Human Resources - Selection process: police staff protocol (L11140)

1. Summary of changes

1.1. This policy has been reviewed in August 2023 and following amendments have been made:

• Paragraph 2.2, 3.1.5 and section 3.6 have been added.

2. What this protocol is about

2.1. This protocol outlines the principles and practices for selection processes of police staff.

2.2 The Head of HR Resourcing may consider reasonable exceptions to this protocol, where there are exceptional circumstances, on a case-by-case basis.
This protocol is not nor is it intended to be contractual.

Compliance with this protocol and any governing policy is mandatory.

3. Detail the protocol

3.1. Advertisement and application process:

3.1.1. Kent Police advertising policy is to advertise roles within the force in the first instance. Vacancies will be advertised on the current recruitment system which will be accessible to all staff via the force intranet. Where internal candidates have been assessed and found to be unsuitable, or where the pool of potentially suitable candidates is believed to be too limited internally, the Collaborative Force Resourcing Board or Head of Resourcing may authorise internal and external advertising for the vacancy simultaneously.

3.1.2. In exceptional circumstances, for example, where there is an overriding organisational need, the Head of Resourcing can approve the appointment of a candidate into a post without advertising. On such occasions the circumstances of the appointment should be documented on the individual's personal file.

3.1.3. In consultation with HR, line managers should make the request to advertise a position using the appropriate form as published within the manager's toolkit on inSite.

3.1.4. Short-listing criteria should be written at the same time as the advertisement for the vacancy. Short-listing for the interview or assessment centre process will be by assessment of the application against the predetermined criteria. For internal applications, the individual’s line management recommendations and most recent Performance Development Review (PDR) may be taken into consideration as part of any short-listing process. Any concerns regarding the accuracy, integrity or honesty of information contained within an application or supporting documents should be referred to the Head of Resourcing in the first instance.

3.1.5 Unless specific exceptional circumstances exist, roles will be advertised to show the starting salary as the lowest scale point of the relevant grade. The advert should also show progression in order to aid attraction.

3.2. Making an application

3.2.1. In most cases individuals will be required to submit applications online via the current recruitment system. However, where an individual does not have access to the system or if adjustments are required (for example manual application form) the individual should contact the Business Services (ext. 830) for advice.

3.2.2. When completing job applications, individuals are advised to discuss applying for positions with their manager to determine the most appropriate time to do this, which, with agreement, may include before and after scheduled working time or during breaks.

3.3 Selection processes

3.3.1. Assessment of short listed candidates will either be by interview, or other assessment process. The type of assessment process used should be in proportion, and appropriate to the role. Full details and guidance for managers developing selection processes are contained within the recruitment toolkit.

3.3.2. Where a candidate applies for a position and the job advertisement outlines a specific education qualification they must provide proof of the qualification before a conditional offer of employment can be made. The proof of qualification will be retained on the individual's personal file.

3.3.3. Where there is only one eligible candidate who satisfies the selection criteria, formal interviewing procedures are not obligatory, however it is in the interest of fair practice to undertake a rigorous assessment of the candidate against the requirements of the job before confirming the selection. The decision to select and the reason/s behind the decision should be recorded by the appointing manager.

3.3.4. The Diversity and Inclusion Team should be consulted for advice on making adjustments during the recruitment and selection process of individuals with disabilities, and the implications of the Equality Act 2010 should be fully considered. Where recruiting managers are unclear of their requirements under this legislation they must contact their local HR Advisor in the first instance for advice before progressing.

3.3.5. All appointments are subject to satisfactory reference and security checks. Please refer to policy P04b: Recruitment Vetting. In most cases this will also involve the completion of an online financial information questionnaire referred to in policy P04b Recruitment Vetting. Membership of the British National Party (BNP), Combat 18 and National Front disqualifies any candidate for appointment to a position with Kent Police.

3.3.6. Medical forms (where appropriate) are not required to be completed by an applicant until a conditional offer of appointment has been made.

3.4. Staff declared a redeployee

3.4.1. It is the responsibility of the individual to identify themselves as being a redeployee during the online application process.

3.4.2. Employees who have been declared a redeployee will always be considered first for any vacant police staff posts. Only in the event that redeployees are found to be unsuitable for objectively justifiable reasons can other applicants be considered in the recruitment process.

3.5. Serving police officer applicants for internal police staff roles

3.5.1. In line with the force’s commitment to minimise the impact of organisational change and develop police staff both laterally and progressively opportunities for police staff roles will be open to police staff only in the first instance.  Current serving police officers will become eligible to apply should the vacancy remain unfilled after the selection process has been exhausted and the advert is subsequently opened to external applicants (as outlined below). This statement will appear on all adverts. In some exceptional cases the Force Resourcing Board/Vacancy Panel process or Head of Resourcing can allow and advert to be opened for both internal and external candidates. In this event police officers will be eligible to apply.

