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The staff are Tendring District Council’s most important asset. The future success of the Council depends largely on the quality of the staff working for us. It is therefore, essential that our recruitment and selection procedures are clear, fair and equitable. The quality of the staff we recruit will have a direct impact on the level of Service we can provide. For these reasons, it is important that we invest time in developing the best possible recruitment and selection process. This document outlines the procedures to be followed within the Council.
The Council is an equal opportunities employer. We recognise that equality of opportunity in relation to recruitment and selection will promote the full use of the skills and abilities of both the external labour market and the existing workforce. We value the differences, needs and contributions a diverse workforce represents. (For further information please refer to the Council’s Equality and Diversity Policy.)
Tendring District Council has been awarded Disability Confident “Employer” status by Jobcentre Plus in recognition of the commitment regarding employment, retention, training and career development of employees with disabilities.
Applicants with a disability who demonstrate that they meet the essential criteria of a job will be guaranteed an interview.
The Council’s values include “the equality of individuals”. ‘Disability Confident’ accreditation shows that the Council is supporting prospective and current staff that have disabilities.
As a leading employer we’re committed to hiring more people who are disabled to help us to enhance our ethos, transform our culture, and builds on our customer relations and performance.
The Disability Confident Employer scheme aims to:
• challenge attitudes towards disability
• increase understanding and awareness of disability
• remove barriers to disabled people and those with long term health conditions in employment
• ensure that disabled people have the opportunities to fulfil their potential and realise their
aspirations
The Council will make all reasonable efforts to ensure all Managers and Supervisors who are involved in the interview process will receive relevant training. Managers are encouraged to seek help or guidance on all recruitment and selection issues from Human Resources
1.1 Vacancies will either arise following the resignation of the previous post-holder or as a
result of the creation of a new post, following a restructure within the Department, for
example.
1.2 If the post-holder has resigned, the Head of Department must formally notify Human
Resources and the Payroll and Payments Team by completing a Termination Form and
attaching a copy of the resignation letter. This should be done as soon as you receive the
employee’s resignation letter to enable the relevant paperwork concerning the employee’s
termination to be processed. Termination forms are available via the intranet.
1.3 If the vacancy is as a result of a new post being created, the post must be evaluated
through the Job Evaluation process. In order to do so a Job Evaluation Questionnaire
must be completed and a job description written. Both documents should be submitted to
Human Resources, for an evaluation to take place.
1.4 You should use the resignation of an employee to review the current content of the job. You must decide whether there are alternative methods of service delivery and whether the post needs to be filled again, and if so, whether the content of the job should be altered - jobs often change as the postholder develops them. This is the best opportunity you have to review and update the job content. You should discuss the content of the job description with the outgoing postholder to see if anything needs to be changed before the post is advertised again. Don’t simply use the old job description, which may have been drawn up some years ago and now be out of date.
1.5 When reviewing the make up of a vacant post you must think carefully about the post and whether there is an IT / other solution which means the post can be saved. E.g.
Considering options such as these will help to ensure that you are advertising a job that will best meet the requirements of the Department or achieve an efficiency saving.
2.1 Heads of Department are responsible for notifying Human Resources or the Manager within their Department, who is empowered to make decisions on recruitment, e.g. approve adverts, amend job descriptions and make recruitment decisions. Unless this has been done, no action will be taken.
2.2 Before any vacancies can be advertised, authorisation must first be gained. The Head of Department of the vacancy must submit a request to Human Resources requesting that the post be filled and providing the justification. Once authorisation to fill has been approved at this level, the post can be advertised. The vacancy approval proforma is available via the intranet.
2..3 If you are advertising a newly created post you must forward the job evaluation questionnaire, job description and draft advert to Human Resources. You must also include the relevant Cabinet / Committee / Management Team Minute that gives this authorisation.
Before the recruitment process can begin, there are a number of documents which need to be in place. These are:
3.1 Once these documents have been provided to Human Resources, only then can the advertising process commence. The recruitment process takes time, and it is crucial that all the relevant information is available from the outset.
3.2 When an advert is placed, a closing date and interview date should be included. These dates must be realistic, and allow the recruiters sufficient time to shortlist suitable applicants. In addition, Human Resources need to write to the applicants to invite them to interview and arrange testing where appropriate.
3.3 It is recommended that approximately 2 weeks be allowed between closing dates and interviews. If less than this is allowed, it is quite likely that candidates will be unable to attend due to short notice, thus resulting in delays in the process and restricting your field of applicants
At this stage of the process Human Resources need to be in receipt of the draft advert for the vacancy, and be advised where the Department would like the advert placed. Human Resources will insert standard information about the Council, the benefits of working for us and details of how to apply.
