Talent Acquisition Policy

1. Purpose and scope

1.1 This policy and associated guidance provide flexibility to meet the organisation’s needs, whilst ensuring compliance with relevant legislation and the Civil Service Commission’s Recruitment Principles.

1.2 RoS recruits for a variety of roles, and the approach for each campaign will vary. Talent Acquisition’s advice and support are available at all stages of the process.

1.3 The commitment of managers to participate actively in the process and to operate the policy in a fair and open manner is critical to its success.

1.4 This guidance applies to all internal and external recruitment, where the appointed individual will be employed by RoS, and therefore be a civil servant.

2. Guiding principles

2.1 The principles of the policy apply to all selection processes:

• Fairness – decisions made during the vacancy-filling process must adhere to the Diversity and Inclusion within Recruitment Guidance. RoS is committed to ensuring that everyone is treated equally regardless of age, disability, gender reassignment, pregnancy or maternity, race, religion or belief, sex, sexual orientation, marriage/ civil partnership status or trade union membership.
• Open competition – external opportunities must be advertised as widely as possible, potential candidates should have access to information regarding the role, its requirements, and the selection process.
• Consistent – through evaluation and monitoring we will ensure that consistent standards are applied to all selection processes.
• Relevant – selection techniques will be linked to the type of work required and at the appropriate level for the post.
• Assessment framework – the Civil Service Success Profiles framework is used across all recruitment campaigns to provide consistency and fairness.
• Evidence-based – all competitive selection decisions will be based on evidence of either behaviour, strengths, experience, ability (aptitude or potential), or technical capability (including professional qualifications where relevant for specialist posts).
• Processes will be open and transparent – applicants will know what to expect and what is expected of them. All applicants will be scored fairly, and appointments will be based on merit.

3. Roles and responsibilities

3.1 The Chair’s Responsibilities

The chair is responsible for:

• overseeing the campaign, this tends to be the hiring manager and must be a civil servant. They must ensure there is a minimum of 2 panel members including the chair
• ensuring the selection process is compliant with the Civil Service Commission Recruitment Principles
• considering diversity, equality and inclusion at all stages of the recruitment process
• ensuring decisions are evidence based, fully justified and recorded
• ensuring confidentiality of candidate information, scores and assessment materials
• behaving in a manner which affords candidates fair and unbiased consideration, dignity, and respect at all times. During the selection process all information such as interview/assessment documents, candidate details, assessment scores, emails, phone calls, video meetings, any oral discussions and any other documentation should be treated as highly confidential. This should be discussed or shared only with individuals directly involved in the hiring process for the relevant campaign. Assessors should not share details with any other individuals/ other panels and/or candidates. This is essential in upholding the integrity of the process and protecting the privacy of the individuals involved
• deciding the pass mark for the sift and assessment before any candidates are assessed
• ensuring requests for reasonable adjustments are fully considered when requested by applicants
• taking accountability for the recruitment campaign to ensure it runs smoothly, including preparing and managing the assessment schedule
• making decisions about the suitability of panel members in the event a panel member states a conflict of interest with a candidate.

3.2 Panel members responsibilities

We recommend that all panel members are a level above the person being hired, however, someone at the same grade who is a subject matter expert or contingent worker can be on the panel. The panel is responsible for:

• considering diversity, equality and inclusion at all stages of the recruitment process
• ensuring decisions are evidence based, fully justified and recorded
• ensuring confidentiality of candidate information, scores and assessment materials
• behaving in a manner which affords candidates fair and unbiased consideration, dignity, and respect at all times. During the selection process all information such as interview/assessment documents, candidate details, assessment scores, emails, phone calls, video meetings, any oral discussions and any other documentation should be treated as highly confidential. This should be discussed or shared only with individuals directly involved in the hiring process for the relevant campaign. Assessors should not share details with any other individuals/ other panels and/or candidates. This is essential in upholding the integrity of the process and protecting the privacy of the individuals involved
• agreeing the pass mark for the sift and assessment
• ensuring requests for reasonable adjustments are fully considered when requested by applicants
• making the Chair aware if there is a conflict of interest.

