Project 1 Nhs

8/8/2019 Project 1 Nhs

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Student Name

Student I.D:

Project Title: RECRUITMENT AND SELECTION PROCESS IN THE

NATIONAL HEALTH SERVICE (NHS)

Submission Date:

Submitted Date:

Executive summary ................................................... Error: Reference source not found

1



Chapter 1 ........................................................................................................................ 5

1.1 Introduction ..............................................................................................................5

1.4 The purpose of the project ........................................................................................51.5 Source of information .............................................................................................. 5

1.6 S cope of the project ..................................................................................................6

Chapter 2 ........................................................................................................................ 72.1 Defining recruitment and selection ..........................................................................7

2.2 job description ..........................................................................................................7

2.3 Person Specification ................................................................................................. 82.4 Qualification ............................................................................................................. 8

2.5 Skills/ Knowledge/ Abilities/ Experience/ Personal Qualities ................................ 8

2.6 Advertisement ..........................................................................................................9

2.7 Selection ...................................................................................................................92.8 Shortlisting ............................................................................................................... 9

2.9 Applicant with disabilities ......................................................................................10

2.10 Interview ..............................................................................................................11

Chapter 3: Recruitment process ...................................................................................113.1 Recruitment preparartion ....................................................................................... 11

3.2 Job description .......................................................................................................113.3 person specification ............................................. Error: Reference source not found

3.4 Qualification ...........................................................................................................12

3 .5 Skills/ Knowledge/ Abilities/ Experience/ Personal Qualities .............................. 13

3.6 Advertisement ........................................................................................................ 133.7 Information for job applicants ................................................................................14

3 .8 Selection .................................................................................................................15

3.9 Shortlisting .............................................................................................................153.10 Applicant with disabilities ....................................................................................16

3.11 Interview Process ................................................................................................. 16

3.1 2 Preparation for interview ......................................................................................173.13 Post interview Procedure .....................................................................................18

Chapter 4 : Conclusion and Recommendation ..............................................................19

Conclusion ....................................................................................................................19Bibliography:- .............................................................................................................. 20

Annex 1 ........................................................................................................................21

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RECRUITMENT AND SELECTION PRACTICES IN NHS

(NORTH MIDDLESEX HOSPITAL, NHS TRUST)

This project is to conduct a study of the recruitment and selection process

and policy for the National Health Service. In all organization staff is the

greatest assets. The success of an organization depends on having the right

number of staff, with the right abilities and skills.

Executive Summary

The recruitment and selection of staff provides an image of NHS to the

outside world through its advertisements and it is the first contact

employees have with the organization. The NHS is one of the largest publicly

funded health services in the world. NHS hospital services are run and

managed by NHS trusts, which make sure that hospitals provide high-quality

healthcare, and that money is spent efficiently. The Trusts I have chosen is

the North Middlesex University NHS Trusts. Nationwide, the NHS employs

more than 1.5m people. Of those, just short of half are clinically qualified,

including some 90,000 hospital doctors, 35,000 general practitioners (GPs),

400,000 nurses and 16,000 ambulance staff .The North Middlesex University

Hospital, known locally as the North Mid, is a District General Hospital (DGH)

in Edmonton, in the London Borough of Enfield, within the area served by

the Enfield Primary Care NHS Trust. As with many hospitals in the United

Kingdom, the North Mid began life as a workhouse in 1840.

The Trust currently provides the following range of acute services:

• 24 Hour Accident and Emergency and a comprehensive range of

diagnostic and outpatient department services

• Emergency medicine and elderly medicine;

• Emergency and elective surgical specialties;

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http://en.wikipedia.org/wiki/Hospital

http://en.wikipedia.org/wiki/Edmonton,_London

http://en.wikipedia.org/wiki/London_Borough_of_Enfield

http://en.wikipedia.org/wiki/Enfield_Primary_Care_NHS_Trust

http://en.wikipedia.org/wiki/United_Kingdom


http://en.wikipedia.org/wiki/Workhouse

http://en.wikipedia.org/wiki/Hospital

http://en.wikipedia.org/wiki/Edmonton,_London

http://en.wikipedia.org/wiki/London_Borough_of_Enfield

http://en.wikipedia.org/wiki/Enfield_Primary_Care_NHS_Trust



http://en.wikipedia.org/wiki/Workhouse



• Intensive care, high dependency care and coronary care;