It is important that adverts are targeted at the right people, not necessarily the mostpeople. The content of the advertisement is as essential to successful recruitment as the media in which the job is advertised. The aim is to target the most suitable pool of applicants from which the successful candidate will be selected. Advert text should be kept minimal and to the point – remember we are charged by the size of the advert!
All posts are advertised in the local Job Centre Plus, on the Council Internet site, and on the Councils Intranet site. In addition, where appropriate, adverts are placed in specialist journals.
When this is the case, Human Resources will contact the journal and establish publication and deadline dates. Closing dates for posts will need to be adjusted according to the date the advert is due to appear.
At this point, a proof and cost for advertising will be gained which must be formally approved by the Department before publication by an authorised manager. Where a Department requests additional advertising, there may be a requirement for them to share the cost. This will be agreed prior to the advert being placed.
Once the advert proof has been agreed, it is circulated to the various places of advert. The advert must include the closing date which should be a minimum of 2 weeks from the publication date. This is to allow applicants to apply, complete the forms and return them to Human Resources.
Applicants will be invited to access the Council’s website to view all current job vacancies.
Information available includes:
All applicants are requested to complete a Council Application Form, unless stated otherwise on the advert. If an application form is required and a Curriculum Vitae (CV) is submitted, this will be disregarded, since the wide variety of formats used makes it very difficult in practice to interpret information and to compare candidates, and therefore will not comply with the Council’s Equality and Diversity Policy (Employment).
When the closing date is reached, Human Resources will forward the returned application forms to the given point of contact within the Department, along with a Step by Step Managers Guide (see Appendix C). Both internal and external application forms follow the same recruitment process. Recruiting Managers are asked to shortlist candidates and complete a Shortlist Matrix and Interview Arrangements form (see Appendix D) for each candidate. These must be scored and returned electronically to Human Resources. Where possible, 2 Officers should be involved in the shortlisting process to ensure fairness and equality of opportunity. To further ensure fairness at this stage in the process, Departments are only provided with one part of the application form which does not include any personal details relating to the applicant. This is retained within Human Resources. Internal Application Forms consist of this data only, as there is no requirement for them to provide personal data already held by the Council.
Tendring District Council is accredited with the Disability Confident scheme, this states that we are positive about employing disabled people. By displaying this symbol, we agree to guarantee an interview to any disabled applicant who meets the necessary criteria. Human Resources will assist you with identifying those applicants who fit within this category.
With the application forms sent, a Step by Step Managers Guide (see Appendix C) is also sent. This details the step by step process that should be followed at this stage. Providing detailed information on the Shortlisting Matrix enables Human Resources to provide feedback to unsuccessful applicants at a later date.
When the shortlisting process is complete, the recruiting Manager must liaise with Human Resources regarding their interview arrangements. Human Resources will confirm with the Manager of the names of the candidates shortlisted for interview, tests to be used and the names of the panel members. All returned shortlist matrices are checked by a member of Human Resources, and any problems are discussed with the recruiting manager.
Once the scored application forms have been received by Human Resources, the planning of interviews can begin. At least 5 working days notice is required between the shortlisted forms being returned and the interview date. This is to enable the next stage of the selection process to be carried out. It also gives candidates time to prepare themselves, for example to arrange the necessary time off work to attend.
On receipt of the shortlisting pack, Human Resources will contact the Department to confirm tests to be used via the Skills Diagnostic Test (See Appendix E), start times of interviews, venue and duration of interviews.
The applicants who have been successfully shortlisted will then be written to and invited to attend accordingly. They will be given directions to the venue, asked if any special provisions are needed and asked to contact Human Resources to confirm their attendance. Applicants are requested to bring with them any proof of qualifications that may be relevant to the vacant post, and proof of authority to work in the UK, e.g. passport, valid driving licence.
The interview date is displayed on the Council’s website. In addition, it will state that if candidates have not been invited to interview by the date stated, they must assume that they have been unsuccessful.
In order to save time and cost, it is not customary for Human Resources to write to applicants and advise them that they are unsuccessful. However, if an applicant contacts the office, they will be notified and offered feedback where available. Every effort is made to notify internal applicants if unsuccessful in their application.
Application forms for unsuccessful candidates are retained and destroyed after 6 months.
It is helpful if the recruiting Department can assist Human Resources in locating a suitable venue for the interviews to take place, and testing where necessary. This should be adequately heated and ventilated and free from disruption. If any candidates have requested any special requirements at interview, a member of staff in the Human Resources will notify the panel.