3.3 Talent acquisition responsibilities

• providing professional advice, guidance, support and where necessary, training
• sourcing and seeking candidates through multiple recruitment channels
• ensuring the relevance of assessment as a predictor of performance in the role being recruited
• continuously review processes to improve time to hire and the candidate experience
• supporting the People Strategy and corporate plan
• providing support and guidance to hiring managers
• presenting RoS as an attractive employer through our Employee Value Proposition
• monitoring equal opportunities of candidates with protected characteristics at every step of the recruitment process.
• adhering with relevant employment legislation, the Civil Service Commission Recruitment Principles and implementing any Civil Service Commission audit findings
• checking all candidates have valid right to work documents and complete pre-employment checks before they start employment.

3.4 Applicants responsibilities

• fully participating in the recruitment and selection process as required
• notify Talent Acquisition if you require reasonable adjustments throughout the recruitment process so we can provide support
• maintaining confidentiality of recruitment materials provided during the assessment.

4. Role Profile

4.1 A clear role profile must be made available for each role that is advertised. The role profile will set out the competencies, skills, knowledge, experience and (where appropriate) qualifications required for each job. Talent Acquisition has previous role profiles for the majority of roles which can be provided.

4.2 As the criteria on the role profile will form the basis of selection decisions, only criteria that is necessary for the role should be included. E.g. only qualification(s) strictly necessary for the role should be required.

5. Recruitment methods

6.1 All interviews/assessments will normally take place in-person.

6.2 There are a variety of recruitment methods. The Talent Acquisition team can advise on the best option for each campaign, these include:

• internal campaigns (including Common citizenship/ civil service wide)
• notes of interest - for temporary positions only
• temporary promotions
• external campaigns
• temporary external recruitment
• managed moves
• transfers
• loans and secondments
• exceptions
• re-joiners.

6. Eligibility criteria

6.1There are normally no grade restrictions on which posts employees can apply for. However, all candidates must:

• have been recruited through fair and open competition
• have successfully completed probation
• not currently be in the formal stages of a sickness absence process
• not be on a formal performance improvement stage
• not have been issued with a disciplinary warning on file at the time of application
• not currently be completing the Modern Apprenticeship program with RoS.

7. Internal campaign

7.1 RoS is committed to developing its people and as such will normally aim to fill vacancies by way of internal processes. RoS is supportive of Common Citizenship with other Scottish Administration departments and, unless there are compelling reasons not to do so we will normally advertise our permanent internal vacancies across the Scottish Administration.

7.2 All potential applicants must be provided with information about the nature and level of the role, the essential criteria against which they will be assessed, details of the selection process, and the total remuneration available (salary, allowances etc). Potential applicants must also be provided with information about, or a link to, the Civil Service Code. All information must be provided in an alternative format if requested.

7.3 Internal candidates will receive their new salary from their first day in the new position.

8. Notes of interest

8.1 Notes of interest campaigns involve a role being advertised within RoS only, and candidates applying through our online recruitment system. Notes of Interest campaigns can be advertised to a manager’s direct reports, a specific department or function, or across RoS.

8.2 Methods of selection will vary, and will be shorter than a usual campaign, Notes of Interest campaigns should only be used for temporary appointments and should generally be for no more that 12-months in any one role. Exceptions apply to these where temporary appointments covering maternity/parental leave may be extended past 12 months to cover extensions to maternity/parental leave due to colleagues taking accrued annual leave.

8.3 Notes of interest campaigns are typically used for temporary opportunities, to ensure all candidates who wish to apply are given the opportunity to do so. No permanent roles can be offered using this method.

8.4 If it is known from the outset that a role will last more than 12 months, the role should not be advertised as a Notes of Interest campaign.

9. Temporary promotion (internal)

9.1 Temporary promotions can only be for 12 months.  If a manager considers a role to be required for longer than 12 months, unless for the reasons mentioned below (see Section 10.10) then this is not a suitable method of recruitment.

9.2 Temporary promotions occur when an individual assumes the duties of a higher-grade role temporarily which is expected to last at least four weeks.

9.3 To be eligible for a temporary promotion, the individual must undertake the full range of responsibilities associated with the higher-grade role, including leadership of the team when applicable.

9.4 Periods of occasional short-term cover for a higher grade may be required as part of an individual's role, and in such cases, it may be appropriate for the individual to receive a Deputising Allowance, rather than a temporary promotion.

9.5 If it is known from the beginning that a role will last longer than 12 months, a temporary promotion should not be considered.

9.6 Temporary promotions are not intended for filling permanent roles; however, it may be appropriate to offer a temporary promotion to provide cover while steps are taken to fill the vacancy on a permanent basis.