3.5.2. If a Police Staff role is not successfully recruited into when open to Police Staff only in the first instance, then the role will be re-advertised.  At this point it will become open to external applicants and serving police officers will be eligible to apply at this point.  All applications will be assessed on their own merits. In most cases, the officer will be expected to assume police staff employment status on appointment, although there may be exceptions. Where a police officer applies for a police staff role they will be subject to full vetting in line with policy P04b: Recruitment Vetting.  Serving police officers who are appointed into police staff posts will be required to take a break of at least 30 days between their last day of service as a police officer and the commencement of their new contract as a member of police staff.

3.5.3. All recruitment/selection documentation is disclosable. Individuals may make a subject access application for data about themselves, via the Data Protection Office. Serving officers or police staff should make a request via their HR advisor.

3.6 Starting Salary

3.6.1 The Force has a responsibility to ensure that public funds are used appropriately and that there is consistency and transparency in relation to equal pay considerations. For these reasons, appointment is normally restricted to the first two salary scale points of any grade. Unless:
• The candidate is transferring on the same grade and is already outside the first two points. In such cases, subject to SLT approval and supporting rationale, the individual may be appointed at one scale point higher than their current point.
• The appointment is to a promotional post whereby the first two scale points overlap or are below the candidates current scale point. In these cases managers may offer one scale point higher.

3.6.2 If the candidate is moving from a higher graded role then consideration should be given to how the transferable skills should be remunerated in the new role. It does not necessarily follow that that they should be appointed to the top of the new grade simply because they have previously worked in a higher graded role. The new salary should reflect the skills, knowledge and experience they have to undertake the new role.

3.6.3 In any circumstances other than the points in 3.10.1, contact must be made with an HR adviser if there is a wish to offer a role above the first two scale points.

3.7. Secondments and attachments

3.7.1. Secondment and attachment opportunities are provided in the force for reasons including:
• temporary placement of police staff who are designated as a redeployee;
• career or professional development; and
• organisational need e.g. when an individual has unique, rare, or specialist skills or expertise which are required for a project or investigation.

3.7.2. Secondments: are often used to give a person the opportunity of working in a different position to develop skills and expertise through work experience. A secondment should not extend beyond 12 to 18 months other than in exceptional circumstances and where this is agreed with the individual and both the seconding and receiving manager. Any decision to extend beyond 12-18 months should be referred to the Head of Resourcing for approval.

3.7.3. Attachments: are usually shorter in duration than secondments. They are often arranged as a result of a specific need identified in an individual’s career or development plan. Attachments are not advertised for this reason. When a person is placed on attachment they are usually ‘supernumerary’ and not placed in an established post.

3.7.4. A selection process will not take place for a secondment which has been identified to meet the professional development needs of a particular member of staff or where the secondment post requires a particular skills and expertise profile which can be uniquely matched to an individual.

3.7.5. If a secondment arises for which there may be several people with the appropriate skills and expertise to do the job then it will be advertised, advertisements will be placed on the current recruitment system. Provision of cover for a period of maternity leave is an example of this type of secondment opportunity.

3.7.6. The selection process for a secondment will be similar to that for other job appointments.

3.7.7. Police staff can be posted only with their consent as the secondment or attachment will necessitate a (temporary) change of contract of employment.

3.8. Organisational selection

3.8.1. The Director of Human Resources nominated representative has the authority to select a police staff member for a permanent appointment, attachment or secondment anywhere in the county. Such decisions will be based on organisational need and there may be occasions where a competitive selection process is not deemed necessary. In such cases it will be the responsibility of the Director of Human Resources or their nominated representative to ensure that the decision making and audit trail is clearly documented.

4. Equality impact assessment

4.1. An equality impact assessment has been carried out and shows the proposals in this protocol would have no potential or actual differential impact on grounds of race, ethnicity, nationality, gender, transgender, disability, age, religion or belief or sexual orientation.

5. Risk assessment

5.1. There is no specific risk assessment or health and safety consideration thought relevant to the content of this protocol.

5.2. Officers and members of police staff engaged within the process must remain aware that they must follow the protocol correctly. A failure to fully adopt the principles set out in this protocol could have a detrimental effect upon individuals, officers and staff and the reputation of the organisation.

6. Consultation

6.1. No content of this protocol has been altered, hence no consultation is necessary.

7. Monitoring and review

7.1. Monitoring will be undertaken by the Head of Resourcing, with a review being undertaken two years after this protocol is in place.

8. Governing force policy

8.1. This HR protocol supports the overarching HR policy L1.

9. Data Security

9.1. Essex Police and Kent Police have measures in place to protect the security of your data in accordance with our Information Management Policy - W1000 Policy - Information Management.

10. Retention& Disposal of Records

10.1. Essex Police and Kent Police will hold data in accordance with our Records Review, Retention & Disposal Policy - W 1012 Procedure/SOP - Records Review, Retention and Disposal

10.2. We will only hold data for as long as necessary for the purposes for which we collected.