This snapshot, taken on 04/03/2010, shows web content selected for preservation by The National Archives. External links, forms and search boxes may not work in archived websites.

We're creating a single website for everything to do with BIS but, while we do that, you'll find information in three places. > Find what you're looking for

 
 

HR Screening and Recruitment

Screening and Verification

Applicants for employment should be subject to verification at the time of application.

This entails:

  • Taking up at least two references
  • Checking the accuracy and completeness of curriculum vitae
  • Confirming academic and professional qualifications
  • An identification check
  • A credit check for applications for particularly sensitive jobs

The process should apply to temporary staff and contractors as well as permanent staff.

Staff with access to highly sensitive information should be subject to periodic credit checks.

If your company uses recruitment or temp agencies, any agreements with them should specify the agency's responsibilities for screening applicants.

Vetting

Verification is different from 'vetting'. Vetting is a stronger term, normally relating to the gathering of detailed personal information about the potential employee.

Such practices are by their very nature intrusive, and require sensitivity. The Information Commissioner has produced a series of codes of practice, including The Employment Practices DP Code Part 1: Recruitment and Selection. This states:

In some sectors vetting may be a necessary and accepted practice. Limited vetting may be a legal requirement for some jobs, for example under the Protection of Children Act 1999. The Department of Health is developing a Protection of Vulnerable Adults list which employers intending to recruit individuals to work with certain vulnerable adults may be required to consult. The Data Protection Act 1998 does not necessarily prohibit the use of such vetting, but regulates whether and how it may be carried out.

The best practice suggested by the Commissioner includes the following benchmark checklist:

  1. Only use vetting where there are particular and significant risks to the employer, clients, customers or others, and where there is no less intrusive and reasonably practicable alternative
  2. Only carry out pre-employment vetting on an applicant at an appropriate point in the recruitment process. Comprehensive vetting should only be conducted on a successful applicant
  3. Make it clear early in the recruitment process that vetting will take place and how it will be conducted
  4. Only use vetting as a means of obtaining specific information, not as a means of general intelligence gathering. Ensure that the extent and nature of information sought is justified
  5. Only seek information from sources where it is likely that relevant information will be revealed. Only approach the applicant's family or close associates in exceptional cases
  6. Do not place reliance on information collected from possibly unreliable sources. Allow the applicant to make representations regarding information that will affect the decision to finally appoint
  7. Where information is collected about a third party, e.g. the applicant's partner, ensure so far as practicable that the third party is made aware of this
  8. If it is necessary to secure the release of documents or information from a third party, obtain a signed consent form from the applicant.

Legislation

The guidance in this section is based on best practice, and seeks to provide pragmatic advice that operates within the law.

HR issues cannot be considered without taking legislation into account, notably:

The law is complex, as are the myriad rules and regulations regarding employment. In matters of doubt or great importance, you will need professional assistance.

If the above has proved useful, you may also wish to visit our HR Discipline and Dismissal  section.

© Crown copyright2010