9.7 A temporary promotion may be concluded earlier than anticipated if circumstances change, such as when an individual returns from maternity leave sooner than expected and their position is currently being covered. A minimum of 30 days’ notice must be provided to the affected person.

9.8 Reasons for temporary promotion, please note this not an exhaustive list:

• work required on a project
• development opportunity within a team
• addressing an immediate issue that requires specialised skills
• maintain service levels during periods of high demand
• maternity/parental leave cover
• a colleague is absent from work for a long period of time (long term sick cover), and the role requires temporary cover.

9.9 All temporary promotions should normally be advertised via a Notes of Interest campaign or an Internal Campaign. However, when emergency/urgent cover is required, then RoS may appoint a specific individual without an application process. In this situation, please ensure this is approved by a Talent Acquisition colleague in advance of any decisions being made.

9.10 We will only use a temporary promotion for longer than 12 months under the following exceptions with prior approval:

• a colleague covering maternity leave may be temporarily promoted longer than 12 months to ensure a smooth handover process or to account for any accumulated annual leave that colleagues may add on to end of maternity leave, thus delaying their return.
• if a temporary role someone is already in, changes from temporary to permanent, an extension can be provided to allow for recruitment of the permanent role. This allows the candidate to await the application outcome for the permanent position. The permanent position is advertised openly so there is no guarantee the temporary person currently in the role will be appointed.
• if the person is covering someone on long term sick and cover is required for longer than 12 months.

10. External recruitment

10.1 External recruitment can be used if we need to expand our talent pool or increase diversity of candidates. This is also an option if either the internal pool has been, or is likely to be exhausted, or if the role requires skills that are in short supply or not available internally.

10.2 Internal candidates can apply for any role which is advertised externally.

10.3 RoS employees apply on the same criteria as external candidates.

10.4 Two different contract types can be offered when recruiting externally:

• permanent contract
• fixed-term contract

10.5 All potential applicants are provided with information about the nature and level of the role, the essential criteria against which they will be assessed, details of the selection process, and the total remuneration available (salary, allowances etc). Potential applicants must also be provided with information about, or a link to, the Civil Service Code. All information must be provided in an alternative format if requested.

11. Temporary external recruitment – fixed term contracts and contingent workers

11.1 Sometimes, temporary resource may be required in RoS for finite pieces of work or, to cover permanent employee’s leave. Temporary resource can be in the form of a Fixed Term Contract or a Contingent Worker. Neither option should be used for permanent roles, although if all other routes fail for a permanent role, a contingent worker may be engaged as a last resort.

Fixed term contract

11.2 A fixed term contract (FTC) can be for up to 2 years. FTC hires are employed on RoS terms and conditions. This can be more cost effective than engaging a temporary contingent worker through an agency.

Contingent workers

11.3 All other recruitment methods should be considered first before Contingent Worker recruitment.

11.4 Contingent workers are procured through an agency. This process is managed through Procurement and Talent Acquisition. The worker must be engaged for a specified duration but is not employed by RoS, therefore is not a Civil Servant.  The process is as follows:

• a role profile is created
• contingent workers IR35 status is assessed
• Procurement issues an ITQ (invitation to quote) on the Procurement portal. The invite to quote for the contract would be sent to recruitment agencies (suppliers)
• suppliers submit company profiles (and other paperwork that Procurement needs) by a set date and then the engaging manager/panel reviews the profiles
• after the engaging manager/panel has determined which company profiles are suitable, role discussions can be undertaken and then a decision made on who to appoint.

12. Managed moves

12.1 It is best practice that managers fill posts through the post specific recruitment process. This helps ensure they get access to the best candidates with the right skills for the vacancy. However, there may be occasions when it's appropriate or necessary to identify a person to fill a post without using internal advertising or a competitive process. This must be at the same level and is referred to as a managed move.

12.2 The circumstances in which this may be appropriate are varied, and include:

• a vacant post needs to be filled urgently, usually within six weeks, and is normally a temporary appointment, unless by mutual agreement or following consultation
• colleagues are required immediately to deal with an emerging business need or priority, which is likely to be temporary, unless by mutual agreement or following consultation
• a response to a request for a compassionate transfer from an existing employee
• a solution to a workplace dispute
• a reasonable adjustment to allow someone to return to, or remain at, work
• the move is proposed as part of existing arrangements within specific specialist groups and forms part of a rotational development move
• redeployment.

