Common use of Recruitment and Selection Clause in Contracts

Recruitment and Selection. PRINCIPLE 1 1. All members of the UK research community should understand that researchers are chosen primarily for their ability to advance research at an institution. 2. Employers should strive to attract excellence and respect diversity (see Principle 6). Recruitment and selection procedures should be informative, transparent and open to all qualified applicants regardless of background. Person and vacancy specifications must clearly identify the skills required for the post and these requirements should be relevant to the role. 3. Research posts should only be advertised as a fixed-term post where there is a recorded and justifiable reason. 4. To assure fairness, consistency and the best assessment of the candidates’ potential, recruitment and progression panels should reflect diversity as well as a range of experience and expertise. In order to promote these values, individuals who are members of recruitment and promotion panels should have received relevant recent training. Unsuccessful applicants should be given appropriate feedback if requested as this may be of assistance to the researcher in considering their further career development. 5. The level of pay or grade for researchers should be determined according to the requirements of the post, consistent with the pay and grading arrangements of the research organisation. The Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations came into force in October 2002. 1. limit the use of successive fixed term contracts (this aspect of the legislation came into full effect in July 2006). 2. prevent fixed term employees being treated less favourably than similar permanent employees. “The University has welcomed these changes as an opportunity to move towards an employment environment where our reliance on fixed term contracts is greatly reduced. This is because we believe this will provide: greater security of employment and a more positive working experience for all staff. enhanced ability to recruit and retain top quality people. an opportunity for staff to develop a broader skill base, leading to a more highly skilled, flexible and effectively managed workforce”. B. Recognition and Value PRINCIPLE 2 1. Employers are encouraged to value and afford equal treatment to all researchers, regardless of whether they are employed on a fixed term or similar contract. In particular, employers should ensure that the development of researchers is not undermined by instability of employment contracts. This approach should be embedded throughout all departmental structures and systems. 2. Commitment by everyone involved to improving the stability of employment conditions for researchers and implementing and abiding by the principles and terms laid down in the Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations (2002) and Joint Negotiating Committee for Higher Education Staff (JNCHES) guidance on the use of fixed-term contracts will provide benefits for researchers, research managers, and their organisations. 3. Research managers should be required to participate in active performance management, including career development guidance, and supervision of those who work in their teams. Employers should ensure that research managers are made aware of, and understand their responsibilities for the management of researchers and should provide training opportunities, including equality and diversity training, to support research managers in doing this. Institutions will wish to consider how research managers’ performance in these areas is developed, assessed and rewarded, and how effectively this supports good research management. 4. Organisational systems must be capable of supporting continuity of employment for researchers, such as funding between grants, other schemes for supporting time between grant funding, or systems for redeploying researchers within organisations where resources allow. Funders are expected to make it a priority to consider how their policies, guidance and funding can be enhanced to help employers to achieve this objective. 5. Pay progression for researchers should be transparent and in accordance with procedures agreed between the relevant trade unions and the employers nationally and locally. In HEIs, pay progression will be in accordance with the Framework Agreement, though recognising the flexibility that institutions have in implementing the Framework. 6. Researchers need to be offered opportunities to develop their own careers as well as having access to additional pay progression. Promotion opportunities should be transparent, effectively communicated and open to all staff. It is helpful if clear career frameworks for early stage researchers are outlined in organisational HR strategies. Leadership Development for Principal Investigators For further information about the resources see xxxx://xxx.xx.xx.xx/researchleader ” Appraisal a. compared with the enormous short-term pressures of the project, development and career plans for life beyond the research project can seem of low priority and become neglected, and b. development needs for future career plans (such as teaching experience) may be seen as conflicting with project needs (e.g. more time in the lab/library). The two meetings recommended are: A Project Review Meeting that concentrates on progress towards the goals of the specific research project, and A Development Review Meeting which focuses on the wider career and personal development of the researcher beyond the current project”. C. Support and Career Development PRINCIPLE 3 1. It is recognised that positions of permanent employment are limited in the UK research and academic communities and that not all researchers will be able to obtain such a position. It is, therefore, imperative that researcher positions in the UK are attractive in themselves (and not, for example, solely as potential stepping stones to permanent academic positions). This requires that they provide career development which is comparable to, and competitive with, other employment sectors. 