Selection Procedure Contents

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Selection Procedure

1. Post filling prior to wider advertising

 emergency transfers  managed moves  surpluses  compulsory transfers  facilitated moves  voluntary transfers

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 TDA

 Appointment to Duties Allowance less than 6 months  Appointment to TDA for More Than 6 Months

 Review of TDA Appointments

1.1. Selection Controls are in place to avoid increasing DWP’s surpluses. Managers should ensure they have exhausted all other options inc. those listed in this section before consulting business, HRBPs and The Workforce

Management team to gain clearance for any post filling activity. Current business arrangements apply for processes used to gain approval.

1.2. We are legally obliged to give first consideration to individuals who require a reasonable adjustment move the under the Equality Act. Following consideration of disability discrimination cases where a vacancy exists, before advertising a vacancy internally or externally, priority for vacancies must then be given to the following (in order):

 Emergency Transfers  Surpluses

 Facilitated Moves

1.3. Voluntary Transfer requests may also be considered before going to other stages of recruitment. HR Business Partners and / or Workforce Management teams can identify these for you by accessing CS JOB SITE and viewing those who have registered their interest on the system.

Emergency transfers

1.4. In exceptional circumstances, employees may request an emergency

transfer. These cases cover witness protection, domestic violence, harassment / bullying from individuals outside of the department, or other exceptional

circumstances which make a move imperative. An independent national virtual group considers emergency transfer requests. The group will consist of

representatives from the different regions including Workforce Management team members, HR Business Partner teams from all business areas and Trade Union members with the following roles:

 One independent member from a Workforce Management team who will be involved in the decision making process.

 One Trade Union member (not from the exporting or importing region) who will be involved in the decision making process.

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 One independent member from the HR Business Partner network (i.e. not from the exporting or importing region) or a suitable deputy. The HRBP member will have an advisory role for example on issues such as Diversity and Equality or compliance of policy, but will not have a decision making role. The committee will seek to reach decisions by consensus. Should this not be possible the Workforce Management team member will make the final decision.

Applying For an Emergency Transfer

1.5 Steps to take:

 Employees must submit their application to an independent national virtual group for consideration

 Applications and all associated documents are sent to the Secretariat using the following e-mail address DWP ESR Emergency Transfer Secretariat. E-mails should be marked restricted/confidential.

 For applicants who clearly do not meet the criteria for an emergency transfer, but meet the criteria for a facilitated move, the Secretariat will return the application (using restricted/confidential status) to the individual suggesting they register for a facilitated move on the CS jobs system. For applications where there is doubt as to whether they will fall into the emergency transfer category, the Secretariat must consult with, or refer the case to the virtual Group.

 The Secretariat will send Emergency Transfer applications to the national virtual group for consideration

 The Workforce Management team and TU group members must make a decision on the case within two working days of receiving the papers from the Secretariat.

 The Secretariat will notify employees of the national virtual group decision  If the application for an emergency transfer is supported, the importing and

exporting HR Business Partners will be asked to facilitate the move  If the application for an emergency transfer is not supported the employee

has a right to raise a grievance (handled via the Secretariat)

 If the grievance is not upheld the employee can appeal against the decision. The appeal will be heard by a set of members from the emergency transfer virtual group who were not involved in the original decision

1.6. If it is agreed that an emergency transfer is needed then:

 The HR Business Partner will move the employee within 14 days of the national virtual group decision regardless of suitability, budgetary constraints or whether or not a vacancy exists (N.B. headcount can be exceeded)  These cases will take priority over surplus employees

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 The ReCIPE Chair will act as arbiter if required

Managed Moves

1.7. Businesses can carry out managed moves (or possibly a series of managed moves), in order to manage their reduction targets. Managed moves can also be used to provide development opportunities for staff. Managed moves are always voluntary, by agreement between managers and a member of staff. They

normally take place within a business but can be across businesses.

Businesses may make sensible internal moves then fill the resultant vacancies with surpluses.

Surpluses

1.8. Employees who have been declared surplus must complete the online surplus profile within 5 working days of being declared surplus so that they can be considered for any vacant post not filled by a Reasonable Adjustment move, emergency or compulsory transfers, or managed moves. The Workforce

Management team will be able to access CS JOB SITE to view all surplus employees in your area. You must discuss your vacancy with your HRBP before proceeding any further. Further information about surplus management is in the Workforce Management Guidance.

Compulsory transfer

1.9. Line managers can make compulsory transfers to fill vacancies. The Line manager must:

 Ensure they have asked for volunteers first

 Make sure any transfer complies with the mobility policy  Specify the duration of the transfer if appropriate

Facilitated Moves

1.10. Other requests for exceptional moves, not covered by the emergency transfer policy, may be considered subject to there being a vacancy. For instance:

 Partner following partner

 Employee caring for sick or disabled relative(s)  Divorce

1.11. The application process is:

 Employee discusses reason for move with their Line Manager who may contact the HRBP if further support is needed

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 The HR Business Partner (HRBP) will confirm if the employee is eligible for a facilitated move.

 Employee must set up a profile in CS Jobs input their details and associated evidence.

 Employee should complete box on CS Jobs site to confirm that they are eligible for a priority move. Because we share the system with Other

Government Departments we have had to agree some common terms and as such for the purposes of CS Jobs our ‘Facilitated Transfers’ are recorded in the system as ‘supported Transfers’.

 Facilitated move cases will be considered as soon as a suitable vacancy arises in the applicant’s preferred location, after DDA/REASONABLE ADJUSTMENT moves; emergency and compulsory transfers; managed moves; and surpluses have been considered.

 The line manager must release the individual within 4 weeks of a suitable vacancy being found

 The Workforce Management team will have sight of the application for consideration if vacancies arise

 Applications will be retained on the system until the employee is posted and will only need updating if the employees circumstances change.

 Confirm the starting date to the employee

Voluntary transfers

1.12. Employees seeking a new post through a voluntary transfer, which could be for a career development move, must:

 Seek authorisation from their Line Manager and inform them of their intention to seek a transfer and confirm Line Manager will agree to submit.