12.3 Colleagues in a redeployment situation when at risk of redundancy, will have priority over any other colleagues to be moved to a suitable role at the same level.

12.4 If a movement between posts is to resolve a mismatch between a person and the skills required for their current post, managers must discuss performance with the colleague first. Involve the Employee Relations EmployeeRelations@ros.gov.uk team as you proceed, who can advise if a managed move, performance management, or a combination of both, is the most appropriate way forward.

12.5 Managed move requests are not guaranteed; each case will be reviewed independently, with particular focus on skills match.

12.6 Managed moves must be authorised by both the releasing and receiving C2 or above.

12.7 Both the releasing and receiving manager need to ensure that they are agreeable with the managed move and negotiate a start date.

13. Transfers

13.1 Transfers into or out of RoS can occur as a result of a managed move or an internal or external recruitment campaign.

13.2 Anyone who is a substantive, serving member of another Civil Service Department and is successful in their application for a vacancy with RoS will be offered transfer terms. This means that, unlike other new entrants who are offered a starting salary at the bottom of the pay band, RoS would match as closely as possible their existing salary (exclusive of any allowances, bonuses etc.) where this is higher than our band minimum for the grade. If the salary falls between two points on the pay scale their salary will be the higher of these two points.

13.3 For those who transfer to RoS we will recognise their continuous Home Civil Service employment as qualifying service for the purposes of earning a higher annual leave entitlement.

13.4 The Civil Service pension arrangements of the employee will be unaffected by the transfer.

14. Redeployment

14.1 The redeployment policy and procedure ensures existing employees whose current role may be affected by restructuring, downsizing, or other organisational changes are supported to secure a new role. These employees are prioritised for new vacancies. If the redeployees skills, competencies and qualifications match the vacant post requirements by at least 55% there will be an assumption that they will transfer to the post and be retrained as necessary.

15. Loans and secondments

15.1 An inward loan is a temporary work opportunity within RoS for someone who is a substantive Civil Servant outside RoS. An inward secondment is a temporary opportunity with RoS for someone outside of the civil service or for a substantive Civil Servant from outside of RoS.

15.2 The main difference is that for loans, the colleague on assignment will retain the terms and conditions of their home organisation.

15.3 For secondments, the colleague on assignment will become an employee of RoS and be paid in accordance with RoS salary scales and move to RoS terms and conditions.

15.4 If a RoS colleague is loaned to another Civil Service organisation (the host department), they will remain on their RoS terms and conditions. For an outward secondment, the RoS colleague will be paid in accordance with the host organisation’s salary scales and move to the host’s terms and conditions.

15.4 Loans and secondments can be agreed between departments/organisations, and do not necessarily require a recruitment campaign provided all parties are content with this arrangement.

15.5 It is essential that any manager considering making an offer of a loan or secondment should discuss this with the Talent Acquisition team in the first instance. This will allow the team to organise the agreement as soon as possible. They will liaise with the individual’s employer to agree the terms and conditions of the loan or secondment.

15.6 A loan/secondment agreement will then be processed.

15.7 If you require any further information, please contact talent@ros.gov.uk.

16. Exceptions

16.1 The law requires that selection for appointment to the Civil Service must be made on merit, based on fair and open competition. The Commission may only except appointments from this requirement where it believes this is justified by the needs of the Civil Service or is necessary to enable the Civil Service to participate in a government employment initiative.

16.2 Exceptions, by definition, are exceptional and should only be used sparingly. Full justification must be given on why open competition is judged to be unlikely to secure a suitable appointee, and why an exception is necessary. Exceptions are temporary and if they are being used temporarily to resolve a talent gap for an enduring role, then there must also be succession plans put in place for when the appointment comes to an end.

16.3 Before an exception can be used, permission must be sought in advance from firstly the Talent Acquisition manager, then Strategic People Authority (SPA).

16.4 Although ten types of exceptions exist, RoS generally applies one of the four exceptions outlined when applicable. The only exception below which requires prior approval from the Civil Service Commission is exception 10.

Exception 1: Temporary appointments (external)

16.5 When a short-term need for a role make a full competition impracticable or disproportionate, departments may appoint an individual for up to a maximum of two years, to provide managers with the flexibility to meet the short-term needs of the Civil Service.

16.6 Any proposal to extend a fixed-term appointment made by Exception (this Exception and any other relevant Exception) beyond a total of two years requires the prior approval of the Commission.