2. A wide variety of career paths is open to researchers, and the ability to move between different paths is key to a successful career. It is recognised that this mobility brings great benefit to the UK economy and organisations will, therefore, wish to be confident that their culture supports a broad-minded approach to researcher careers and that all career paths are valued equally. 3. Employers, funders and researchers recognise that researchers need to develop transferable skills, delivered through embedded training, in order to stay competitive in both internal and external job markets. Therefore, as well as the necessary training and appropriate skills, competencies and understanding to carry out a funded project, researchers also need support to develop the communication and other professional skills that they will need to be both effective researchers and highly-skilled professionals in whatever field they choose to enter. 4. All employers will wish to review how their staff can access professional, independent advice on career management in general, particularly the prospect of employment beyond their immediate discipline base, or offering training and placements to broaden awareness of other fields and sectors. 5. Researchers benefit from clear systems that help them to plan their career development. Employers and funding bodies should assist researchers to make informed choices about their career progression by ensuring that their own policies and processes for promotion and reward are transparent and clearly stated and that all researchers are aware of local and national career development strategies. 6. Employers should provide a planned induction programme for researchers, on appointment to a research post, to ensure early effectiveness through the understanding of the organisation and its policies and procedures. They should also ensure that research managers provide effective research environments for the training and development of researchers and encourage them to maintain or start their continuous professional development. 7. Employers and funders will wish to consider articulating the skills that should be developed at each stage of their staff development frameworks and should encourage researchers to acquire and practise those skills. For example, researchers may be given the opportunity to manage part of the budget for a project, or to act as a mentor or advisor to other researchers and students.

Recruitment and Selection. PRINCIPLE 1 1. All members of the UK research community should understand that researchers are chosen primarily for their ability to advance research at an institution. 2. Employers should strive to attract excellence and respect diversity (see Principle 6). Recruitment and selection procedures should be informative, transparent and open to all qualified qualified applicants regardless of background. Person and vacancy specifications specifications must clearly identify the skills required for the post and these requirements should be relevant to the role. 3. Research posts should only be advertised as a fixedfixed-term post where there is a recorded and justifiable justifiable reason. 4. To assure fairness, consistency and the best assessment of the candidates’ potential, recruitment and progression panels should reflect reflect diversity as well as a range of experience and expertise. In order to promote these values, individuals who are members of recruitment and promotion panels should have received relevant recent training. Unsuccessful applicants should be given appropriate feedback if requested as this may be of assistance to the researcher in considering their further career development. 5. The level of pay or grade for researchers should be determined according to the requirements of the post, consistent with the pay and grading arrangements of the research organisation. The Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations came into force in October 2002. 1. limit the use of successive fixed fixed term contracts (this aspect of the legislation came into full effect in July 2006). 2. prevent fixed fixed term employees being treated less favourably than similar permanent employees. “The University has welcomed these changes as an opportunity to move towards an employment environment where our reliance on fixed fixed term contracts is greatly reduced. This is because we believe this will provide: greater security of employment and a more positive working experience for all staff. enhanced ability to recruit and retain top quality people. an opportunity for staff to develop a broader skill base, leading to a more highly skilled, flexible flexible and effectively managed workforce”. B. Recognition and Value PRINCIPLE 2 1. Employers are encouraged to value and afford equal treatment to all researchers, regardless of whether they are employed on a fixed fixed term or similar contract. In particular, employers should ensure that the development of researchers is not undermined by instability of employment contracts. This approach should be embedded throughout all departmental structures and systems. 2. Commitment by everyone involved to improving the stability of employment conditions for researchers and implementing and abiding by the principles and terms laid down in the Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations (2002) and Joint Negotiating Committee for Higher Education Staff (JNCHES) guidance on the use of fixedfixed-term contracts will provide benefits benefits for researchers, research managers, and their organisations. 