for deciding the most appropriate selection process for the position. An interview is normally the minimum selection method, however, it is recommended that consideration be given to incorporating multiple selection methods into the recruitment process. This can help to enable a more rounded and fuller assessment to be made of the candidates. Other methods might include presentations, seminars, lectures, psychometric tests, in-tray exercises, group discussions, etc.

Selection is a two way process, candidates are assessing the job and organisation so it is important to present a positive image.

The following links contain further information on selection methods and interview techniques.

8. The Decision

8.1 Selecting the Successful Candidate

The decision will normally be on the basis of consensus of the selection group. The Chair is responsible for ensuring that an Interview Record form is completed for each candidate with clear reasons for their selection or rejection. Selection should be based on the application, measured against the information contained on the job description and person specification. If no clear favourite emerges the criteria should be weighted in terms of their importance to the post in question.

The Chair of the selection committee/interview panel may verbally advise the successful candidate of the outcome. A verbal offer of employment and the candidate’s acceptance creates a contractual relationship between the two parties, and it should be emphasised that offers of employment are subject to receipt of satisfactory references and confirmation that the individual is medically fit to fulfil the duties of the post. The objective of any verbal communication should be to establish that the candidate is still interested in the position, arrive at an understanding of what the salary is likely to be, and the date on which s/he will be free to commence employment. Please see further advice on verbal offers and the negotiation of the employment package, e.g. salary.

The Chair of the recruitment committee is responsible for ensuring that the Appointment form (e-RF02) and a New Starter Set-up form are completed and that accompanying documentation is forwarded to the Senior HR Adviser for the contract to be prepared.

If there is no suitable candidate, then the recruitment process should be started again from the initial stage. The Area Manager should look critically at the recruitment process and assess whether any improvements or changes can be made. This might include reviewing the role, the media used, the timing of the advertisement and the selection process.

8.2 Notifying unsuccessful candidates after interview

All unsuccessful candidates will automatically be notified of the outcome of their application when their status is changed on the e-recruitment system. Out of respect to the unsuccessful candidates they should be advised of the outcome as soon as possible.

Please see advice on providing feedback to candidates.

9. The Appointment

9.1 References

The HR Business Services team will normally take up two written references (three for academic appointments) on the successful candidate. On receipt, HR will pass all references to the recruiting manager for approval. Alternatively, the Senior Area Manager or Senior Services Manager may wish to take up references themselves using the template provided. On return please ensure originals are forwarded to HR Business Services and that the appointment form (e-RF02) indicates this task has been completed locally. On receipt of references it is the responsibility of the manager to ensure they are satisfactory. Where considered appropriate, the Senior Area Manager or Senior Service Manager may request references prior to interview for all shortlisted candidates, unless candidates have requested that their referees are not approached. If references are obtained prior to interview they should not be considered until all the interviews, presentations and tests have been completed and a preferred candidate has been identified.

References should be used to check factual information, such as qualifications and experience, and to confirm the information obtained from the interview and selection process. Information obtained from references should be used in conjunction with other relevant information gathered thus far, to provide as full a picture of the candidate’s attributes as possible. Caution should be exercised, as a referee’s subjective opinion of a candidate’s likely future performance may be misleading and unreliable.

A date to commence employment cannot be finalised until satisfactory references have been obtained, the Occupational Health Service have confirmed the individual’s fitness to undertake the job and where applicable a work permit has been obtained.

Please see further advice on references and eligibility to work in the UK.

9.2 Offer of Employment

The Senior HR Adviser is responsible for issuing contracts of employment – except in the case of contracts for Visiting Lecturers - on receipt of the completed Appointment Form (e-RF02) and the completed New Starter set-up form.

No employee may commence employment until a signed copy of the employment contract has been received, satisfactory references and medical clearance have been obtained and, where applicable, a Work Permit has been obtained. An employee’s right to take up employment will be checked by a member of the HR Business Services on his/her first day of employment, or earlier where the candidate has supplied all the necessary documentation in advance of his/her start date.

On receipt of a signed contract and agreed start date HR will set up a new employee on the SAP HR system. HR will also forward the new starter set-up form to Computing Services, Switchboard, Library, IT Training, Marketing and Security so that the candidate can be given access to all relevant systems before the commence employment

10. Induction

The final step is to make plans on the new recruit’s arrival and induction. Lack of attention to the induction process can undo all the good work of a well-planned recruitment and selection process.

On their first day new members of staff will meet with their line manager to begin their local induction. An appointment should be made for the new member of staff to visit HR Business Services to provide evidence of qualifications and right to work in the UK . Please see the HR induction checklist.

They will receive an invite to the central Induction Course, organised by the HR Directorate's Staff Development Unit, which provides information and advice on a range of issues including the University, Learning and Teaching, Occupational Health, Health and Safety, Marketing, HR and Equality and Diversity. They will also have opportunity to talk with members of staff from a range of areas.

The final, and most important aspect of induction, is that provided at School or Department level. Induction at area level should focus on the employee’s role, the structure of the area and how their role fits into the structure. Senior Area Managers retain ultimate responsibility for staff induction, although it is likely that the line manager or nominated members of staff will actually conduct the induction. Induction is a continuous process of familiarising new employees with their job, their School, Institute or Portfolio and the University. A well-planned induction will help staff adapt to their new role, whilst a poor induction can lead to confusion, errors and dissatisfaction.

Induction should not be limited to new recruits to the University, and an appropriate induction should be planned for existing members of staff when changing jobs - they will still need to learn their new roles and how they will contribute to the area and the University.