Panel members must ensure they have a copy of each shortlisted candidate’s application form and shortlist matrix with them at the interview. They should also have a copy of the current job description, person specification, career grade criteria (where relevant) and Interview Assessment Form (See appendix G).
The panel must meet before the interview to agree:
Sufficient time should be given for the above preparation. A minimum of at least 20 minutes is recommended.
The aim of the interview is to gather sufficient information, to gain a complete picture of the individual’s relevant qualities, and to enable a fair and objective selection decision to be made. The questions asked must relate to the requirements and competencies for the post outlined in the job description. The interview should also ensure that all candidates are given the opportunity to ask any questions they may have about the job.
It is vital that notes are made of the candidates’ responses to interview questions. These notes must be legible, comprehensive, factual, and relate directly to the answers given by the candidates - not the panel’s instincts or gut feeling. There is space provided on the reverse of the Job Interview Assessment Form to allow for note taking. (Employment Tribunal decisions have inferred an intention to discriminate where notes have not been taken, or where the notes in relation to one candidate are inadequate compared to the interview notes of other candidates). All questions asked must be relevant to the competencies outlined for that post.
Ensure that you make all the candidates feel at ease and comfortable at the start of the interview, this will help them relax and perform better during the interview. The panel needs to ask ‘open’ questions - these allow the candidate the opportunity to expand on their skills and abilities. Examples of open questions could include ‘Tell me about’ or ‘Give examples of’. If the candidate seems to be struggling with a question you may need to rephrase it in a way they can understand.
Think carefully about asking about personal circumstances (e.g. childcare arrangements, marital status) as these types of question are almost certain to be unrelated to the job, and thus potentially discriminatory. Such questions should be avoided at all costs. If questions which are a genuine occupational qualification need to be asked, agree these with a member of Human Resources in advance.
Exploring work history will normally follow the introductory part of the interview. If the candidate has little or no work experience the panel should focus on experience within voluntary work, home responsibilities or educational experience. If the candidate has gaps or uncertainties in their employment history on their application form, then these can be probed at interview.
Ensure that the candidate is given the opportunity to ask questions at the end of the interview. If you are unable to answer any questions at the time ensure that you agree with the candidate how the information will be communicated to them. Ensure that any qualification documents requested have been examined for authenticity and noted before the candidate leaves the interview or that this process is completed outside of the interview itself. Any other documents produced, e.g. passports, should be noted.
If the relocation scheme applies, then details should be explained. Inform the candidate of when they will be told about the outcome of their interview, and the opportunity of gaining feedback.
Individual panel members should complete an Interview Assessment Form for each candidate, separately, ideally after each interview. It is important to remember that you are assessing the candidate against how they meet the requirements on the job description and competencies, not how they compare to the other candidates. Each form must be signed and dated by the person completing it. All interview documents must be collated and forward to Human Resources.
When all of the candidates have been interviewed, the panel should decide on the successful applicant. Selection should be based on the candidate who best meets the requirements of the job description and competencies.
If no candidates meet the criteria for the post, then no appointment should be made. Avoid falling into the trap of picking ‘the best of a bad bunch,’ as this will inevitably lead to problems later on in their employment.
Once the decision has been made, Human Resources will write to the successful candidates referees and request them to complete a standard form about the applicant. Once received, Human Resources should consider the references and medical declaration provided. The salary should also be agreed, which in most cases would be the bottom of the Grade, or relevant to the career grade criteria if applicable. However, the candidates current salary level and previous relevant experience should be considered when deciding the salary level. A provisional start date can also be agreed at this stage.
It will then be possible for Human Resources to offer the preferred candidate the post, subject to satisfactory references and DBS check, if it is appropriate to the post. Where there is a concern regarding the candidates medical health, a referral should be made to Occupational Health for a health check.
Human Resources will either telephone, e-mail or write to the unsuccessful interview candidates to inform them of the outcome of the interview, and to offer feedback.
Interview notes will be retained by Human Resources along with the unsuccessful candidate’s application form for a period of 6 months, after which time it will be destroyed. Notes regarding the successful candidate will form part of their personal employment file.
Before the Statement of Written Particulars is issued certain documents need to be in place. These are:
Once all these documents are in place, the Statement of Written Particulars will be issued to the candidate. In addition, they will be sent a copy of the Council’s Staff Handbook. Payroll and Payments Team will then issue a Personal Details Form including their bank details for payroll, details about the Local Government Superannuation Scheme
The Medical Declaration form is issued to candidates upon provisional offer of appointment. When the form is returned, a member of Human Resources will assess the information provided.