• Maternity and Obstetrics

• Specialist services (including Oncology, Gynaecology, Haematology,

HIV/AIDS, Diabetes, Renal and Cardiology)

• Children's Services: Paediatric inpatients and outpatients, paediatric

A&E and neonatal

It is important that the image of the organization is positive and the

processing of future employees is dealt with expeditiously in line with these

guidelines. The aim of the recruitment process is to select the best possible

candidate for a vacancy. The purpose of this is to ensure that those involved

in the recruitment and selection of staff within the Trust adopts a consistent

approach which meets not only the requirements of good practice and

employment legislation but also the standards set by the NHS Human

Resource. Different types of research tools were used to obtain information

required to prepare this report one of which is interview with the human

resource manager of North Middlesex Hospital NHS Trust and from the

Trusts intranet. Some issues have been found in the recruitment and

selection process which has been discussed and analyzed.

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CHAPTER 1

INTRODUCTION

1.1 Purpose of the project

The purpose of the project is to provide the framework within which

recruitment and selection is undertaken within NHS Trust. All processes and

procedures relating to the recruitment and selection are based on best

practice and evidence based. The Trust recruits and selects staff that have

the necessary skills, expertise and qualifications that will contribute to

driving forward the Trust’s work. All recruitment and selection processes and

procedures are socially inclusive and are not unlawfully discriminate against

anybody on the basis of their nationality, ethnic or national origins, race,

colour, religious belief, sex, sexual orientation, marital status, disability.

Recruitment and selection are usually considered as one process. However,

the Trust makes the distinction here between the initial actions and

considerations when planning staff recruitment and the process of selecting

an individual from a pool of applicants. Recruitment needs to be carefully

planned in order to attract the right type of applicant.

1.2 Sources of Information

Several sources have been used to gather information to do this project,

followed by interviews (annex 1) with the human resource manager of North

Middlesex Hospital NHS Trust. All interviews were recorded and summarized.

All steps used were assessed and issues were found with the following:

recruitment internal recruitment and interview environment.

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1.3 Scope of the Report

This report covers two main areas of the organization’s strategy for

recruitment and selection. These areas are the recruitment process and the

selection process. Encompassed in these two areas are specific steps that

are used to implement the organization’s recruitment and selection process.

All steps used were assessed issue was found with advertisement

programme and the interview environment. These steps have been

discussed and analyzed in this project report.

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CHAPTER 2

2.1 Theory of recruitment and selection and the stages

Recruitment is the process of identifying that an organization needs to

employ someone up to the point at which application forms for the post havearrived at the organization. Selection then consists of the processes involved

in choosing from applicants a suitable candidate to fill a post. The aim of the

recruitment and selection process is to obtain the number and quality of

employees and aligning the strategic objectives of an organization. It is

important that considerable thought be given to the staffing requirements,

whenever there is a perceived need for a post, strategy and plans of the

organization. It is necessary to establish how any new appointment bringsmaximum value to the work of the area and complement the strategic aims

of the organization. A review also helps managers to determine whether the

post is required; whether there is a need to alter the nature of the post, the

duties required, the hours of working, the grade or others terms or

conditions. Selection techniques should aim to be objective, reliable and

subject to regular monitoring in order to guard against prejudice,

discrimination and bias.

2.2 Job descriptions

Job description sets out how particular employee fits into the organisation.

The job descriptions reflects as accurately as possible the duties/ tasks to be

undertaken but it does not need to be exhaustive. Therefore it needs to set

out the title of the job, states the general nature of the job, and describes its

role within the organisation, job duties and responsibilities and the job's

essential functions within the organisation.

2.3 Person Specification

The person specification is a key part of the recruitment process and is used

to compile the job advertisement, to shortlist and to assess candidates at

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interview. Person specification is drawn up for all vacancies and are outlined

the genuine minimum requirements for the posts. A Job or person

specification spells out the requirements an individual needs to successfully

perform the job as per the job description (Hite & Johnston1998). All person

specification includes a valuing diversity statement to assess whether a

candidate has an appreciation, understanding and commitment to equal

opportunities. If physical requirements are specified extreme care is taken.