 Register on CS Jobs, create or amend their profile and input their transfer preferences. because we share the system with Other Government

Departments we have had to agree some common terms and as such for the purposes of CS Jobs our‘Voluntary Transfers’ are recorded in the system as ‘Compassionate Transfers’

 Be aware that these moves are not given any priority and Line managers can choose whether to select these employees before going to subsequent stages of the process

 The Workforce Management team will inform Hiring managers of any employees that are seeking a voluntary transfer into that location

 Applications will be retained on the system until the employee is posted and will only need updating if the employees circumstances change.

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Temporary Duties Allowance

 Appointment to TDA for less than 6 months  Appointment to TDA for More Than 6 Months  Review of TDA Appointments

1.14. Vacancies can be filled by employees working in a higher grade/band whilst remaining in their substantive grade/band. If they are required to operate in a higher grade/band they are eligible for a Temporary Duties Allowance. The Line manager must use RM to authorise/cancel this allowance as soon as possible. Failure to do so could result in an underpayment or overpayment in the officer’s salary. Updating RM in a timely manner will also reduce unnecessary

communications with Employee Services. Please refer to RM online help for more details. Before considering the TDA option Line managers should:  Ensure there are no suitable surpluses at the higher grade

 Review whether the post could be covered by other employees at the higher band/grade

 Fill the vacancy on a permanent basis if possible. TDA should not be used to delay the filling of vacancies permanently

 Be aware that TDA should not be used to test an employee’s suitability for the role prior to advertising

 Decide the duration of the TDA as this will determine the selection procedure used

Appointment to TDA for Less Than 6 Months

1.15. To cover short term TDA appointments Line managers can either run an expressions of interest exercise or select the most appropriate person within the team. Vacancies for TDA appointments under 6 months will not be advertised on CS Jobs. To run an expression of interest exercise Line managers should:

 Make employees aware of the opportunity and set a date for return of Expression of Interest forms

 Review expressions of interest forms with HR Business Partner assistance as required

 Select successful candidate based on the information provided. NB The Line manager must use RM to authorise the TDA allowance as soon as possible. Failure to do so could result in an underpayment in the officer’s salary.

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communications with Employee Services. Please refer to RM online help for more details

 Keep records of scoring process, scores given and any decisions taken in case of appeal

 If the short term TDA post is extended beyond 6 months then complete TDA authorisation stencil and obtain The Workforce Management team approval 1.16. To select the most appropriate person within the team Line managers should:

 Use their knowledge of each employee’s performance to select the most suitable employee

 Keep a record of the reasons for their selection on the TDA record sheet  Complete the TDA record sheet to show the reasons why the employee was

selected. It should not reveal information about other employees

Appointment of TDA For More Than 6 Months

1.17 To cover a period of TDA expected to last more than 6 months managers must:

 Complete TDA authorisation stencil

 Gain The Workforce Management team approval. Current business arrangements apply for processes used to gain this approval.

 Undertake a formal vacancy filling exercise as described in the Selection Components. This formal process would also be required if the post attracted Responsibility Allowance

 Issue a copy of completed TDA authorisation stencil to the successful individual and a copy to The Workforce Management team/HRBP

Review of TDA Appointments

1.18. TDA appointments must be reviewed every three months. Line managers must consider:

 Reverting TDAs to enable a surplus person to take up the post

 Whether an employee in the substantive grade will become available to fill the post and therefore remove the need for TDA

 Whether the work can be re-organised to remove the need for TDA

 Whether an employee in the substantive grade is available from one of the priority groups

 Whether the post can be advertised to fill on a permanent basis

 If the need for TDA is removed, the Line manager must use RM to cancel the TDA allowance as soon as possible. Failure to do so could result in an

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overpayment in the officer’s salary. Updating RM in a timely manner will also reduce unnecessary communications with Employee Services. Please refer to RM online help for more details.

 Whether the cover is likely to last longer then 6 months in which case a formal selection exercise should be carried out and a TDA authorisation stencil

completed

1.19. The Line manager must:

 Keep a written decision of the reasons why TDA is to continue  Keep the individual updated on their ongoing TDA position

 Not normally continue TDA for longer than 12 months, however TDA (in the same post) should end at 18 months maximum unless there are very

exceptional circumstances. Such exceptions might be to address Workforce Management issues or other urgent drivers e.g. critical posts coming to an end in the next few months.

 Consult with the HR Business Partner if the TDA is to continue for longer than 12 months

 Record any decision to extend TDA for longer than 6 months on the TDA record sheet and be aware of the Workforce Management requirements in this area

Additional Review of Long Term TDA Posts (15 month point)

1.20. All TDAs should be ended at the 18 months point. The Line manager must:  Review the TDA post at the 15 month point and consider if the post is needed

to continue on a permanent basis

 Explore ways to fill the post substantively if the post is to be filled on a permanent basis (including surpluses who might be available in the near future)

 Consult with the relevant HRBP and Workforce Management team, current business arrangements apply on process to gain Workforce Management team approval

 Submit a business case to the Workforce Management team if requesting a permanent promotion exercise be run. The business case must include the rationale for a permanent promotion and provide evidence of the duration of the TDA.

1.21. The the Workforce Management team will consider each business case and may approve a promotion exercise if it is clear:

 There are no current surpluses in the grade/locality  There are no forecast surpluses in the next 3-6 months

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 All other post filling options have been exhausted (i.e. emergency transfers, compulsory internal moves, surpluses, facilitated moves, voluntary transfer requests)

1.22. If the Workforce Management team approves a promotion exercise then either:

 A formal promotion exercise would be undertaken; or

 The sitting tenant would be confirmed in post if the post was with view to permanency

Permanently Promoting Employees Who Have Been On TDA

1.23. Although there is no guarantee that the employee on TDA will be

permanently promoted in the future, managers have the option to permanently promote the employee if:

 The post becomes permanent

 The employee was appointed in response to an advert stating the post may become permanent in the future

 A formal vacancy filling exercise was undertaken

 Workforce Management controls have been complied with or lifted  No surplus employees are available for redeployment

1.24. The Line manager will need to:

 Contact their HR Business Partner who will ensure that the policy has been complied with

 Seek approval for permanency from the Workforce Management team  Confirm to the employee that they can be promoted

 Ensure an audit trail is kept to support the decision that the temporary post has become a permanent one

 If the need for TDA is removed, the Line manager must use RM to cancel the allowance as soon as possible. Failure to do so could result in an

overpayment in the officer’s salary. Updating RM in a timely manner will also reduce unnecessary communications with Employee Services. Please refer to RM online help for more details.