16.7 Exception 1 is used for Modern Apprenticeship programmes when there are age restrictions for applicants, or any other future career programmes (eg Career ready) that may be targeted, for legitimate social or workforce planning reasons, at a specific demographic.

Exception 4: Highly specialist skills.

16.8 Departments may appoint people with highly specialist skills that are not readily available within the Civil Service for up to two years where a full open competition is judged to be unlikely to secure suitable appointees within the required timescale.

Exception 5: Former civil servants

16.9 Former civil servants who were previously appointed on merit on the basis of fair and open competition may be re-appointed (to a permanent or fixed-term appointment) within a maximum of five years of leaving the Civil Service.

16.10 They must meet the essential selection criteria for the new role and it must be at their previous substantive Pay Band, or lower. Former civil servants may not be brought back at a higher grade than the substantive grade they were on when they left.

Exception 10: Conversion to permanency of suitable candidates appointed under Exceptions 1

16.11 When an appointment has been made under Exception 1 at AO grade, they may make those individuals permanent after 12 months of the original appointment.

16.12 Decisions on permanency must be on the basis of a fair and merit-based process, approved in advance by the Commission, and subject to its audit.

16.13 This is commonly used for our Modern Apprentice schemes.

17. Re-joiners

17.1 Under Exception 5; if someone has left RoS within five years, having been previously appointed on merit through fair and open competition, they can rejoin RoS without further assessment.  A minimum requirement is for an informal interview between the hiring manager and the Re-joiner to confirm skills, experience and suitability for the role, but further assessment may be required.

17.2 To be considered for reinstatement or re-employment the individual must:

• meet the essential criteria for the role
• have previously served as a substantive Civil Servant, appointed via merit, fair and open competition. They must return to their previous role at the same pay band, grade or at a lower grade
• have been employed in an established appointment (e.g. satisfactorily completed their probation period)
• have left Civil service under acceptable circumstances (e.g. no live warnings, dismissal due to unsatisfactory performance, or gross misconduct).

17.3 They will not be considered if they:

• signed an agreement not to seek re-employment within the Civil Service
• retired from ill health
• left RoS on voluntary exit terms within the last five years.

17.4 There is no right of return for any individual.

18. Succession planning

18.1 If a colleague is identified as a successor for a role through RoS’ succession planning and the position is advertised; they must apply and will be assessed in the same way as other candidates and will only be appointed if they are the top scoring candidate.

19. Selection panel

19.1 The selection panel must have at least two members and be chaired by a civil servant, typically the line manager of the vacant post. The Chair is responsible for ensuring compliance with this policy and the Civil Service Commission’s Recruitment Principles. If it’s your first time being a Chair on a panel or interviewing, you must watch our mandatory on demand Behaviour Based Interview training read this policy and interview alongside an experienced interviewer. Panel members must declare any interests or prior knowledge of an applicant, and records of these declarations must be maintained (see Section 26 Conflict of Interest).

20. Planning assessments

20.1 To help hiring managers prepare and manage the assessment schedule, below is a list of considerations hiring managers need to consider:

Internal candidates

• Talent Acquisition will send assessment invites to the candidate which includes information around the type of assessment, what is being assessed, the format and organise any reasonable adjustments.
• Talent Acquisition (TA) colleagues will book the required meeting rooms. Candidates will be asked to arrive at an agreed location five minutes before the start of the assessment.
• to prevent waste and to reduce our carbon footprint, interview packs will no longer be printed. We recommend notes are typed in real time and finalised post-assessment. Notes should be sent to TA representatives at the end of the day. We cannot process any job offers until notes have been received.

External candidates

• Talent Acquisition will send assessment invites to the candidates which includes information around the type of assessment, what is being assessed, the format and organise any reasonable adjustments.
• Talent Acquisition colleagues will book meeting rooms and candidates in via Cloud booking. The hiring manager will be added as the host.
• The hiring manager will receive an email when the candidate has arrived. The hiring manager will then meet the candidate and explain where they can find the bathroom, fire alarm tests, where to go in case of a fire alarm, location of the vending machine and/or café. To note: visitor passes do not work on the second-floor barriers in MBH - please scan your pass to let the candidate through, and then again for yourself.
• During breaks, take the candidate back to an agreed seating area to wait. If possible, offer to take the candidate to the café (MBH only).
• At the end of the assessment, take the candidate down to reception to sign out.
• If using external assessors, they will have passes to move around the building unaccompanied.
• To prevent waste and to reduce our carbon footprint, interview packs will no longer be printed. We recommend notes are typed in real time and finalised post-assessment. Notes should be sent to TA representative at the end of the day. We cannot process any job offers until notes have been received.