The Disability Discrimination Act requires employers to make reasonable

adjustments to a workplace to make them suitable for disabled people.

2.4 Qualification

Some jobs a particular qualification(s) is needed, while for others no single

qualification may be suitable and no need for formal qualification if there is a

relevant job experience.

Qualifications which are the minimum required carrying out the duties of the

post effectively, and/or those which are a prerequisite to being allowed to

practice, i.e., for nursing post the relevant NMC registration. To maintain a

basic level of literacy and numeracy for admin/clerical posts and to avoidlarge numbers of unsuitable applications minimum educational qualifications

(e.g., 5 GCSEs Grade C or above, including English and Maths) could be

specified when appropriate. Always consider equivalent qualifications as for

example, there are a variety of GCSE equivalents. An NVQ 2/3 in Care is

frequently deemed a desirable qualification for a Health Care Assistant. ‘Or

working towards (the relevant qualification) allows some leeway.

2.5 Skills/ Knowledge/ Abilities/ Experience/ Personal Qualities

Experience/Knowledge try to identify essential elements of experience and

knowledge that are critical to job success, but be flexible about specifying

desirable experience as many seemingly different jobs contain similar

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components. Skills and Attributes are what the post holder should be

capable of doing straight away (essential) or can learn to do through

experience or training (desirable). Personal Qualities covers surface

attributes, first impressions and manner, i.e., attitude and self confidence.

The list of qualities demanded could be endless so try to avoid asking too

much from candidates. Concentrate on key areas and keep essential

qualities to a minimum.

2.6 Advertisement

Managers are responsible for obtaining authorisation to recruit and prepare a

draft advertisement based on the current job description and person

specification. All advertisement is written in such a way that they are

attractive to candidates, and non-discriminatory without regard to ‘sex,

ethnic origin, age, marital status, disability, religion, race or sexual

orientation. Managers are in the best position to provide the detail, as they

are familiar with the post and its success criteria. However, the HR team is

available to provide advice in this area if required.

2.7 Selection

Selection is the process of determining which applicant to be appointed.

Applicants generally complete an application form or a CV which provides

details of their experience, knowledge and qualifications and facilitates the

process of shortlisting candidates on the basis of meeting essential and

desirable criteria.

2.8 Shortlisting

The shortlisting process identifies which candidates meet the required

criteria for the job by referring to the application form received. Every

attempt to shortlist is recommended by mangers to make within 3-4 days

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after the closing date to avoid losing suitable candidates to other employers

with a faster recruitment process.

2.9 Applicant with disabilities

The Disability Discrimination Act1995( DDA 1995) is a UK parliamentary act

of 1995, which makes it unlawful to discriminate against people in respect of

their disabilities in relation to employment, the provision of goods and

services, education and transport. It is permissible for employers to have

reasonable medical criteria for employment, and to expect adequate

performance form all employees once any reasonable adjustments have

been made.

2.10 Interview

Only Candidates selected for interview is contacted by phone, fax or email

shortly after the closing date. Further interview information is available at

Interview structure – notes for candidates attending interview. At the

interview, the Selection Panel will be seeking to assess each applicant in

relation to the position and the selection criteria. Each applicant will be

asked the same core questions based on the job related criteria to ensure a

consistent and fair approach. At the end of the interview applicants may

discuss matters that may not have emerged in response to questions raised

during the interview, add or clarify any information previously stated, or ask

any questions. The Selection Panel will advise candidates about the timing of

the final decision to appoint the most suitable applicant(s) and when they

will be notified of the eventual outcome.

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CHAPTER 3

THE PROCESS OF RECRUITMENT AND SELECTION IN THE

NHS (NORTH MIDDLESEX UNIVERSITY HOSPITAL, NHS

TRUST)

RECRUITMENT PROCESS

3.1 Recruitment Preparation

Recruitment is an essential part of an organization human resource planning.

People are a vital resource in an organization.