Detached Duty (Voluntary and Compulsory)

1.25. Line managers can fill posts using detached duty on compulsory or voluntary terms. If a manager receives a request to fill posts on detached duty they should:

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 If no volunteers are found, then the manager (HEO/Band D or above) will select people to go on compulsory detached duty ensuring:

 Suitability for the post

 Personal circumstances are considered

 Employees are aware of financial help which may be available  The posting does not continue for longer than 3 months

1.26 Postings on detached duty are not subject to mobility rules. Employees on detached duty retain the terms and conditions of their home location.

2. Planning a selection exercise

 Decide who is to be involved (Sifters and Interviewers)  Types of selection exercises

 Stage 0 - Internal Team Managed moves  Stage 1 - DWP Internal moves

 Stage 2 - Civil Service Surpluses  Stage 3 - Civil Service Wide (CSER)  Stage 4 - External Recruitment  contact centre recruitment  Rolling recruitment

 Types of Application Templates (Application Forms)  Draw up a job description

 Agreeing the competencies to be assessed  Decide which Selection Tools are to be used  Consider Joint business recruitment

 Reserve Lists

1. There are flow charts – shown on the high level overview page of the

Department & You that are intended to help you understand the various stages available. These supplement the existing guidance in both this Selection

Guidance and the Workforce Management guidance. 2. Line managers should plan the selection process by:

 Ensuring that they are familiar with the process, the roles and responsibilities. Further advice on this can be found on The External Recruitment Process – A high level overview’

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 using locally managed moves within the business unit where possible  Consulting and gaining clearance for all post filling activity as set out in

Workforce Management Selection Controls. These controls are in place to avoid businesses increasing their headcount

 Considering what working patterns they may require from new staff prior to putting in a business case

 Considering disabled applicants and requests for reasonable adjustments and guaranteed interviews

 Agreeing whether expenses will be paid to the applicants

 Liasing with ESR who will advertise your vacancies on CS Jobs site using the correct online template. This is for all stages and will include lateral, TDA over 6 months/ with or without a view to permanency.

2.1. Decide who is to be involved (Sifters and Interviewers)

Line managers

1. Line managers must consider roles and responsibilities for each stage of the process and the training requirements for employees involved in running the exercise.

Sift Members

2. Applications should be sifted by two people, for example the Line manager and a HR representative. All sift members should be a minimum of EO grade and at least one grade above the post/s being filled. Where possible, Line managers should ensure that there is a diversity mix on the panel e.g. grade, gender and race. If a specialist post is being sifted a representative from that specialism should be included. Sifters will be given access to CS Jobs online where they will input the results of the Initial Sift Stage and candidate feedback. Interview Panels

3. The interview panel must:

 Consist of a minimum of two people, for example the Line manager and an HR representative, if possible. There should be a diversity mix eg grade, gender and race where possible.

 Have an HR representative either from HR or someone who is fully trained in the process and in Equal Opportunities and Reasonable Adjustment issues  Include a representative from the specialism for specialist posts (in

exceptional cases this may need to be someone outside DWP)

 Have a panel chair who should be a minimum of EO Grade and at least one grade higher and the side member should be at least the same grade as the level of post being advertised

 For external exercises only, declare any pre existing relationships to ensure they do not interview individuals they know to guard against bias

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 Access to CS Jobs online where they will input the results of the Interviewer / assessor - Interview feedback.

4. If an interview panel contains non-civil servants (e.g. external contractors) they need to abide by the same conditions as DWP employees, including the need to be trained in the DWP selection process and equal opportunity principles. It will remain the responsibility of the Line manager and HR representative at a panel to ensure that policy is adhered to.

2.2. Types of selection exercises

1. There are different kinds of selection exercises which meet the needs of various situations. Before starting selection you must decide which sort of selection exercise is appropriate for your vacancy

2. Stage 0 – internal team managed moves

Moving people across a team to fill a vacancy and possibly create others. 3. Stage 1 exercises (DWP Internal Moves)

 Firstly redeploying DWP surpluses (who are immediately available for redeployment)

 Facilitated moves, this will involve liaison with the Workforce Management teams

 Advertising vacancies which are only open to DWP employees on a lateral basis

4 CMEC Transitional Arrangements

4.2. CMEC employees retain the right to have access to DWP vacancies until November 2011. These employees will not have access to the Civil Service Jobs system and so ESR will need to place adverts on RM in addition to the new system. Line managers may therefore, be required to consider applications from CMEC employees which will be submitted in the historic way via RM in addition to DWP employees applying online. Your ESR recruitment manager will be able to support and advise you through this process where this occurs.

5. Stage 2 exercises (Civil Service Surpluses):

 Once all internal priority groups and DWP managed moves have been exhausted ESR will advertise any unfilled vacancies to all surpluses across the civil service via CS Vacs

 They will allow 10 days for surplus employees from Other Government Departments to review the vacancy so that they can be considered ahead of external recruitment or, exceptionally, have agreed with Workforce

Management Policy Team to go straight to stage 3 or 4 recruitment at the same time as advertising on CS Vacs. This can only be done where it is clear that the numbers of surpluses will not match the number of posts to be filled.

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Line managers doing this must inform the Workforce Management Policy team as Cabinet Office are monitoring the use of these exceptional procedures

 ESR will also record the vacancy on the Civil Service Vacancy site (CS Vacs)

6. Stage 3 exercises (Civil Service wide, open to all civil servants)

 In line with the Civil Service English Regions principles vacancies will be open to all Civil Servants regardless of Department or grade.