If there are any issues raised by the form then the candidate will need to be referred to Occupational Health. Human Resources will contact the candidate to inform them that this is taking place. They will be informed of their rights in this process, for example do they wish to see any reports that their doctor may write about them. They shall then be sent an Access to Medical Information – Form of Consent, as it is necessary for them to give their permission for the Occupational Health Doctor to approach their GP.
The Occupational Health Doctor will be asked for his/her opinion on the candidates condition, whether this is likely to affect their employment, can we expect largely uninterrupted Department and whether we need to make any adaptations to their job in order to make them effective in the role. They will also consider the implications of the Disability Discrimination Act, and suggest the necessary adjustments that may need to be made.
Occupational Health may contact the candidate’s GP for a report and will then provide Human Resources with a written assessment of their condition. In some cases Occupational Health may request to see the candidate at one of his/her clinics, in order to make a more accurate assessment. If this is the case then an appointment will be made for the candidate.
On completion of an application form, candidates are asked to provide details of 2 referees. These referees are written to when the candidate is being offered an appointment. Referees should be former employers, one of which being their most current/recent employer, and covering the last 6 years employment.
Referees are asked to provide standard information regarding the candidate’s previous employment, attendance, etc. At the interview the panel must explain to the candidate that in order for their application to be taken further, they must give their consent for their referees to be approached. Once their consent has been given, Human Resources will arrange for these references to be obtained.
In order to speed the process up, verbal references may be taken up so long as they follow the format of the standard reference form, and they are followed up in writing. Similarly e-mailed references are acceptable as long as they provide the information indicated on the standard reference form. Human Resources will retain all reference obtained on an employees personal file.
Once 2 satisfactory references have been received, and a DBS check obtained (where relevant) a start date can be agreed. A mutually acceptable start date should be agreed with both the recruiting Department and the candidate.
In addition, the candidate should be given clear guidelines of where to report to on their first day, what time to arrive, who to ask for and where to park. Candidates will usually be asked to attend the Human Resources office on their first day, in order to be issued with an identity badge and to go through a brief ‘first day induction’ prior to joining their new Department. An e-learning induction package is also available on ‘Trevor’ and a login is provided to new employees by Human Resources.
The start date needs to be agreed prior to the Statement of Written Particulars being issued, as this information is recorded on their contract.
The first few weeks of a person’s new employment is the most important time in determining whether they are going to settle in their job and therefore stay with the Council. When an employee joins the Council, they will be required to log on to our e-learning site (http://trevor.vineeast.net/) to complete the required mandatory training. A certificate of completion is available for each course, which the new employee must provide to their manager. In addition to this training, a range of other courses are available.
During the ‘first day induction’ with Human Resources, the new employee will be providedwith an identity badge, which must be worn at all times. They will be introduced to the Payroll and Payments Team, who will discuss tax, national insurance and our Pension Scheme. This induction provides new employees with an opportunity to ask any questions they may have regarding their terms and conditions of employment.
Following this meeting, the person will be required to attend their usual place of work, and report to their new Line Manager, who will conduct a work place induction.
See Probationary Policy
The Local Authorities (Standing Orders) (England) Regulations 2001 set out the principle that (with exceptions for political and mayoral assistants) elected members cannot be involved in the appointment of staff below the level of Deputy Chief Officer (Heads of Service) .
For recruitment and appointment of Senior Officers, including Chief Executive, other Statutory Chief Officers (Section 151 and Monitoring Officer posts), Chief Officer posts (Corporate Directors/certain Heads of Service) and all Deputy Chief Officers (Heads of Service), a Sub-Committee Panel of the Human Resources Committee will be constituted.
The Panel shall comprise of three members, at least one is required by the legislation to be a member of the cabinet, to be appointed by the Leader at the appropriate time, this could be the relevant Portfolio Holder for the service concerned. The panel shall also include the Chairman (or Vice Chairman) of the Human Resources Committee and a named committee member from an opposition group to be appointed by Full Council.
The Panel will be supported by the Head of paid Service (Chief Executive) as the designated Proper officer and the Head of People, Performance and Projects (or an Officer delegated to act in their absence). If the appointment relates to the Chief Executive, the Head of People, Performance and Projects will be the designated Proper Officer and support the Panel with an external adviser. Committee Services will in consultation with and on behalf of the Chairman of the HR Committee form the necessary Sub-Committee Panel.
The Sub-Committee must take into account the views and professional advice given by the relevant officers before an offer of appointment can be made. No offer of appointment shall be made to the applicant for a post referred to above until:
In the case of the Chief Executive and Monitoring Officer, the full Council must approve the appointment before an offer is made.