20.2 Hiring managers can request additional support for high-volume campaigns.

If you have any questions, please contact the Talent Acquisition team who are happy to discuss arrangements.

21. Advance interview questions

21.1 Interview questions and assessed behaviours will be given to candidates 15 minutes before the start of the interview:

• in-person candidates will receive a printed sheet with the questions and behaviours from the panel. This will be collected at the end of the interview
• virtual candidates will be given the questions and behaviours in the Microsoft Teams chat box from the panel. These questions should be deleted by the panel after interview
• all candidates will have 15 minutes to read the questions and think about their examples before the interview.

21.2 The questions handed out by the panel at in-person assessments can be referred to throughout the interview. This will help candidates to target their answers and will be taken back from the candidate at the end of the interview. Candidates can also refer to prompt cards or notes throughout their interview to help them answer questions.

22. Artificial Intelligence (AI) in recruitment

22.1 AI use in job applications has increased, candidates can use AI tools to enhance their applications or prepare for interviews. While AI can be utilised to review and edit CVs and supporting statements during the recruitment process, it should not be used to write the application on behalf of the candidate.

22.2 It is essential that all information provided is factually accurate. We have established guidelines for candidates, who must confirm the accuracy of their application when they apply for a role. If the information provided in their application is factually false, then any job offer may be withdrawn or if the person has started then disciplinary action may be taken, contact Employee relations for guidance if required.

22.3 Assessment must be carried out in person to prevent the use of AI tools during an assessment, however there might be some instances where this isn’t possible e.g. a reasonable adjustment. If you have any questions regarding this matter, please contact the Talent Acquisition team.

23. Selection decision

23.1 The panel must impartially assess candidates against the published essential criteria and decide who is the most meritorious. The pass mark should be decided by the chair in advance before the assessments have started. Candidates are evaluated on merit and without bias due to affiliations or relationships. The panel ranks candidates by merit and offers a role to the top scorer at or above the pass mark set. If the top candidate declines, the offer goes to the next highest scorer at or above the pass mark.

24. External appointments

24.1 Any successful candidates will receive a conditional offer until all pre-employment checks are completed, these checks include:

• baseline Personnel Security Standard checks
• right to work checks
• if appropriate, a skilled worker visa application
• civil service nationality requirements
• three years of employment history
• disclosure Scotland check
• employment references
• a health check for any adjustments a candidate may require for joining RoS.

25. Reserve lists

25.1 The reserve list is for candidates who have successfully passed the selection process for a specific role but were not immediately offered a position due to the limited number of vacancies available at that time.

25.2 Candidates are kept on a reserve list and may be offered a position if the same role arises within 12 months from the date of the original recruitment campaign. This approach ensures that the organisation can quickly fill vacancies with suitable candidates without having to repeat the entire recruitment process.

27.3 Those on the reserve list will only be considered for the specific position they have applied for, and not generally for similar or different vacancies at the same grade, unless a close match can be established.

27.4 RoS is not obligated to offer those on the reserve list a role, and there may be occasions that roles will be readvertised and candidates reassessed, for example, if the needs of the role have changed to some extent, or other colleagues have joined RoS, who we may wish to consider in addition to a reserve list. In this situation those on the reserve list may choose not to take part in reassessment and to use their previous assessment score, on the understanding that other candidates scoring higher will be appointed before them.

27.5. However, if the needs of the role have changed since the previous assessment, the hiring manager is likely to wish previous candidates to be reassessed on all or part of the new job requirements.

26. Conflict of interest

26.1 Each panel member must ensure their involvement is free from conflicts of interest and does not compromise the fairness of the process. They should assess if prior knowledge of any candidate affects their ability to remain impartial and objective.

26.2 When a panel member or assessor identifies a potential conflict of interest due to a pre-existing relationship with a candidate or potential candidate, it is their responsibility to promptly inform the relevant recruiting department or Chair.