In the NHS a Vacancy Requisition Form (HR01) is completed and authorized

as appropriate and forwarded to the HR Department before any action

taken. The appointing manager devises a Job Description and Person

Specification (in A4C standard format) and any other appropriate job

information (e.g. application pack details) prior to submitting the authorized

HR01. Where appropriate (e.g. operational & Control Room vacancies)

Recruitment Timetables are also negotiated and agreed between the

appointing manager and HR Department, prior to any action being taken.

The Trust aims to work towards ensuring that all members of the

recruitment & selection panel have received appropriate training. The

recruitment manager provides advice in relation to external assessors and

national requirements. The human resources directorate works proactively

with managers.

3.2 Job descriptions

In North Middlesex Hospital NHS Trusts all job descriptions are in the NHS

London’s house style to maintain the corporate image in line with quality

standards. The duties described in this Job Description are carried out in a

manner which promotes equal opportunity, dignity, respect, and where

individual differences and the contributions of staff are recognised and

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valued and is consistent with the NHS Equal Opportunities and Diversity

Policy. Presentation is vital as copies of the job description along with the

application form are sent out. All job descriptions is regularly assessed and

updated by the line manager in the NHS. If a job description changes

significantly, where appropriate, the post are re-evaluate to ensure it still

has the correct pay band.

3.3 Person Specification

To fill the job drawing up, the person specification allows North Middlesex

Hospital NHS Trusts to profile the perfect person. skills, aptitudes and

knowledge is very important to include in the specification related carefully

to the needs of the job; if they are filled beyond those necessary for

effective job performance, the risk is that someone is employed on the basis

of false hopes and achievement, and there will be disappointment in each

other with both employer and employee. Emphasis is placed on quality

rather than length of experience and qualification for the post. The post

requirements are inserted under the general headings outlined below

specifying whether each particular requirement is essential or desirable

3.4 Qualification

Some jobs a particular qualification(s) is needed, while for others no single

qualification may be suitable and no need for formal qualification if there is a

relevant job experience.

In North Middlesex Hospital NHS Trusts where qualifications are considered

important these reflects the minimum requirements necessary to reflect theduties and requirements of the specific job to an acceptable standard. A

legal requirement of the profession may be required these include vocational

training, academic qualifications or any qualification. People who have

qualified abroad UK qualifications are stated but (other than for required

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membership of a UK professional body) it is made clear that overseas

equivalents are accepted to avoid discrimination. The Human Resources

Division assist in advising on the purpose of particular overseas

qualifications.

3.5 Skills/ Knowledge/ Abilities/ Experience/ Personal Qualities

These relate to the practical ability of a candidate to perform the main tasks

listed on the job description and are equally important in the selection of the

ideal candidate. It is made clear to applicants that duties might later be

subject to change. Knowledge and Skills required performing the tasks and

accepting the responsibilities of the position are specified. The level of

performance required is often referred to as a target. Targets are expressed

in a manner that establishes a clear focus for all meet standards that apply

in the particular job, not just specific tasks.

3.6 Advertisement

All advertisement projects a professional image and reflects the NHS

commitment to equal opportunity and flexible working practices. A post isonly advertised if the HR Team are provided with the following

documentation by the specified advertising deadlines: a complete ECF

(establishment Control Form) authorised by the budget holder and internal

HR and finance leads, a current job description, a person specification,

additional information if desired and external advertisement if appropriate.

All posts advertised by the Trust, excluding medical posts, appear in

recruitment bulletin published fortnightly by the HR department. All adverts

appear on the Trust’s website and the NHS jobs website. No post is

advertised in other media unless there are no suitable applicants to shortlists

from Trust website.

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Internal advertising and job posting help facilitate the promotion of

employees who are aptly qualified. Without the advertising of positions

internally, it is difficult to develop succession planning. Internal advertising

help identify people with talent who otherwise will not be known personally

to management’ (Compton & Nankervis 1998, p. 71).

External advertising also will be placed on the Trust website which link

directly with the NHS recruitment website.