This job description is a guide to the duties the post-holder will be expected to undertake. It is not required to be exhaustive or exclusive and will be changed as working requirements dictate.
1. CORPORATE DEVELOPMENT
2. LEADERSHIP AND TEAM MANAGEMENT
3. COMMUNICATION
4. DEPARTMENT DELIVERY MANAGEMENT
5. PROJECT MANAGEMENT
6. RESOURCES MANAGEMENT
The full definition of the competencies required are set out In the Managing and Developing Personal Performance (MDPP) Guidance Manual on pages 20 – 28.
Thank you for your enquiry and welcome to Tendring District Council. The following information is designed to give you a brief insight into the way in which Tendring District Council operates. Also enclosed is a summary of the main terms and conditions of employment and advice on how to complete an application form. This information is not exhaustive and represents a fair summary of the main terms and conditions of employment.
For further information on our organisation, please visit our website (tendringdc.uk).
Good luck with your application!
The Tendring district is in the North-Eastern part of the county of Essex. The major part of the perimeter has a water frontage extending from just above Manningtree on the South bank of the River Stour to Wivenhoe on the East bank of the River Colne, a distance of some 38 miles. It has an area of approximately 130 square miles and a population of 139,500 (2014).
Tendring District Council was formed on 1 April 1974 following the re-organisation of Local Government. October 2001 saw the biggest change in the way the Council operates since its formation, when Tendring became one of the first Councils in the Country to start operating ‘executive arrangements’. This replaced the traditional committee model of Member decision making with the majority of decisions now being taken by an Executive comprising of a Leader and Cabinet members or ‘Portfolio Holders’.
These changes in the way the authority works have strengthened the Council’s ability to deliver effective, transparent and accountable community leadership and continuous improvement in Departments that is at the heart of delivering best value in the Tendring District.
In general terms the main Departments of Tendring District Council are as follows:
Management, Members and Support Corporate Services
Operational Services Planning Regeneration
This information is not exhaustive and represents a fair summary of the main terms and conditions of employment.
In common with all good employers the Council has developed a number of policies and practices which provide a framework to assist in the fair and efficient running of the Council. They reflect the culture of the organisation and its commitment to providing the best possible environment for customers and staff. Some are clearly dictated by statute, whilst others are more local in application. Listed below is a summary of our most important conditions of service and policies. If you require further information, please do not hesitate to contact Human Resources on (01255) 686333.
The standard hours are 37 hours per week, Monday to Friday, 8.45 am to 5.15 pm Monday to Thursday and 8.45 am to 4.45 pm on Fridays with one hour for lunch each day. Any variations to this will be included in the post being advertised. The Council also operates a scheme of flexible working hours which is applicable to most posts. Flexitime allows employees to vary their starting and finishing time each day to meet Department requirements and to suit their personal circumstances.
The Council agreed its current Corporate Customer Service Standards in May 2007. The Corporate Standards set out that customers can expect a minimum standard of customer care from the Council. Alongside the Corporate Standards, Best Value and Service improvement initiatives have resulted in individual Departments reviewing their commitments to the customer and developing individual Department specific standards. This is much more meaningful for customers of that Department and ensures staff can deliver their Department to the public in the most applicable way. The Council therefore, aims to ensure, from recruitment through to appointment and beyond, that all appointees are committed to providing quality Customer Care. To this end, training, development and support is provided in Customer Care and many other key skills, both at induction and at further stages of career development.
Our customers, the public and other services, are entitled to demand of a Local Government Officer, conduct of the highest standard. Public confidence would be shaken were there to be the slightest suspicion that staff could be influenced by improper motives. Staff responsible for their own or their relatives or friends records should be particularly vigilant in avoiding the possibility of compromise. Staff must conduct themselves in a manner which does not bring either themselves or the Council into disrepute. Wilful failure will be regarded as gross misconduct and would lead to dismissal.
Tendring District Council operates a performance management review and personal development planning system. This gives every individual the opportunity to discuss their past performance and agree their future goals and developmental activities for the forthcoming period. This is not linked to salary review.
The Council is part of the Essex County Councils Pension Scheme. Employees contribute at the rate of percentage varying depending on the salary and full tax relief is automatically
given. The scheme provides benefits in the form of an index linked retirement pension and tax-free lump sum based on career coverage, together with ill health, and death benefits. Pension contributions can be transferred to or from the scheme provided Inland Revenue requirements are met. The scheme is contracted out of the Government State Earnings Related Scheme (SERPS).