 At this stage there will no longer be the need to distinguish between posts that are offered on lateral and / or promotion as all vacancies will be open to all those civil servants that can meet the competency requirements regardless of their substantive grade

 Record the vacancy on:  The CS Jobs site

 the Civil Service Gateway Website

7. Stage 4 exercises (External recruitment)

 Only after all other alternatives / stages have been exhausted can external recruitment be considered

 All requests for external recruitment must first be endorsed by the Workforce Management team

 Inform Trade Union Side when recruiting externally  Record the vacancy on:

 The CS Jobs site

 the Civil Service Vacancy Site (CS Vacs)  the Civil Service Gateway Website

 DWP External Website

 All of these vacancies must be advertised in the Jobcentres via LMS. (All of which will be done by forwarding the vacancy details to the Employee Shared Services Resourcing or nominated business representatives).

8. Contact Centre Recruitment

 Using the electronic Personal Details application template and CS initial online sift and test.

 The post is advertised directing the applicant to the DWP Internet Site and the ‘Would You Like to join us’ self selection questionnaire. After completion the applicant is then asked to log on to CS Jobs SITE and complete the relevant online application template

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9. Rolling Recruitment

Generic recruitment exercises can be run on a rolling basis with several assessment days planned in where businesses are looking to recruit a large number of staff. When running large exercises it may be impractical to wait until the end of an exercise to begin posting people. Rolling recruitment allows businesses to post people from the early stages of the exercise but in doing so must ensure that the individuals appointed are clearly towards the top end of the likely merit list. Candidates who are likely to be further down the list or borderline will have to wait until the completion of the exercise before an appointment can be offered.

10. The advantages of rolling recruitment are:

 Able to recruit permanent or FTAs via this method

 Phased approach allows a number of assessment days to be held belonging to same exercise

 Can begin posting from early phases before completion of exercise  Excellent for areas with large turnover

 Can gather names of people who missed assessment days & feed in at later date or extra assessment days to be run without requirement for new advert (provided original advert stated that there would be posts both immediately and in the future)

 Can post others where delays in BSS checks  Continual pool of people to post

11. Disadvantages are:

 Can only appoint people that are likely to be at the top end of merit order in early phases

 The definitive cut off point will be unknown until end of final phase  Potential for complaint if merit lists not handled correctly

 Business need to be clear on numbers of people required and cut off points for posting in early phases

 The need for keeping candidates warm that are not posted in early phases

2.3. Types of Application Templates (application forms)

 Personal Detail Application  CV Application

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1. For each exercise the Line manager and HR Business Partner should decide which online application template (previously application form) to use depending upon the job requirements. All applicants will be asked to complete their personal details as part of the application process. In addition there is the option to use:  supporting statement

 CS Initial Sift Tool (CSIST)

 Competency examples (all stages)

 CV – for specialist and higher grade posts

2. The Personal Details template, only includes personal details and not

competency examples. This template cannot therefore be used on its own to sift applicants and at least one other stage / test must also be used. It can be used for internal lateral managed moves and when selecting between surpluses (stage 0 and Stage 1) depending on local arrangements prior to formal vacancy filling procedures.

PERSONAL DETAILS template (previously form)

3. The Personal details template can also be used for Stage 3 and 4 exercises, but either the test or competency examples are used to enable a selection between applicants. If large numbers of applicants are expected the CIST will sift without need for manual resource.

CV APPLICATION template (form)

4. The CV Application template is used for external high level or specialist posts. Any/all of the final assessment tools can be used with the CV application.

5. This application template is made up of 2 parts;  Experience/career history; and

 Competencies. Qualifications

The HR Board decided that straightforward academic educational qualifications [as opposed to professional qualifications which are specifically required for the job role – i.e specialists] should not be used as a selection criterion other than for high-level (HEO and above) policy/strategy posts. The definition of a

policy/strategy post for which such qualifications may be considered is one that is characterised by the following:

The complex nature of the issues involved;

 high level of contact and/or consultation with outside bodies, including the need to take part in meetings/negotiations or presentations;

 the sensitivity or high profile nature of the issues; or

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Where educational qualifications are required or it is decided that professional qualifications are appropriate for a (normally specialist) post they should both only be used as a knock-out, eligibility criteria that wouldn’t be scored.

If it is agreed that qualifications are required for a specific post then vacancy holders should discuss this with ESR who will arrange for this to be included within the system vacancy template.

TELEPHONE SIFT APPLICATION Template (form)

1. Can be used in exceptional circumstances when recruiting externally. The Telephone sift application covers the competencies Building Capability and Delivering a Customer Focused Service. At AA/AO (Bands A and B) these competencies are assessed at Level 1. At EO (Band C) these competencies are assessed at level 2. For guidance on how to run this tool please see the

‘Telephone Sift Handbook’. The pass marks are:

Team Member (AA/AO) – minimum 16 maximum 28. Team Leader (EO) – minimum 14 maximum 25

2. The telephone application is scored on a 0-4 scale for each question,

communication skills are scored within this tool. If an applicant scores 0 for any question, then they have failed the sift

3. The Telephone sift handbook and question booklet are available from ESSR.

2.4. Draw up a job description

Decide which competencies will be used in addition to any skills or experiences, which are relevant to the posts. ESR are building up a library of job

specifications.

2.5. Agreeing the competencies to be assessed

1. There are 3 options to consider when choosing the competencies for selection exercises:

 Use 4 competencies. Do not use a professional competency. Score each core competency equally.

 Use the professional competency in addition to 3 or 4 chosen core

competencies. Each of the competencies is scored at sift on the 1-9scale and given equal weight.

 Take elements of the professional competency - for example Demonstrating Professional Expertise; Building Personal Credibility; and Knowing the Business appear in several professional frameworks - and assess each of these. Each separate element is scored using the 1-9 scale at sift and

interview. The scores for each element are then added to the scores for each core competency that is used. The applicant may be tested on a maximum of 6 areas across both core and professional competencies (5 is preferable).

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PSG requirements must be applied when promoting to Grade 6 and 7 posts. It is mandatory that competencies Delivering a Professional Service; Analysing, Improving and Changing; Managing People and Performance; and leading are tested at this level.

2. Consistency between assessors is essential to ensure fair selection on merit. The rating scales detailed should be used when scoring each section of the CV application form rather than simply using judgment to assign a score.

3. When drawing up the job description it will have been determined which sections of the application form will be scored, the choices are dependant on whether you have chosen to select on core competencies, professional competencies or both.