3. Research managers should be required to participate in active performance management, including career development guidance, and supervision of those who work in their teams. Employers should ensure that research managers are made aware of, and understand their responsibilities for the management of researchers and should provide training opportunities, including equality and diversity training, to support research managers in doing this. Institutions will wish to consider how research managers’ performance in these areas is developed, assessed and rewarded, and how effectively this supports good research management. 4. Organisational systems must be capable of supporting continuity of employment for researchers, such as funding between grants, other schemes for supporting time between grant funding, or systems for redeploying researchers within organisations where resources allow. Funders are expected to make it a priority to consider how their policies, guidance and funding can be enhanced to help employers to achieve this objective. 5. Pay progression for researchers should be transparent and in accordance with procedures agreed between the relevant trade unions and the employers nationally and locally. In HEIs, pay progression will be in accordance with the Framework Agreement, though recognising the flexibility flexibility that institutions have in implementing the Framework. 6. Researchers need to be offered opportunities to develop their own careers as well as having access to additional pay progression. Promotion opportunities should be transparent, effectively communicated and open to all staff. It is helpful if clear career frameworks for early stage researchers are outlined in organisational HR strategies. Leadership Development for Principal Investigators For further information about the resources see xxxx://xxx.xx.xx.xx/researchleader ” Appraisal a. compared with the enormous short-term pressures of the project, development and career plans for life beyond the research project can seem of low priority and become neglected, and b. development needs for future career plans (such as teaching experience) may be seen as conflicting conflicting with project needs (e.g. more time in the lab/library). The two meetings recommended are: A Project Review Meeting that concentrates on progress towards the goals of the specific specific research project, and A Development Review Meeting which focuses on the wider career and personal development of the researcher beyond the current project”. C. Support and Career Development PRINCIPLE 3 1. It is recognised that positions of permanent employment are limited in the UK research and academic communities and that not all researchers will be able to obtain such a position. It is, therefore, imperative that researcher positions in the UK are attractive in themselves (and not, for example, solely as potential stepping stones to permanent academic positions). This requires that they provide career development which is comparable to, and competitive with, other employment sectors. 2. A wide variety of career paths is open to researchers, and the ability to move between different paths is key to a successful career. It is recognised that this mobility brings great benefit benefit to the UK economy and organisations will, therefore, wish to be confident confident that their culture supports a broad-minded approach to researcher careers and that all career paths are valued equally. 3. Employers, funders and researchers recognise that researchers need to develop transferable skills, delivered through embedded training, in order to stay competitive in both internal and external job markets. Therefore, as well as the necessary training and appropriate skills, competencies and understanding to carry out a funded project, researchers also need support to develop the communication and other professional skills that they will need to be both effective researchers and highly-skilled professionals in whatever field field they choose to enter. 4. All employers will wish to review how their staff can access professional, independent advice on career management in general, particularly the prospect of employment beyond their immediate discipline base, or offering training and placements to broaden awareness of other fields fields and sectors. 5. Researchers benefit benefit from clear systems that help them to plan their career development. Employers and funding bodies should assist researchers to make informed choices about their career progression by ensuring that their own policies and processes for promotion and reward are transparent and clearly stated and that all researchers are aware of local and national career development strategies. 6. Employers should provide a planned induction programme for researchers, on appointment to a research post, to ensure early effectiveness through the understanding of the organisation and its policies and procedures. They should also ensure that research managers provide effective research environments for the training and development of researchers and encourage them to maintain or start their continuous professional development. 7. Employers and funders will wish to consider articulating the skills that should be developed at each stage of their staff development frameworks and should encourage researchers to acquire and practise those skills. For example, researchers may be given the opportunity to manage part of the budget for a project, or to act as a mentor or advisor to other researchers and students.