The Council takes its responsibility for the health and safety of its employees very seriously. Staff are also responsible for both their own and their colleagues’ safety. All members of staff will be made aware of their responsibilities under legislation at the start of their employment.
Tendring District Council is committed to a policy of equality of opportunity and to encourage diversity among its workforce. The Council takes positive steps to ensure that all current and prospective employees and service users are not discriminated against. We are aware that it is important to reflect the make-up of our community within our workforce and value the differences, needs and contributions a diverse workforce represents.
The Council is committed to training staff. Where appropriate, staff are encouraged to take professional and vocational training with fees paid, and time off allowed. Tendring also offers a comprehensive in-house training programme. Awards for examination success are presented at the annual ‘STARS’ ceremony.
Staff costs are the Authority’s major expenditure. As a result, staffing levels are kept at a minimum, conducive with effective performance. Tendring can therefore only work effectively with a full complement of staff. Necessary absence will be treated sympathetically, however, unauthorised or frequent absence will lead to disciplinary processes.
All new entrants to the Local Government Department will be required to serve a probationary period of six months.
Under the Rehabilitation of Offenders Act 1974 (Exceptions) Order 1975 and Order 1986 it is the Council’s policy to require all applicants for employment to disclose criminal convictions. The Act provides that certain convictions shall be regarded as ‘spent’ after specified periods of time have elapsed. You are required to disclose all ‘unspent’ criminal convictions. The information you provide will be treated as confidential and will be considered only in relation to the appointment for which you are applying. Disclosure of a conviction does not necessarily mean that you will not be appointed. The Council will have regard to the ACAS Code of Guidance and a main consideration will be whether the offence is one, which would make an application unsuitable for the type of work to be done.
The DBS has been set up to facilitate safer recruitment to protect children and vulnerable adults. It will enable checks to be made on those professions or employment that are subject to exceptions under the Rehabilitation of Offenders Act.
All posts are evaluated for Disclosure. Applicants will be advised of the level of Disclosure required from the start of the recruitment process. Disclosure will only be sought once the successful applicant has been provisionally appointed.
References will normally be taken after an interview.
Canvassing of Councillors or employees of the Council by or on behalf of, yourself will result in disqualification of the candidate.
Every applicant shall when making an application disclose in the space provided on the application form whether or not they are related to a Councillor or Officer of the Council. Deliberate omission to make such a disclosure will disqualify the candidate.
Minimum holiday entitlement is 23 working days increasing to 28 days after five years continuous Local Government Service (pro-rata entitlement calculated if working less than 37 hours).
The Disability Discrimination Act defines disability as “a physical or mental impairment which has a substantial and long term adverse effect on his/her ability to carry out normal day to day activities.” This covers sensory disabilities and mental impairments such as learning difficulties as well as those resulting from or consisting of a clinically well recognised illness, such as schizophrenia or manic depression.
An impairment is defined as having a long term effect, ie, at least 12 months. Conditions such as epilepsy which recurs are also covered.
An impairment must affect one or more of the following: mobility; manual dexterity; physical co-ordination; continence; ability to lift, carry or otherwise move everyday objects; speech, hearing or eye sight: memory or ability to concentrate, learn or understand; or perception of the risk of physical danger.
If you have a preferred format for submission of your application for employment, ie large print or tape please contact Human Resources on (01255) 686308
Tendring District Council deplores all forms of Harassment at work and welcomes the support of recognised Trade Unions in seeking to eradicate harassment from the workplace. Harassment is a specified offence under the Council’s Disciplinary Procedure.
Tendring District Council is committed to high standards of openness, probity and accountability in the provision of quality services for the benefit of the local community and to being fully accountable for those services.
The Council does however, recognise that malpractice can occur. This policy document makes it clear that employees can express their concerns without fear of victimisation, or disadvantage. It is intended to encourage and enable employees to raise serious concerns within the Council rather than overlooking the problem of “blowing the whistle outside”.
The Council operates a no smoking policy.
If you are currently a Councillor for Tendring District Council or have been within the last 12 months then you are disqualified from applying for and being appointed to any paid appointment with Tendring District Council. This is detailed in the Local Government Act 1972 (s. 116).
The above information is a basic summary of the main terms and conditions of employment. It does not form part of the contract of employment
Further detailed information is contained in the Statement of Particulars and Staff Handbook, which will be issued to you if you are offered employment with the Council.
In order to apply for vacancies you are required to complete an application form, unless stated otherwise. Candidates are selected for interview on the basis of the information included in the application form and therefore it is in your interest to make sure that all relevant details are included on the form. Please ensure you complete all parts. This
information will help you to do this.
