This page provides guidance on how to recruit professional and research staff to the College, along with key links to related policies and information. Click here for guidance on Academic Appointments.

If you are looking to hire a someone who is currently overseas and/or needs to obtain the right to work in the UK, please ensure you read through the visa and right to work guidance.  

Please note that parts of the following guidance will not be applicable to the Faculty of Engineering, as Departments in this Faculty have dedicated Recruitment Administrators who coordinate the process in place of the Recruitment Hub.

A Guide to recruiting:

Recruitment and Selection Policy

Recruiting talented and diverse individuals is key to achieving the Imperial College London’s core mission as well as cultivating a supportive, diverse, and considerate community based on inclusivity, mutual respect and a commitment to excellence. The Recruitment and Selection Policy provides an overview of the College’s approach to recruitment and selection as well as the legal requirements involved. It should be read and implemented in conjunction with the appropriate procedure and process for a specific job family and contract type.

Recruitment Timeline

Determining the need to recruit

Before initiating a recruitment process, the Hiring Manager should carefully review and consider the following key areas to ensure that the role fully meets their business needs:

For positions arising when a postholder vacates a role

- Establish how the vacancy fits into the team/department/division:
  • Is the role still required?
  • Where does it fit in with your strategic plan?
  • Is the workload or structure likely to change in the near future?
  • Is a different skill set needed?
  • If so, should recruitment be delayed until the exact requirements are clear?
- Establish the key requirements of the post
  • Discuss the role with the outgoing postholder, line manager and/or key contacts to establish what works well and areas for improvement
  • Have the requirements of the job changed?
  • Are any parts of the job no longer required?
  • Should any new responsibilities be included?
  • Could some duties and responsibilities be allocated to existing staff as a development opportunity?

For all positions (new requirement or existing)

- Consider how the position requirements should be delivered:
  • Consider the most appropriate type of contract e.g. open ended, fixed term, temporary.
  • Does the post have to be performed on a full-time basis at set times to meet business needs?
  • Could a more flexible arrangement be accommodated e.g. part time, etc?
  • Is there a defined time limit for the appointment e.g. due to external funding or to cover maternity leave, staff absence, etc?
  • Consider the location arrangements of the post. Will the role be hybrid or on site? For more information, see our Guidance for hiring managers on the Work Location Framework


Job descriptions and person specifications

Job descriptions

The Job Description is the document which includes all the job details, the role responsibilities and the person specification.

A job description should:

  • Reflect the representative work activities detailed in the relevant Job Family grading description.
  • Have a job title that clearly and accurately reflects what the job entails and should make sense to an audience both inside and outside of the College. This will significantly help attract qualified and suitable applicants for our vacancies.
  • Conform to the College's standard templates  in order to ensure consistency
  • Provide a clear and accurate description of the main duties and responsibilities of the job for potential applicants and postholders
  • Provide the basis of an accurate, justifiable and objective person specification


Person Specifications

Based on the job description, the criteria set out in the Person Specification must be justifiable, measurable and job relevant. We typically categorise criteria under the headings: Education, Experience, Knowledge, and Skills & Abilities.

The person speficication should outline which criteria are essential and which are desirable.

Essential criteria:

  • The minimum requirements that the applicant must hold in order to be considered for the post. 
  • These are what prospective candidates will use to decide whether or not to apply. 
  • You must be able to justify that these criteria are fundamental to the post and proportionate for the Job Family grade advertised.
  • Do not overstate requirements otherwise you may miss out on good candidates.
  • Consider the type of support and training available and whether or not a particular competency is required on the first day or could be learnt over a period of time..