Body of advertisement

The first sentence of the advertisement is very critical for attracting the

readers’ attention and reflects the most interesting part of the role. The

advertisement is express in a clear language. The text usually includes some

of the key information which are the organisation (size, future

developments, achievement etc), the job that is the summary of the

responsibilities of the post, any relevant information about career prospects,

level of autonomy and training opportunities. It also include the

requirements which include relevant qualifications, experience, skills,

attributes and also the benefits which include the family friendly practices,development opportunities, training and diversity policy.

The advertisement includes a contact name and number to give prospective

applicants the opportunity to discuss the position. The contact is

knowledgeable about the vacancy but ideally not part of the interview panel,

to ensure impartiality. There are also instruction details for requesting an

application pack.

3.7 Information for job applicants

All applicants receive information packs which have enough information such

as the covering letter, information about North Middlesex Hospital NHS

Trusts and directorate team, person specification, job description, equal

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opportunities statement and information about the work life balance policies

including flexible working practices to enable applicants to decide whether

they wish to apply or not for the post. The information given to applicant

should be consistent.

3.8 Selection

The selection panel receive a shortlisting pack compromising of a summary

shortlisting form, a list of all applicants for that vacancy, copies of the

application forms and shortlisting form. Late application form is decided by

managers if acceptable. This decision is communicated to the recruitment

administrator as necessary. The equal opportunities monitoring forms will be

detached from the applications forms and retained by recruitment

administrator prior to distribution of the shortlists packs.

3.9 Shortlisting

In North Middlesex Hospital NHS Trusts when shortlisting, the panel ensures

that the selection criteria used are only those specified on the person

specification. Candidates’ personal knowledge is not used. Shortlisting is

conducted on the basis of the qualification and experience specified on theperson specification. Application form are not used as test literacy, if an

application is not well presented and written skills this can be a reason for

not shorlisting the applicant because this is an essential requirement for the

job. For candidates who are not selected, the reason for the same is clearly

stated on the shortlisting form, as these are examined at an Employment

Tribunal if an applicant submits a discrimination claim. A specific reason in

detail is required. Just simply stating that candidate did not meet the criteria

is not acceptable. If a candidate tries to bring a case against the Trust the

main defence of the managers is the form.

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3.10 Applicant with disabilities

The employment of candidates with disabilities is committed by the SHA to

fulfil the standards laid down under the Department of Work and Pensions.

This involves the following commitments, interview all disabled applicant

who meet the criteria and consider their abilities, to ensure when employees

become disabled every effort is made for them to stay in employment and to

take action to ensure the key employees develop awareness of impairments

needed to make commitment work. Therefore all applicants with disabilities

who meet the essential criteria for the job are interviewed.

3.11 Interview Process

The purpose of interview is to find out the suitable candidate for the job and

give candidate information about the job. All shortlisted candidates attend a

selection interview. A written invitation is sent to all shortlisted candidates to

attend an interview. The invitation asks candidates to inform NHS Direct if

any adjustments need to be made to attend the interview, and also explain

whether reasonable travel expenses will be paid. The selection process may

also include tests to assess the candidates’ skills in specific areas of theperson specification. The interview is carried out by a minimum of two

people. Those interviewing meet prior to the interview in order to prepare

and plan and to be aware of their role, like who is doing the introduction,

opening/closing the interview, what are the questions each panel member

will ask and in what order they will be asked and who will take the notes.

Also, the skills of the interviewer may affect the responses of the applicant.

Structured interviews for professional or high skilled applicants can helpensure that decisions are made based on the answers to the same set of

questions, thus comparing the same set of criteria (Stone 1998). Structured

interviews are a vehicle used to establish a framework for decision-making.

According to Dessler (1991), by using preset or predetermined questions,

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the interviewer reduce the tendency to show bias to unfavourable

information and, therefore, remain objective.

3.12 Preparation for the interview (questions, setting, reception)

The interview room for North Middlesex University Hospital is the seminar

room. It is located near the human resource office. The use of the seminar

room for interviewing may cause the applicant to become uncomfortable, as

the seating arrangements may not facilitate a relaxed environment.