If you are unable to complete the Work History section due to a Career Break, please note this on the application form and complete the other areas prior to returning the form.
Step 1
A job description and person specification for the post you wish to apply for is available on this website. The job description will detail the purpose of the job. The person specification outlines the qualifications, experience, skills and abilities you require to undertake the position. Read the job description and person specification carefully to ensure you have a clear understanding of the job, noting your relevant experience and skills and considering those which you possess that you feel are relevant. Any experience gained outside of paid employment may be equally relevant, so give considerable thought to this area.
Step 2
Include this information on the section asking for your relevant experience on the application form. Set facts out boldly, spacing them well and underlining headings where necessary. When outlining your skills and abilities, try to substantiate your statements with evidence. You may wish to use additional sheets. Curriculum Vitaes may be used but not instead of an application form but should not be used instead of completing the application form fully.
Step 3
Check that the information is in a logical order and that it says all you want to say. PLEASE ENSURE YOU SUBMIT YOUR APPLICATION FORM. You will receive an email or letter to confirm that your application has been submitted with a reference number.
PLEASE NOTE: You will be notified of the outcome of your application if you are shortlisted as soon as practicable.
IF YOU REQUIRE ANY FURTHER INFORMATION, ADVICE OR GUIDANCE
PLEASE DO NOT HESITATE TO CONTACT A MEMBER OF
Human Resources on:- (01255) 686333
EMAIL:- humanresources@tendringdc.gov.uk
The Recruiting Manager will receive an email from Human Resources within 2 working days of the post closing with the following attachments:
You will need to keep the applications as this will be part of your interview pack.
Complete Shortlist matrix and interview arrangements spreadsheet and send back to HR within 3 working days
If applicant is not shortlisted and requests further feedback we will provide them with your extension number - we ask that you retain application forms for 14 days from interview date for that purpose. After which time all application forms should be deleted from your computer records.
Once the completed shortlist matrix has been received, HR will:
The Recruiting Manager will be required to create their own interview pack containing:-
Return all hard copy recruitment documentation to HR within 14 days of interview date including:-
Please remember to delete all emailed application forms and any other confidential recruitment information held on your computer records.
*Notes must be legible, comprehensive and factual, relating directly to the answers given by the candidates - not the panel’s personal views, instincts or gut feeling.
NB. Employment Tribunal decisions have inferred an intention to discriminate where notes have:
Please complete ALL sections of this Matrix sheet for EACH applicant.
Please refer to the Job Description and Person Specification when completing this form.
Post Title: Test
Job
Competencies in Job Description
Notes:
For any help with this please phone HR on 6327
Please Note: The information provided on this spreadsheet, will be disclosed to applicants, at their request, if they have not been shortlisted. Please ensure reasons are given to save delay in providing feedback.
PLEASE SHORTLIST THE FOLLOWING CANDIDATES:
FULL NAME
Tests Required
Please outline any specialised test (s) that you wish HR to administer i.e. (case study / typing test) etc
(No tests will be carried out unless candidates have been advised in the letter inviting them for an interview.)
INTERVIEW PANEL MEMBERS
Special Requests:
FOLLOW THESE FOUR STEPS CAREFULLY
Step 1
For each job, tick the code column to show which aspects of the Task List form part of the job.
Step 2
For each of the tasks you have chosen check across to the Test List and tick each box in that row with test initials in it.
Step 3
Work down each vertical column in the Test List. For each column with one or more ticked box, place a tick in the box at the bottom of the column.
Step 4
Now work along the bottom of the row. If you have ticked more than 4 tests reduce the number by following these 5 rules:
Also you may need to prioritise the tasks or just check how much time you wish to spend on testing.(See levels below and times overleaf.)
As part of its recruitment and selection process, Tendring District Council makes use of a range of occupational ability tests. These tests are used solely for the purpose of assisting the recruiting manager(s) to assess the likely ability of a candidate to succeed within a given role. The following policy outlines the Council’s approach to how these tests are used in accordance with best practice and the requirements of the British Psychological Society (BPS) and the test publishers.
Tendring District Council only uses occupational ability tests that comply with BPS guidelines, that have been rigorously tested and researched to establish both reliability and validity. Furthermore TDC ensures that it only uses tests with normative data comparable to the reasonable ability expectations and demographic for expected applicants for the particular post. Tests are chosen based on their relevance to specific competence criteria to the post as identified in the Job Description and Person Specification and where the use of such test data can fairly and reasonably contribute to the assessment of candidates.