Recruitment and Selection. PRINCIPLE 1 1. All members of the UK research community should understand that researchers are chosen primarily for their ability to advance research at an institution. 2. Employers should strive to attract excellence and respect diversity (see Principle 6). Recruitment and selection procedures should be informative, transparent and open to all qualified qualified applicants regardless of background. Person and vacancy specifications specifications must clearly identify the skills required for the post and these requirements should be relevant to the role. 3. Research posts should only be advertised as a fixedfixed-term post where there is a recorded and justifiable justifiable reason. 4. To assure fairness, consistency and the best assessment of the candidates’ potential, recruitment and progression panels should reflect reflect diversity as well as a range of experience and expertise. In order to promote these values, individuals who are members of recruitment and promotion panels should have received relevant recent training. Unsuccessful applicants should be given appropriate feedback if requested as this may be of assistance to the researcher in considering their further career development. 5. The level of pay or grade for researchers should be determined according to the requirements of the post, consistent with the pay and grading arrangements of the research organisation. The Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations came into force in October 2002. 1. limit the use of successive fixed fixed term contracts (this aspect of the legislation came into full effect in July 2006). 2. prevent fixed fixed term employees being treated less favourably than similar permanent employees. “The University has welcomed these changes as an opportunity to move towards an employment environment where our reliance on fixed fixed term contracts is greatly reduced. This is because we believe this will provide: greater security of employment and a more positive working experience for all staff. enhanced ability to recruit and retain top quality people. an opportunity for staff to develop a broader skill base, leading to a more highly skilled, flexible flexible and effectively managed workforce”. B. Recognition and Value PRINCIPLE 2 1. Employers are encouraged to value and afford equal treatment to all researchers, regardless of whether they are employed on a fixed fixed term or similar contract. In particular, employers should ensure that the development of researchers is not undermined by instability of employment contracts. This approach should be embedded throughout all departmental structures and systems. 2. Commitment by everyone involved to improving the stability of employment conditions for researchers and implementing and abiding by the principles and terms laid down in the Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations (2002) and Joint Negotiating Committee for Higher Education Staff (JNCHES) guidance on the use of fixedfixed-term contracts will provide benefits benefits for researchers, research managers, and their organisations. 3. Research managers should be required to participate in active performance management, including career development guidance, and supervision of those who work in their teams. Employers should ensure that research managers are made aware of, and understand their responsibilities for the management of researchers and should provide training opportunities, including equality and diversity training, to support research managers in doing this. Institutions will wish to consider how research managers’ performance in these areas is developed, assessed and rewarded, and how effectively this supports good research management. 4. Organisational systems must be capable of supporting continuity of employment for researchers, such as funding between grants, other schemes for supporting time between grant funding, or systems for redeploying researchers within organisations where resources allow. Funders are expected to make it a priority to consider how their policies, guidance and funding can be enhanced to help employers to achieve this objective. 5. Pay progression for researchers should be transparent and in accordance with procedures agreed between the relevant trade unions and the employers nationally and locally. In HEIs, pay progression will be in accordance with the Framework Agreement, though recognising the flexibility flexibility that institutions have in implementing the Framework. 6. Researchers need to be offered opportunities to develop their own careers as well as having access to additional pay progression. Promotion opportunities should be transparent, effectively communicated and open to all staff. It is helpful if clear career frameworks for early stage researchers are outlined in organisational HR strategies. Leadership Development for Principal Investigators For further information about the resources see xxxx://xxx.xx.xx.xx/researchleader ” Appraisal a. compared with the enormous short-term pressures of the project, development and career plans for life beyond the research project can seem of low priority and become neglected, and b. development needs for future career plans (such as teaching experience) may be seen as conflicting conflicting with project needs (e.g. more time in the lab/library). The two meetings recommended are: A Project Review Meeting that concentrates on progress towards the goals of the specific specific research project, and A Development Review Meeting which focuses on the wider career and personal development of the researcher beyond the current project”. C. Support and Career Development PRINCIPLE 3 1. It is recognised that positions of permanent 6. Employers should provide a planned induction employment are limited in the UK research programme for researchers, on appointment to and academic communities and that not all a research post, to ensure early effectiveness researchers will be able to obtain such a position. through the understanding of the organisation It is, therefore, imperative that researcher and its policies and procedures. They should also positions in the UK are attractive in themselves ensure that research managers provide effective (and not, for example, solely as potential stepping research environments for the training and stones to permanent academic positions). This development of researchers and encourage them requires that they provide career development to maintain or start their continuous professional which is comparable to, and competitive with, development. other employment sectors. 