2.6. Decide which Selection Tools are to be used

1. Deciding on what selection tools will be used. Details of the CS Initial Sift Test can be found on the Department & You

2.7. Consider Joint Business recruitment

1. Consider any opportunities to run a joint exercise within your business or with another business. Workforce Management teams and your HR Business Partner should be able to advise if other businesses are also planning recruitment

exercises. This could include working jointly with another business, or within your business, through all aspects of the exercise or sharing some resources such as the final assessment stage.

2. Joint exercises can be a way of making the best use of available resources. Consideration needs to be given, in consultation with your HRBP, to see if this is the best way to fill your vacancy.

3. The advantages of joint exercises are:

 People do not have to apply twice if delivery businesses are recruiting to similar timescales

 Pooling resources

 More, and a greater range of posts on offer to attract applicants 4. Disadvantages are:

 Potential for applicants to be confused about which delivery business they are being selected by. To alleviate this clear explanations should be given to applicants

2.8. Reserve Lists

1. The normal life span of a reserve list is between 6-12 months. When

determining how long to keep the reserve list consideration should be given to:  How many posts are expected to arise during the period

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3. Formal selection

 Filling a short term vacancy

 Contact Employee Shared Services Resourcing (ESR)  Complete the vacancy template

3.1 Filing a Short Term Vacancy

Line managers should consider whether to fill a short term vacancy with a  detached duty,

 fixed term appointment,  temporary appointment or  secondment/loan.

These options should only be considered once all internal routes have been exhausted. If recruiting a temporary or fixed term employee you must be aware of the specific regulations regarding this group of employees.

3.2 Contact Employee Shared Services Resourcing (ESR)

Agreeing with Employee Services Resourcing (ESR) a timetable for the key stages of the process. - Sufficient time needs to be built in between each stage to deal with any appeals/complaints. Again reading the appropriate flow chart will help you prepare for the discussion with ESR.

3.3 Complete the vacancy template

1. The Vacancy Template must be fully completed before Employee Services Resources (ESR) can progress a vacancy. This becomes the Line manager’s contract with ESR and enables the Line manager to plan the recruitment process precisely and ESR to help manage the vacancy filling process effectively. ESR will be able to advise you on the practicalities of running a joint recruitment exercise.

2. It is important that Line managers book a venue for sift and interviews and make sure they have enough people available to conduct interviews on the scheduled day and that all participants have had the relevant training. This information must be given on the Vacancy Template on submission to ESR. 3. Planning in this way will help the vacancy process run smoothly, giving potential applicants the opportunity to be available for interview on the dates given in job adverts. However the onus is on the Line manager to keep to these dates. Any slippage or changes to these arrangements will affect the timetable, the potential start dates for successful candidates and any planned training. 4. The ESR contact for the recruitment exercise will explain any aspects of the Vacancy Template that are unclear.

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4. Advertising vacancies

 Things that all adverts must contain  Advertising working patterns

 Advertising stage1 posts

 Advertising stage 2, 3 & 4 posts

Line managers should follow the recruitment procedures set out in this guidance and they must:

 Evaluate chosen advertising methods for effectiveness and value for money  Keep a copy of the advertisement with the selection papers for audit

purposes. In addition a copy of the working patterns on offer should be kept, or if none were specified that should be noted and kept.

 Where there are support grades (such as typists and others on SPB1 pay scales) in the business, ESR will state in the advert that the vacancy is open to AA/Band A and /or AO/Band B and equivalent grades

 Ensure that the closing date for internal vacancies is at least 2 weeks after the publication on CS Jobs site

4.1 Things that all adverts must contain

For each vacant post Line managers need to consider the information required in the vacancy template which includes:

 Grade  Job title

 Job description  Location

 Eligibility / the stage of exercise

 A link to CS Jobs (if advertised anywhere else, i.e. DWP external website)  In which part of the delivery business it is

 If it is a general post or specific to a particular role (e.g. Call Centres)  What appointment type is to be offered e.g. permanent, temporary, FTA  Which advertising stage and therefore which application method online

vacancy template ESR will use?

 Details and links to the Guaranteed Interview Scheme guidance (Invite any applicants who have applied under the Guaranteed Interview Scheme and

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who have met the minimum criteria to the next stage (i.e. selection testing or Final Assessment stage)

 Sift, test and interview dates

 Working Pattern (e.g. full time, part time, job-share, part-year working)  If using on line competency application template, the advert must tell

applicants which competencies they are being assessed against

 If using the online Personal Details or online CV application templates details of the competencies to be tested at the final assessment stage must be included in the advert

 When advertising Grade 6 and 7 posts the competencies Delivering a

Professional Service; Analysing, Improving and Changing; Managing People and Performance; and Leading are mandatory.

4.2. Advertising Working Patterns

1. Details of working patterns on offer must be included in online advertisements. If working pattern requirements are not known at the time of advertising then a new employee’s working patterns/hours of attendance must be agreed within the first 3 days of starting work. The Line manager must input this information to RM within 3 days so that the employee’s pay is processed promptly.

2. To reduce the risk of successful claims of Sex Discrimination, when

advertising posts with restricted work patterns Line managers must be able to justify how business objectives can only be achieved through those work patterns.

3. Adverts should contain details of the Business and all of the available working patterns. These might include:

 Standard working patterns  Non-standard working patterns They may also refer to:

 full-time hours; and

 part-time hours (including part-year and job sharing).

4. Adverts should also specify whether the available working patterns will be worked by fixed hours or as part of a flexible working hour’s scheme.

5. Line managers must consider any requests for alternative working patterns. This does not mean that they have to accept every request but must be

considered and accommodated within the needs of the business.

6. Employees who apply for advertised vacancies must be clear from the outset about any conditions attached to the posts, such as specific working hours or fixed hours. If a change to their terms and conditions arises from a successful

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application for an advertised vacancy they will be regarded as having agreed to a change to their contract of employment.

4.3. Advertising stage 1 vacancies

1. After you have considered any reasonable adjustment, Emergency Transfer moves and Stage 0 (internal team managed moves), then with Workforce Management team approval vacancies should be offered to any DWP surplus employees. When these have been exhausted facilitated moves then internal lateral moves should be considered.