The Council has a small number of staff who hold the old BPS Test User Part A qualification or its replacement Test User Occupational Ability. Only designated staff with these relevant qualifications may advise recruiting managers on the appropriate test options available. Only these staff may interpret test results and write the feedback reports for the recruiting panel and candidate. When selecting tests it is the responsibility of the Test User to ensure that the appropriate norm group is selected for score comparison purposes.
It is the responsibility of the qualified Test User to ensure that all the required security, confidentiality and ethical practice aspects of the use of the test and its data are managed properly. If a trained and qualified Test Administrator invigilates a test, it is the responsibility of the commissioning Test User to ensure that the Administrator is appropriately briefed on the test administration requirements and that they adhere to them.
Test Administrators are not authorised to enter into any discussion with candidates about their results or to write or provide feedback.
Test users and test administrators must ensure that a suitable venue is selected and booked for the administration of the test. The room should be as private and protected from interruptions or extraneous noise as practicable. A Do Not Disturb notice should be affixed to the door. As standard practice the room used should be ground floor and have easy access to toilet facilities. Every reasonable effort should be made to ensure the heating and lighting of the room are comfortable, remembering that the candidates will probably be seated for at least an hour.
A record of qualified Test Users and Test Administrators will be maintained within the People, Performance and Projects Department. This will include a listing of which tests individuals are eligible to use and/or administer.
All paper based tests, practice questions and scoring materials will be stored securely in the HR Team office. A record will be maintained to show all papers, answer sheets and scoring grids held and to track their use. An inventory check will be carried out at least once every twelve months.
Completed test papers will be passed on to the Test User for marking and for the writing of feedback reports. Once feedback has been provided to the recruiting manager and, if requested, to the candidate, the feedback reports will be kept with the candidate’s other application details and will be securely destroyed at the same time. For unsuccessful external applicants this will be after six months. Internal applicants and the successful candidate’s feedback reports will be added to their confidential personnel file which will be destroyed after the prescribed period when they leave the organisation. All candidates scores and ‘raw data’ will be destroyed within six months.
All test candidates will be informed of their right to receive feedback and to see their test scores, if they wish.
In accordance with Part III of the Data Protection Act 1998, Tendring District Council is registered as a Data Controller with the UK Information Commissioner to process personal information for a variety of purposes. As required, from May 2018 TDC will comply with European General Data Protection Regulation.
In the event that TDC decides to build its own record of scores to build a picture of the results profile of candidates over a period of time the data will be anonymised and used for this purpose only
As a Disability Confident organisation, TDC is concerned to ensure that all candidates for test, whether online or paper-based, are treated fairly and equitably. As such it will seek to ensure that candidates are confident they can inform the organisation of any reasonable adjustments they may require to be able to undertake the test and that every reasonable effort will be made to facilitate that adjustment.
When informing candidates about the requirement for the test the organisation will ensure that:
This information will normally be provided in letter or email format.
Due to the potentially sensitive nature of feedback TDC will only provide candidates with feedback in a face to face meeting of up to 30 minutes. Reports will not be provided via email or post. TDC will endeavour to provide candidates with feedback as soon as practicably possible following a test, this will usually be within two weeks however in the event that a large number of candidates all request feedback this timescale may be longer.
When giving feedback, candidates will have the purpose of the test explained to them again and its use is assisting with the recruitment process. Feedback will be provided in ‘layman’s’ terms, will include how they did in the various elements of the test and will provide some general suggestions of areas for the candidate to consider for the future to potentially enhance their future performance. During the meeting feedback will also cover a reminder about the process used by the organisation for storage of documents, who will have access to them and that this is only one aspect of the total assessment process used in deciding on a suitable applicant for a role. They will receive reassurance that their data will not be shared or used for any other purpose without their prior consent.
Feedback reports to the recruiting manager will be provided to give the manager supplementary information to aid recruitment decision making. No recruitment decision will be made based upon test results alone. Reports will include a summary of the purpose of the test(s) and background if needed by the recruiting manager.
Candidates results will be summarised according to the descriptors used within the test and using standard scores. Candidates raw scores are not to used as part of feedback.
Feedback will be provided in accordance with the test requirements and the organisation’s confidentiality and data protection requirements.
If a test-taker feels they have been treated unfairly or disadvantaged in any way as a result of the process they are encouraged to raise it. In the first instance this complaint should be raised with the Test User who organised the process and provided the feedback. If, after this, the person concerned still feels they have not been treated fairly then internal applicants should follow the organisation’s conflict resolution policy and process and external applicants should follow the organisations complaints procedure as published on the TDC website.