2. A wide variety of career paths is open to researchers, and the ability to move between different paths is key to a successful career. It is recognised that this mobility brings great benefit to the UK economy and organisations will, therefore, wish to be confident that their culture supports a broad-minded approach to researcher careers and that all career paths are valued equally. 3. Employers, funders and researchers recognise that researchers need to develop transferable skills, delivered through embedded training, in order to stay competitive in both internal and external job markets. Therefore, as well as the necessary training and appropriate skills, competencies and understanding to carry out a funded project, researchers also need support to develop the communication and other professional skills that they will need to be both effective researchers and highly-skilled professionals in whatever field they choose to enter. 4. All employers will wish to review how their staff can access professional, independent advice on career management in general, particularly the prospect of employment beyond their immediate discipline base, or offering training and placements to broaden awareness of other fields and sectors. 5. Researchers benefit from clear systems that help them to plan their career development. Employers and funding bodies should assist researchers to make informed choices about their career progression by ensuring that their own policies and processes for promotion and reward are transparent and clearly stated and that all researchers are aware of local and national career development strategies. 6. Employers should provide a planned induction programme for researchers, on appointment to a research post, to ensure early effectiveness through the understanding of the organisation and its policies and procedures. They should also ensure that research managers provide effective research environments for the training and development of researchers and encourage them to maintain or start their continuous professional development. 7. Employers and funders will wish to consider articulating the skills that should be developed at each stage of their staff development frameworks and should encourage researchers to acquire and practise those skills. For example, researchers may be given the opportunity to manage part of the budget for a project, or to act as a mentor or advisor to other researchers and students.consider

Recruitment and Selection. PRINCIPLE 1 1. All members of the UK research community should understand that researchers are chosen primarily for their ability to advance research at an institution. 2. Employers should strive to attract excellence and respect diversity (see Principle 6). Recruitment and selection procedures should be informative, transparent and open to all qualified applicants regardless of background. Person and vacancy specifications must clearly identify the skills required for the post and these requirements should be relevant to the role. 3. Research posts should only be advertised as a fixed-term post where there is a recorded and justifiable reason. 4. To assure fairness, consistency and the best assessment of the candidates’ potential, recruitment and progression panels should reflect diversity as well as a range of experience and expertise. In order to promote these values, individuals who are members of recruitment and promotion panels should have received relevant recent training. Unsuccessful applicants should be given appropriate feedback if requested as this may be of assistance to the researcher in considering their further career development. 5. The level of pay or grade for researchers should be determined according to the requirements of the post, consistent with the pay and grading arrangements of the research organisation. The Fixed-term Employees (Prevention of Less Favourable Treatment) Regulations came into force in October 2002. 1. limit the use of successive fixed term contracts (this aspect of the legislation came into full effect in July 2006). 2. prevent fixed term employees being treated less favourably than similar permanent employees. “The University has welcomed these changes as an opportunity to move towards an employment environment where our reliance on fixed term contracts is greatly reduced. This is because we believe this will provide: greater security of employment and a more positive working experience for all staff. enhanced ability to recruit and retain top quality people. an opportunity for staff to develop a broader skill base, leading to a more highly skilled, flexible and effectively managed workforce”. B. Recognition and Value PRINCIPLE 2 1. Employers are encouraged to value and afford equal treatment to all researchers, regardless of whether they are employed on a fixed term or similar contract. In particular, employers should ensure that the development of researchers is not undermined by instability of employment contracts. This approach should be embedded throughout all departmental structures and systems. 2. Commitment by everyone involved to improving the stability of employment conditions for researchers and implementing and abiding by the principles and terms laid down in the Fixed Term Employees (Prevention of Less Favourable Treatment) Regulations (2002) and Joint Negotiating Committee for Higher Education Staff (JNCHES) guidance on the use of fixed-term contracts will provide benefits for researchers, research managers, and their organisations. 3. Research managers should be required to participate in active performance management, including career development guidance, and supervision of those who work in their teams. Employers should ensure that research managers are made aware of, and understand their responsibilities for the management of researchers and should provide training opportunities, including equality and diversity training, to support research managers in doing this. Institutions will wish to consider how research managers’ performance in these areas is developed, assessed and rewarded, and how effectively this supports good research management. 