2. Businesses can advertise vacancies for lateral moves internally across DWP before having to advertise to and consider Civil Service surpluses (stage 2), Civil Service employees (stage 3) and ultimately external recruitment (stage 4). These will be advertised on CS Jobs only.

4.4. Advertising stage 2, 3 & 4 posts

1. All advertised stage 2 DWP posts must be advertised on the CS Vacs. Before they open circulation to the wider Civil Service they should allow 10 days for surplus employees from Other Government Departments to review the vacancy on the Civil Service Database (CS Vacs).

2. All advertised stage 3 DWP posts must be advertised

 on the CS Jobs site  on the CS gateway

3. All advertised stage 4 DWP posts must be advertised  on the CS Jobs site

 on the CS gateway

 in the local Jobcentre Plus office for a minimum of 2 working days  on the external DWP website until the vacancy closing date

4. Be aware that permanent promotion opportunities are open to all Civil Service staff, regardless of grade or department, within a region as a minimum.

5. Be aware that internal and external recruitment can start at the same time in certain circumstances, with Workforce Management team approval. The WFM Policy team must be informed if the post is being advertised externally at the same time as on CS Vacs.

6. If larger numbers of applications are received the vacancy must not be removed from display earlier than the advertised closing date, applications should continue to be accepted until the closing date.

7. Information on working for DWP and its businesses is available to applicants on the website.

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8. Inform the TU nationally and / or locally if running a stage 3 or stage 4 exercise (not required for job specific exercises, although you may wish to do so as a courtesy)

9. The Line manager must send a copy of The Workforce Management team approval to recruit externally to Employee Services Resourcing (ESR). ESR will then ensure the post is advertised on the external DWP website and local Jobcentre Plus office as a minimum.

5. Applying for Advertised vacancies

 The employee should be aware

 The Line Managers Assessment

5.1 The employee must:

 inform their manager as soon as possible of their intention to apply for an advertised vacancy and gain agreement for release

 log onto CS Jobs site and set up an account (if they have not already) from which to apply to the vacancy. They must then search for the vacancy that they wish to apply for.

 Complete the online application template chosen for the exercise as stated in the advertisement.

 be aware that it will take time to gather the necessary evidence that is required and complete the template

 approach people in their line management chain If they need help in

completing the competency examples and allow time for them to provide this  employees are required to include the correct email address of their line

manager

 declare that they are not undergoing formal action and that they are able to be released.

2. If an employee is considering applying for or currently is in the application process for a higher grade post but is awaiting the outcome of disciplinary action, they must be allowed to continue with their application until the penalty is known. If the outcome of the disciplinary action is a ban on promotion the LM must inform ESR who will withdraw the application immediately.

3. Where a disciplinary sanction is in place to ban access to the intranet

individuals would not be able to access DWP/OGD vacancies from a work pc. For stage 4 vacancies an account could be created from a home/other non work pc. If individuals become surplus following or during the ban they should sit with their line manager to set up an account using their home/other non work e-mail address. The line manager would need to add their own work details to validate the account.

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5.2. Line Managers Assessment (LMA)

1. Line Managers are no longer required to complete a Line Managers

Assessment (LMA). Instead they will be sent an email asking them to confirm several items eg.

 They are content that the applicant is not under any formal review  There are no issues that preclude the applicant from applying  They are able to be released should they be successful

2. No reply from the Line Manager will be deemed as an endorsement of the application so they should only reply if they feel there are either inaccuracies in the application / declaration or some other reason which would bring into

question the applicants eligibility.

3. If the line manager is unable to review the declaration, for example, they are on leave, the employee should arrange for the countersigning managers email to be input

4. If the line manager is also applying for the same post it is not appropriate for them to review the declaration. In these cases the countersigning manager should review it

5. If the line manager is unable to support the application

If there are inaccuracies (ie employee declared that there was no formal action, but there is) within the application they should discuss their concerns with the employee and the countersigning manager before alerting ESR.

The employee can raise a grievance disagreeing with the line manager’s decision see Grievances, Appeals and Complaints

6. Sifting applications

 before the sift

 conducting the sift  after the sift

 guaranteed interview scheme  paper panels for internal promotion  Telephone Application Sift

Applications are sifted to ensure that applicants meet set standards and that the best person proceeds to the next stage of the process. The sift process is

designed to screen out less suitable applicants and to reduce the number of applicants to a manageable number for the next stage of the selection process. Applications may be sifted on the closing day for applications.

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6.1. Before the Sift

1. Prior to the sifting of applications Line managers should:

 Organise the sifting panels and ensure sifters are fully trained  Ensure that sifters have access to and are familiar with the system

 Set up a sifting timetable for the telephone applications if using this option  Identify applicants who have declared a disability and who wish to be

considered under the Guaranteed Interview Scheme

 Ensure that a meeting with the sifters has taken place to set the sifting standards and establish the minimum criteria for applicants to be invited to the next stage

2. The sift panel must:

 Consist of a minimum of two people, for example the Line manager and an HR representative, where possible. Line managers should ensure that there is a diversity mix e.g. grade, gender and race is used if possible.

 Have a representative either from HR or someone who is fully trained in the process and in Equal Opportunities and Reasonable issues. All panel members should as a minimum have completed the Selection e-learning.  Include a representative from the specialism for specialist posts (in

exceptional cases this may need to be someone from outside of DWP)  Be a minimum of EO Grade and at least the same grade as the post being

advertised

 Ensure that they understand the standards for the sift and have read the available advice

 For external exercises only, declare any pre existing relationships to ensure they do not sift applications from, or interview, individuals they know to guard against bias

 Agree how they will sift e.g. separately or together 3. The panel chair must:

 Be a minimum of EO Grade and at least one grade higher than the level of post being advertised and have had previous experience as panel member  Be trained in DWP selection processes

 Brief the panel and agree the standards against which the panel will assess each application

 Ensure the processes are consistently followed across the panel

 For large scale exercises where there may be multiple panels, arrange to meet at the outset to set standards and also at regular intervals throughout the exercise

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6.2. Conducting the sift

 Calculating the score  Rating Scale

1. The Sift panel must;

 Invite to the next stage any applicants who have applied under the Guaranteed Interview Scheme and who have met the minimum criteria  Sift out people without relevant experience only if experience was clearly

stated as an eligibility criterion in the advert. To avoid potential discrimination, experience should not be time linked (e.g. 4 years) but task based and an essential requirement for the post

 Assess the applicant’s evidence and allocate a score.