The room used to interview applicants is important as it contributes to the

image of the organization (Stone 1998). The room should be suitable for

private conversation with a relaxed, friendly, without any interruptions,

welcoming, and show candidates cloakroom facilities etc. Drinking water is

made available for the candidates and panel members. All applicants are

asked essentially the same framework of questions, although the wording

does not have to be the identical. This does not prevent the panel from

asking particular questions related to points on an individuals application

form as long as the questions are not discriminatory in any way. When the

candidates arrive there is someone there to greet them. Time managementduring interview is very important; candidates should not be waiting for

unreasonable length of time. It is important to establish a rapport with the

candidate to ensure both parties gain as much information as possible and

conduct the interview in the manner that everyone is comfortable with. The

interviewer needs to keep control of the interview to ensure the candidate

provides relevant information in order to assess how well the candidate

meets the requirements of the person specification. ). The candidate is givenevery opportunity to perform well. Also, candidates should feel that they

have been given opportunity to demonstrate they are suitable for the post

and the opportunity to ask question that they have about the post. All

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candidates are informed at the end of the interview when a decision is likely

to be made and how this will be communicated to them.

3.13 Post interview procedure

A post is offered subject to receipt of satisfactory references, health

clearance, and any other necessary pre-employment checks. References are

asked before the interview. Prior to any offer being made at least one

reference must be received and ideally this reference will be from the

candidates’ most recent employer. Reference is taken up by the HR and

referees are asked to confirm the candidate’s identity and employment

history. This reduces the risk of needing to withdraw an offer following the

receipt of poor references. The manager responsible for receiving the

references is responsible to review the content of the references. References

are not accepted from agencies, personal referees or panel members.

Referees should be a line manager from recent employer or someone that

knows the candidate sufficiently well to be able to comment on their ability

to do the job preferably an academic or professional referee. References aretreated in the strictest confidence and the contents are not divulged to any

unauthorized person. The panel will make the decision based on the

interview and the information received provided by the referees, as to

whether or not they wish to proceed with the offering the post to the

applicant.

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CHAPTER 4

Conclusion

For the purpose of this project, it was found that interview questions and

surfing from the internet were sufficient to obtain the information required to

analyze the process of recruitment and selection within the organization.

This report gives an understanding of recruitment and selection processes

which are essential for recruiting people with the right skills and qualities for

any organization which aims to maintain and improve its efficiency. Not only

the personnel manager but also the line manager/supervisor has a part to

play in the selection process. It is crucial that both these people have

training to enable them to carry out their roles effectively. Careful analysis of

the job to be done, and of the competencies required to do it is necessary if

the right people are to be fitted into the right job.

I have observed in my study that North Middlesex Hospital has a sound

understanding of what processes need to be used in order to achieve

effective recruitment and selection. However, they need to pay more

attention towards having a proper interview room.

I have also observed that the hospital advertises its vacancies only on its

intranet and bulletin published fortnightly which deprives many deserving

candidates from being informed regarding the vacancies.

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Recommendations

• The organization needs to have a comfortable designated room to be

used for conducting interviews.

• The organization needs to advertise its vacancies not just on the

intranet and bulletin but also on the vacancy board outside the human

resource department. It should also make use of external sources like

jobsites, newspapers, employment agencies, etc.

Bibliography:-

1. Stone, R.J. 1998, Human Resource Management, 3rd edn, Jacaranda

Wiley, Brisbane.

2. Dessler, G. 1991, Personnel/Human Resource Management, 5th edn,

Prentice Hall,

3. Englewood Cliffs, New Jersey

4. Hite, R.E. & Johnston W.J. 1998, Managing Salespeople: A

Relationship Approach, South-Western College Publishing, Cincinnati,

Ohio.

Websites

1. www.brad.ac.uk

2. www.en.allexpert.com

3. www.disabled-world.com/disability/dda/

4. www.acas.org.uk

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http://www.en.allexpert.com/

http://www.en.allexpert.com/



Annex 1

INTERVIEW QUESTIONS

• What are the policies of recruitment and selection?

• How does the Trust decide that the position actually needs to be filled?

• Is the selection criteria developed by the HR manager?

• What process is used for internal recruitment?

• Once identified that a position would be filled externally, how is it

determined?

• What method of recruitment is used?

•

What are the stages of recruitment and selection?• How and where are the candidates interviewed?

• How are the candidates who have disability dealt with?

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Project 1 Nhs

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