4. Organisational systems must be capable of supporting continuity of employment for researchers, such as funding between grants, other schemes for supporting time between grant funding, or systems for redeploying researchers within organisations where resources allow. Funders are expected to make it a priority to consider how their policies, guidance and funding can be enhanced to help employers to achieve this objective. 5. Pay progression for researchers should be transparent and in accordance with procedures agreed between the relevant trade unions and the employers nationally and locally. In HEIs, pay progression will be in accordance with the Framework Agreement, though recognising the flexibility that institutions have in implementing the Framework. 6. Researchers need to be offered opportunities to develop their own careers as well as having access to additional pay progression. Promotion opportunities should be transparent, effectively communicated and open to all staff. It is helpful if clear career frameworks for early stage researchers are outlined in organisational HR strategies. Leadership Development for Principal Investigators For further information about Appraisal “Like other staff members, researchers should have regular formal progress and review meetings, often referred to as appraisal. Appraisal arrangements for researchers must cover two distinct sets of goals and, given the resources see xxxx://xxx.xx.xx.xx/researchleader ” Appraisalparticular needs of research staff, this Code of Practice recommends two distinct types of formal review meeting to discuss the research project and personal development. a. compared with the enormous short-term pressures of the project, development and career plans for life beyond the research project can seem of low priority and become neglected, and b. development needs for future career plans (such as teaching experience) may be seen as conflicting with project needs (e.g. more time in the lab/library). The two meetings recommended are: A Project Review Meeting that concentrates on progress towards the goals of the specific research project, and A Development Review Meeting which focuses on the wider career and personal development of the researcher beyond the current project”. C. Support and Career Development PRINCIPLE 3 1. It is recognised that positions of permanent 6. Employers should provide a planned induction employment are limited in the UK research programme for researchers, on appointment to and academic communities and that not all a research post, to ensure early effectiveness researchers will be able to obtain such a position. through the understanding of the organisation It is, therefore, imperative that researcher and its policies and procedures. They should also positions in the UK are attractive in themselves ensure that research managers provide effective (and not, for example, solely as potential stepping research environments for the training and stones to permanent academic positions). This development of researchers and encourage them requires that they provide career development to maintain or start their continuous professional which is comparable to, and competitive with, development. other employment sectors.. 7. Employers and funders will wish to consider 2. A wide variety of career paths is open to articulating the skills that should be developed at researchers, and the ability to move between each stage of their staff development frameworks different paths is key to a successful career. It is and should encourage researchers to acquire and recognised that this mobility brings great benefit to practise those skills. For example, researchers the UK economy and organisations will, therefore, may be given the opportunity to manage part of wish to be confident that their culture supports a broad-minded approach to researcher careers and that all career paths are valued equally. 3. Employers, funders and researchers recognise that researchers need to develop transferable skills, delivered through embedded training, in order to stay competitive in both internal and external job markets. Therefore, as well as the necessary training and appropriate skills, competencies and understanding to carry out a funded project, researchers also need support to develop the communication and other professional skills that they will need to be both effective researchers and highly-skilled professionals in whatever field they choose to enter. 4. All employers will wish to review how their staff can access professional, independent advice on career management in general, particularly the prospect of employment beyond their immediate discipline base, or offering training and placements to broaden awareness of other fields and sectors. 5. Researchers benefit from clear systems that help them to plan their career development. Employers and funding bodies should assist researchers to make informed choices about their career progression by ensuring that their own policies and processes for promotion and reward are transparent and clearly stated and that all researchers are aware of local and national career development strategies. 6. Employers should provide a planned induction programme for researchers, on appointment to a research post, to ensure early effectiveness through the understanding of the organisation and its policies and procedures. They should also ensure that research managers provide effective research environments for the training and development of researchers and encourage them to maintain or start their continuous professional development. 7. Employers and funders will wish to consider articulating the skills that should be developed at each stage of their staff development frameworks and should encourage researchers to acquire and practise those skills. For example, researchers may be given the opportunity to manage part of the budget for a project, or to act as a mentor or broad-minded approach to researcher careers and advisor to other researchers and students. that all career paths are valued equally.