 Test the applicant against the published criteria in competition with others  Carry out the sift even if there is only one applicant for the post.

2. The scoring process needs to be recorded on CS Jobs for audit purposes and to ensure we have documented evidence if any complaint is made. To ensure consistency a score sheet should be completed on the system to record each applicant’s results when the sift is carried out.

3. Consistency between assessors is essential to ensure fair selection on merit. The rating scales should be used when scoring each section of the CV

application form rather than simply using judgment to assign a score.

4. All assessors must have as a minimum completed the Selection Skills Events. 5. The experience/career history section of the application form should not be scored but instead may be used as eligibility criteria. To avoid potential

discrimination, experience should not be time linked, e.g. 4 years, but task based and an essential requirement for the post e.g. experience of negotiating contracts with suppliers. This eligibility criterion should be included in the advert for the post. When sifting the application forms anyone without the relevant experience, as detailed above, should be sifted out.

6. When carrying out the sift of the CV application form, sifters should bear in mind that the style that applicants have adopted may be dictated by their

understanding of what we want and the limited number of words they are allowed to use and may not necessarily be a reflection of their communication skills. Although clearly if an applicants evidence is so poorly presented in terms of spelling, grammar etc that it makes it difficult to understand, then sifters can take this into account when determining the sift score.

7. Each competency should be scored using the nine-point rating scale below. Any applicant scoring below 4 for any competency should be excluded. Calculating the score for competencies

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8. Read through the example given for each of the competencies along with the behaviours being assessed. Highlight any relevant evidence on the applicant’s examples. Notes of any additional evidence/comments that are used to arrive at a rating should also be kept. (The highlighted evidence and comments may also be referred to for audit purposes or in the case of a complaint).

9. The indicators are not designed to be used as a tick list at any time. They are there to give you ideas about the sorts of evidence you should be considering. Line managers should accept evidence which doesn’t match any of the indicators but which does show competence against the broad descriptors. For example, under Building Capability, acceptable evidence could describe a time when the applicant developed knowledge and skills; worked collaboratively; and

communicated with impact; without describing situations when they did the specific activities described in each of the bullet points under those headings.  Once the evidence has been considered and noted, next decide which of the

broad categories the evidence falls into: Strong, Acceptable or Poor.  Consider the definitions and the evidence against them, for example if the

evidence falls into the ‘acceptable’ band and it is at the top end of the ‘acceptable’ range then it should be marked as ‘acceptable - plus’.

 In order to determine the applicants score assign the numerical rating (rating column) that relates to the definition awarded in step 2, for example if the evidence is marked as ‘acceptable – plus’ then award a score of 6 for that competency.

 Repeat these steps for each competency.

 Take elements of the professional competency – for example Demonstrating Professional Expertise; Building Personal Credibility; and Knowing the

Business appear in several professional frameworks – and assess each of these. Each separate element is scored using the 1-9 scale at sift. The scores for each element are then added to the scores for each core competency that is used.

 The applicant may be tested on a maximum of 6 areas across both core and professional competencies (5 is preferable).

 This option is likely to appeal most to Line managers recruiting to specialist posts who need to assess professional capability in greater detail.

Rating scales

Evidence Description Definitions Rating

Strong – Plus 9

Strong evidence Many positive behaviours displayed. The evidence is clear and covers most

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of the competency. Strong – Minus 7 Acceptable – Plus 6 Acceptable evidence Some positive behaviours displayed. The evidence is reasonably clear and covers part of the competency. Acceptable 5 Acceptable – Minus 4 Poor – Plus 3

Poor evidence No or very few positive behaviours displayed. The evidence is unclear or not related to the competency. Poor 2 Poor – Minus 1

Calculating the overall score

 Check that the minimum score (i.e. 4) has been achieved for each individual competency or element of the professional competency. If not, then the individual has not met the required standard and cannot progress any further in the recruitment exercise.

 Add the scores together to get the overall score for the competencies. Record this score on the scoring key.

 For external exercises a merit list can be drawn up based simply on what each applicant has scored for the competency section.

For example on sift someone may have the following scores:

Demonstrating Professional Expertise (professional competency) 7 Building Personal Cr edibility (professional competency) 8

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Analysing, Improving and Changing (core competency) 6

Leading (core competency) 8

Total score 36

Remember - Applicants applying under the Guaranteed Interview Scheme need only meet the minimum requirements/scores to proceed to the next stage of the process.

6.3. After the sift

1. The panel must;

 Rate each applicant in order of merit, based on their competence for the grade/band and the post

 Recommend the best applicants to go through to the next stage

 Ensure successful applicants have met the threshold for the grade/band  Input scores and feedback comments on to the CS Jobs system within 10

working days of the sift

 Ensure that scores and feedback are checked before being input as applicants will have access to them once ESR issue results

2. The outcome of the sifting process is a merit list which:  Puts the applicants' sift scores in order

 Identifies those on the list who failed to reach the minimum score

 Takes into account how many individuals need to be invited to the next stage of the process

 Includes applicants who have applied under the Guaranteed Interview Scheme who have achieved the minimum pass mark or higher.

6.4. Guaranteed Interview Scheme

1. Disabled applicants who have applied under the Guaranteed Interview Scheme will progress to the Final Assessment Stage if they have met the minimum requirements at the application stage.

ESR will:

 Have a qualitative discussion with the applicant who has declared a disability to see if any reasonable adjustments need to be made. They will explain the nature and process of the selection tools being used so that the applicant can make an informed judgement as to what adjustments they may need.