Desirable criteria:

  • These are criteria that would be useful for candidates to have, but not strictly necessary. 
  • Where you have many candidates meeting the essential criteria you may decide to move to shortlisting candidates on your desirable criteria. 
All criteria must be measurable:
  • Avoid woolly terminology e.g. "good communication skills".
  • Be specific and describe what is needed e.g. 'complex report writing skills', etc.
  • Criteria must be capable of being assessed through application forms, interviews, and selection tests.
  • DO NOT include any terminology that could be discriminatory:
    • Age: do not specify an age or age range, use ageist language such as ‘young' or ‘mature', use phrases such as ‘dynamic’ or ‘energetic’, or specify the number of years of experience required for a role. 
    • Disability: do not request attendance records or details of health issues. Where applicable, dependent on the role, fitness to work will be assessed by Occupational Health processes, subject to the requirements set out in the Equality Act.
    • Sex discrimination or sexual orientation: do not request details of personal circumstances.
Further guidelines:
  • Use only job relevant qualifications that are appropriate for the role and Job Family grade.
  • Include ‘or equivalent' when stating qualification standards to accommodate candidates who have the competencies required but, for example, have been educated overseas or prior to the introduction of specific qualifications, taken a career break for childcare purposes, or progressed their career through non-traditional routes. This will encourage applicants from a wide range of backgrounds to apply without compromising your needs and ensure that you meet legislative requirements.
  • Criteria should describe the level of performance required for the role. For example, “working knowledge of GDPR” vs. “detailed knowledge of GDPR” or “basic Excel skills” vs. “advanced Excel skills”
  • Criteria can be work-environment specific, sector specific, job-related or general.
  • Phrase criteria carefully in order to avoid misinterpretation and ambiguity. Avoid any reference to local or Imperial centric procedures, terminology, jargon and acronyms.
  • Detail special working conditions. For example, ability to work specific shift patterns or beyond standard working hours, or ability to travel for conferences. Remember to explore these at interview.
  • If a DBS check is required, this must be clearly stated on the job description as well as on the advert (standard wording is provided in the templates). For more information on DBS checks see our Manager’s guidance.

Evaluating a job's grade

All new job descriptions, and, where ap‌propriate, substantially changed positions (as determined by HR) require job evaluation.

Generic graded job descriptions should be used where relevant; and job descriptions that have been previously evaluated do not need to be submitted again for re-evaluation unless significant revisions have been made.

How are jobs evaluated?
  • They are evaluated by a panel of HR Operations staff who have been trained in using the HAY job evaluation methodology at weekly Job Evaluation review meetings. The purpose of these meetings is to achieve a consistent approach to job evaluations across the College.
  • Senior Academic (Reader & Professor level) and Levels 6/7 Professional Services or Learning & Teaching Job Family roles should be forwarded to the relevant HR Partner in the first instance for evaluation.
How do I request that a job be evaluated?

Email your Job Description & Person Specification and Organisation chart to the Job Evaluation Panel by 12 noon on Friday, so that it can be considered at the following week’s meeting (meetings normally take place every Tuesday). 

A HR/Recruitment representative will advise you of the outcome of the job evaluation as soon as practicable after the meeting.

If you require assistance developing or amending the job description and person specification so that it reflects your intentions/feel for the job, please contact your HR/Recruitment representative. 


It is College policy that all job opportunities over 6 months in length must be advertised, at least internally.

Drafting your Advert

Please utitlise our Advert Template, which sets out the format for the College’s advertising style along with hints and recommendations for each section of the advert.


We then recommend copying and pasting your advert text onto the Textio‌ platform and see what further hints you can get to optimise it. Textio is an augmented writing guidance system which covers gender, ageism and ableism to help you draft all your recruitment documents e.g. advertisements, candidate correspondence, etc.  

  • Using it is simple, and our Textio crib sheet will help you  
  • Textio provides access to a library of existing Imperial recruitment advertisements which have already been evaluated by the system to show which phrases are successful in attracting quality candidates.
  • You can use an existing advert and modify it to meet your purposes or alternatively use Textio to write a new advert.

