Hampshire Fire and Rescue Authority

Human Resources Committee Item 11

4^th July 2008

Recruitment Processes Review

Report of the Director of Human Resources

Contact: Geoff Howsego - Director of Human Resources Tel: 023 644000 ext 2362

1

Summary

1.1

The purpose of this report is to update Members on the review of recruitment processes that is currently underway in the HR department.

2

RecommendationError! Bookmark not defined.

2.1

That the report be noted.

3

Introduction Error! Bookmark not defined.and Background

Based on an initial review of the systems and customer feedback, the Director of HR identified the need to streamline the service's recruitment practices in order to:

¬ improve efficiency and effectiveness,

¬ improve accountability and responsibility for those involved in the process,

¬ speed up the process,

¬ minimise bottlenecks and administrative errors

¬ provide an improved customer focused service (internal and external).

As part of a trial to assess the viability of offering project based student placements, a Masters student, Monsurat Omotayo from Portsmouth Business School, undertook an analysis of existing processes with support from Claire Williams, HR Consultant. The processes for Green Book, Whole Time and Retained recruitment were mapped in detail. Internal administrative support processes as well as assessment stages were captured. The mapping was conducted in conjunction with members of the Workforce Planning, Workforce Support and Occupational Health Teams.

The various stages in the work flow processes were assessed and particular problem areas identified. The most pressing issue related to the flow of information between Managers (when filling a green book post), Workforce Planning and Workforce Support (in relation to all vacancies).

The existing communication/administration process:

¬ Is a mixture of electronic and paper based,

¬ Includes "double handling" of information which is resource intensive and increases the risk of errors.

¬ Allows information to be accepted from managers in a variety of formats and at different stages in the process. This was done in the interests of customer care but this creates problems for Workforce Planning and Support.

¬ Includes typing stages as documents leave the HR department to be typed by the word processing team. This inevitably slows the process down and builds in a further potential for error.

¬ Recruits received an extremely complicated and comprehensive contract of employment (approximately 191 pages of forms, policy and procedures and a 25 page contract letter). This does not give a professional and modern image of the service.

To address these problems, the following proposals have been made and are to be implemented in relation to Green Book recruitment initially, with the intention of broadening the process to include all recruitment processes ultimately:

¬ Workforce Planning will not accept a vacancy for recruitment without all the information that managers need to supply. Information about the post and timetable for recruitment cannot come into the team piecemeal (subject to consultation with managers).

¬ A spreadsheet will be the single data source throughout the recruitment process. Managers will complete the fields relating to the post, Workforce Planning will complete the fields relating to the person and finally workforce support will complete the fields relating to wider organisational issues.

¬ The contract document is being reduced to the user friendly statutory requirements (approximately 3 - 4 sides of A4) and recruits will be signposted to supplementary information in the HFRS intranet. Where possible, forms to be returned by new recruits will be provided electronically.

¬ The relevant information from the spreadsheet mentioned above will be mail merged into the shortened contract of employment (a word document). This negates the need to double handle the information within the HR department, reduces the risk of errors and uses less resource as the Word Processing Team will not be involved in the production of contracts.

Other possible improvements were identified as part of recruitment review such as increasing flexibility within the induction process. These issues will be subject to further consideration.

4

Contribution to Corporate Aims and Objectives

4.1

It is essential that recruitment processes bring staff into the organisation as quickly and efficiently as possible once it has been identified that there is a need to recruit. The image of the service will be diminished if these processes do not run smoothly with timely and accurate communications, including the issuing of contracts of employment. The process needs to more reasonably meet the needs of managers in delivering their objectives. These improvements will help provide this service in a more customer (and business) focused way.

5

Risk Analysis

5.1

Although not specifically highlighted in the Corporate Risk Register, failure to recruit in a timely fashion could leave the service short of key staff.

6

Resource Implications

6.1

Human Resources

The proposals in relation to employment contracts will create extra capacity in the word processing team which will be refocused into other proactive activities to take forward the Workforce Strategy and key strategic/organisational projects.

6.2

Physical Resources

Not applicable

6.3

Information and Communications Technology Resources

The software packages that staff will be using to gather information about the person/post and issue the contract (Excel and Word) is in already installed and in daily use. Future systems design will continue to support the drive for improved efficiency and effectiveness.

6.4

Financial Implications

Not applicable.

7

Equality Impact Assessment

7.1

The proposals within this report are considered compatible with the provisions of the European Convention on Human Rights, the Human Rights Act 1998, and the Race Relations (Amendment) Act 2000.

Background Information (Section 100D of Local Government Act 1972)

The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report:

None

Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act.