 Alter the role-play or group discussion to an interview or presentation if that is more appropriate

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2. It is important to record all requests for reasonable adjustments and

adaptations to the selection process and the action taken to meet these requests. ESR will:

 Ensure that information is gathered about reasonable adjustments to inform all parts of the selection process

 Allow time for additional resources to be secured where necessary

 Record any reasonable adjustments per applicant in a selection exercise and at each stage in the process

 Store the information separately from the selection papers so as not to bias the scoring process

 Consult the relevant policy teams for further advice

3. ESR teams can use the information on reasonable adjustments to document good practice and share useful procedures. This will also validate and evaluate adjustments to the selection process to ensure fairness

6.5. Paper Panels for Internal Promotion Exercises

1. Exercises for internal promotion from AA/Band A can be solely paper based, if been run on a DWP only basis. However, if these had been advertised under CSER principles, the normal selection processes should be used. Selection tests may also be included where required:

 If there are more successful applicants than vacancies a waiting list should be drawn up in order of merit.

 Four competencies – more if using the appropriate professional competency – can be tested using the CV based application form. These can be decided by the Line manager.

 Where selection tests are used, disabled applicants who meet the minimum criteria at the application stage will be invited to sit the tests.

 Where only the application form is used, disabled applicants must be treated in the same way as other applicants and will be successful only if they meet the cut off point for the merit list.

6.6. PROCEDURES FOR ADMINISTERING THE TELEPHONE SIFT.

1. The Telephone Application Sift is the process whereby certain information is collected from the applicant over the telephone. The applicant will have received an instruction sheet telling them what will happen, along with an Information Pack. If the candidate is successful at this stage they will then be required to bring the following fully completed forms to the next stage of the recruitment exercise: -

 Personal Details Application Form, and  Employer Enquiry Form, and

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 Equal Opportunities Form – though details may have already been taken over the phone we should ask for completed forms to be brought in. Remember it is optional for an applicant to complete so they may not wish to.

2. You should expect the interview with the applicant to last approximately 15-20 minutes. Please see here for further details about the telephone sift.

7. Testing (new)

 using CIST

 using situational judgement exercises

 Verbal and Numerical Reasoning tests (Grade 6 & 7)  using skills test

 using external recruitment services  assessment and development services

The selection testing stage is optional if a purely internal exercise is being run unless the Personal Details Application template has been used in which case it is mandatory.

The Line manager must:

 choose which tests to use bearing in mind that if the exercise is stage 4 or stage 3 and stage 4 then use the CS Initial Sift test (CSIST)

 bear in mind that if a Personal Details application template has been used for stage 3 then at least one of the tests described below must be used (CSIST, Selection Exercises or Skills Tests)

 understand that where selection tests are used as part of an exercise, then it is not possible to disregard those test results at a later stage

 Consider that applicants will have to re-sit any Situations Exercise or Skills tests each time they apply for a separate recruitment exercise and also the online test if this has been failed previously.

 Discuss numbers to be taken to next stage and any flexibility in pass marks with ESR.

7.1. Using CSIST (the online test)

1. Part of the selection process may include an online test that ESR will set up. It will be used to sift applicants. If used all applicants will be sent an email including an invite to the test and a link to the site. They will be invited to log into CS Jobs online and complete the test. After completion of the test all applicants will be invited, by email, to log into CS Job Site and review their feedback. Successful candidates will also be able to schedule themselves an interview in the online booking system.

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2. All applicants must meet a minimum pass score in order to be considered for progression to the next stage. All applicants gaining this minimum score will be added to a merit list so that the vacancy holder and ESR can agree which to progress to the next stage. Any Guaranteed Interview Scheme applicants gaining the minimum pass score must be progressed to the next stage regardless of their position on the merit list.

If an applicant has gained the minimum pass score in an exercise then it is valid for subsequent exercises at that grade for a period of six months and they will not be required to retake the test at that grade and their score from the previous exercise will be automatically carried over. Any applications for other grades of exercises will require the applicant to take a new test.

7.2. Using situational judgement exercises

1. These exercises are based on the Departmental competencies and there are different Situations Exercises available for the following grades:

 AA/Band A-AO/Band B to EO/Band C  HEO/Band D to SEO/Band E

2. Situational exercises are not available for Grades 6/Band G and 7/Band F, although tests can be bought in to assess competencies.

Situations Exercise – AA - EO

3. The basic Situations Exercise covers 4 of the new framework competencies for AA and AO grades and 5 competencies for EO grades.

Form Grade Order Code

Applicant Question Booklet AA APDWP15

AO APDWP15

EO APDWP17

Scoring Instructions and templates AA APDWP35

AO APDWP35

EO APDWP36

Scoring

4. There are 2 scoring mechanisms:

Excel Spreadsheet – this can be obtained from the Selection Policy Team. Instructions for use are included with the spreadsheet.

Manual – by placing a template over the applicant’s answer sheet. The template comes in a pack and instructions on how to use them.

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Grade Minimum Score For each competency Number competencies Used Overall Minimum score Overall Maximum score AA 5 4 20 45 AO 6 4 24 50 EO 9 5 45 68

5. Applicants applying under the Guaranteed Interview Scheme need only meet the minimum to progress to the next stage.

Situations exercise HEO to SEO

7. There is no facility to add in additional competencies and the scores cannot be broken down into individual competencies.

Order Codes:

Situations exercise– (HEO) - APDWP 26 Situations exercise – (SEO) - APDWP 28 Answer sheet – (HEO/SEO) - APDWP 30

8. Scoring template & Information is contained in a Word document available from ESSR. There is a set minimum mark that an applicant must achieve to pass the Situations Exercise. At the moment a range of scores with a minimum and maximum is being recommended. As data is gathered on the Situations exercise these ranges may be modified.

Scoring

9. There are 2 scoring mechanisms

 Excel Spreadsheet – this can be obtained from the Selection Policy Team. Instructions for use are included. There is one spreadsheet for both HEO and SEO exercises.

 Manual – by using a template over the applicant’s answer sheet.

10. The minimum and maximum marks for the different versions of the situations exercises is as follows: -

HEO Version = 14 - 18 SEO Version = 14 - 18

11. Anyone who fails to reach the minimum score for the test taken should not be taken through to the final assessment stage. Applicant’s who have applied under the Guaranteed Interview Scheme and who have reached the minimum score must be invited to the next stage.