26.3 The Chair is responsible for ensuring a fair assessment process and deciding if an assessor's participation should be restricted or removed due to a conflict of interest. If the Chair has a declared interest in a candidate, the Talent Acquisition team will assess and record any necessary actions. When a declaration of interest is made, the Chair should consider the following:

• the nature of the relationship/interest
• evaluate if the assessor should stay in the selection process based on their role, expertise, and their replaceability as a line manager, technical expert, or independent stakeholder
• fairness in the process is paramount. In all instances, the Chair must ensure that the assessment procedure is conducted in a fair and consistent manner. Any potential risks arising from a declaration of interest must be thoroughly evaluated.

27. Disability confident scheme

27.1 We have made a positive commitment to employing disabled people under the Disability Confident Scheme. No one should be disadvantaged in our recruitment and selection processes because of their disability.

27.2 As an employer, we must ensure throughout the recruitment process, that the arrangements or criteria used, do not put disabled candidates at a disadvantage compared to candidates who do not have a disability.

27.3 We will offer an interview to disabled candidates who meet the pass mark for the essential criteria for the role and who indicate they wish their application to be considered under our Disability Confident Scheme.

28. Reasonable adjustments for assessments

28.1 In RoS we value our colleagues for who they are and what they can contribute. We prioritise inclusion because it’s the right thing to do to set candidates up for success.

28.2 To support all applicants throughout the recruitment and selection process, we have a legal duty to make reasonable adjustments where appropriate.

28.3 When a candidate asks for a reasonable adjustment, a member of the Talent Acquisition team will confidentially discuss their needs to ensure that any necessary adjustments to the processes can be made.

28.4 If a candidate requires a reasonable adjustment, please consider some of the following suggestions:

• changing the time, location, or format of interviews
• supporting different communication needs, e.g., using a sign language interpreter
• allowing additional time for an interview, reading or other assessment activities.
• providing written information in a large font
• seeking expert advice if appropriate e.g. Occupational Health
• online assessment
• if applicants have an employee passport and are happy to share this, then this should be considered as helpful input to determining appropriate reasonable adjustments
• assessments will take place in person unless the colleague has reasonable adjustments and/or an employee passport in place preventing office attendance.

28.5 This is not an exhaustive list, and it will be dependent on individual needs, adjustments are considered individually.

29. Feedback

29.1 Candidates can request feedback by emailing talent@ros.gov.uk. The panel members are responsible for arranging and providing feedback to applicants on their request. The purpose of feedback is to help the candidate to understand why they have been unsuccessful and, if it is the case, where they have not met the stated selection criteria.

29.2 The panel will decide on the most appropriate form of feedback, which may be verbal or written depending on the nature of each campaign. Internal candidates can receive feedback at any stage of the selection process and external candidates only receive feedback if they’ve been unsuccessful at assessment.

30. Complaints

30.1 In the first instance we recommend speaking with the Talent Acquisition Manager who will try and resolve your complaint. Complaints must be made in writing, clearly stating the grounds for dissatisfaction and submitted to talent@ros.gov.uk.

30.2 PCS will help resolve issues from members throughout the recruitment process.

30.3 For internal campaigns, if your complaint is about our process or procedures and can’t be resolved informally via PCS or the Talent Acquisition Manager, this will be dealt with formally under RoS’ grievance procedures.

30.4 Please note that internal appeals against individual recruitment decisions, e.g. an unsuccessful application for a job vacancy, will only be heard if there are allegations of discrimination or procedural unfairness.

30.5 For external campaigns - we will investigate and respond in writing. Where someone is unsatisfied with our response following the conclusion of our investigation, they have the right to lodge a complaint with the Civil Service Commission.

30.6 The Civil Service Commission can hear complaints from anyone who believes a department has breached the requirements of the Recruitment Principles.

31. Support

Training

31.1 If it’s your first time being a Chair on a panel or interviewing, you must watch our mandatory on demand Behaviour Based Video, familiarise yourself with this policy and interview alongside an experienced interviewer. The Hiring Manager Handbook offers a comprehensive, step-by-step guide to the recruitment process.

People and Change

31.2 People and Change provide professional advice, guidance, and support to managers and employees at any stage of the recruitment process.

Civil Service Commission

31.3 The Civil Service Commission guides on rules, recruitment principles, and the Civil Service Code.

Talent Acquisition Hub

31.4 The Talent Acquisition Hub provides guidance to managers and employees about how to conduct a recruitment campaign.
Trade Union.

31.5 Employees can seek the advice and support of their PCS Trade Union representative at any stage.

32. Approval and review

32.1 This policy will be reviewed and approved by Strategic People Authority (SPA) annually, unless earlier review is appropriate.