Your advert should:

  • Reflect the representative work activities detailed in the relevant Job Family grading description
  • Have a job title which is a clear and an accurate reflection of the job. This title will maximise the reach of the advert – i.e. it will have search engine optimisation
  • Be gender neutral (do not use “s/he”)
  • Conform to the College's standard templates in order to ensure consistency
  • Sell the job to potential applicants; engage with the audience; contain hyperlinks to news stories and videos about what has been happening in your team
  • Attract high calibre applicants and motivate them to apply
  • Encourage  applicants who do not meet the requirements set out within the person specification  to self-select out of the process
  • Be clear, concise and informative
  • State the main duties and responsibilities
  • State the essential skills, qualifications & experience needed
  • Include any other key points - for example, contractual terms such as length of contract for Fixed term posts or FTE for part time posts
  • State who to contact for further details, providing an email address
  • Include the interview date if you can


Placing your Advertisement

1. Creating a job requisition in Talentlink

Once your job description and advert are ready, hiring managers (or their administrators) can proceed to submit an online Request to Recruit form to create a job requisition in the College’s recruitment system, TalentLink. To get started, view our Online Request to Recruit guidance.

Once your form is submitted, the Recruitment Hub receive a notification, review your job requisition and request the relevant approvals.

Please note that approvals will always be requested via our recruitment system, TalentLink. These approvals normally include your Department Operations Manager (or similar departmental approver) and Finance and/or Research Office.  In some instances, additional approvals may be required outside of this system.  

Top Tip: Please quote your job number in all communication with the Recruitment Hub team to enable us respond to you quicker.

2. Advertising on the College's career website

The Recruitment Hub will place all vacancies on the College’s career website for a minimum of two weeks. The hiring manager can decide if the vacancy is made available to all applicants or internal applicants only (current staff and members of the College community).

3. Advertising externally

  • If you wish to advertise externally, please provide details of the media or websites to the Recruitment Hub who will obtain quotes.
  • The College recommends as a relevant and cost-effective job board for all roles, but if you are unsure where to advertise, please speak to the Recruitment Hub and we will be happy to make some suggestions.
  • Once the Recruitment Hub have costings from the advertising agency/vendor, we will email these to you for approval and for you to select the appropriate advertising package, if applicable.
  • Purchase Orders: You or your department administrator should then raise a Purchase Order (PO) using the iProcurement system. Please note: all recruitment advertising is VAT exempt, so for Intended Use, select “3 - charitable advertising”.
  • Please email the relevant PO number(s) to the Recruitment Hub and confirm your final approval.
  • The Recruitment Hub will then arrange for your advertisement to be placed in the requested media.
  • LinkedIn: The Recruitment Hub have a recruiter licence to post promoted job adverts on LinkedIn at a discounted rate.

4. Use of employment agencies

  • Specialised/hard to recruit posts can sometimes be filled by using an employment agency or executive search firm.
  • A list of preferred suppliers is currently under review. However, the Recruitment Hub can recommend agencies with whom the College has already agreed terms.
  • Engagement with an employment agency or executive search firm should be done via the Recruitment Hub: 
    • We will confirm that the agency has a clear equal opportunities policy. 
    • We work together to ensure that applications and candidates come from the widest pool possible and are submitted via the TalentLink Agency Portal.
    • We will work with Procurement to ensure competitive T&Cs and value for money.


The information given below will advise you on shortlisting panel selection and composition, along with the process to follow when shortlisting applicants for interview.

The Panel

The panel should be set up as soon as possible following approval to recruit.

For non-Academic posts, there must be a minimum of 2, preferably 3, panel members to ensure objective decision-making.

Panel members should:

  • Offer specialist knowledge relevant to the role
  • Be as diverse as possible.

Please note that it is College policy that at least one member of the panel must have been trained in recruitment and selection. And wherever possible the panel should not be all of the same gender.

There should be continuity of panel membership from the shortlisting to the interview stage to facilitate understanding and consistency within the selection process.

The Process

  • Following the vacancy closing date, the Recruitment Hub will email a Shortlisting Record Form to the hiring manager/shortlisting panel with instructions for conducting shortlisting. Please see our Hiring Manager – How to view applications on TalentLink‌
  • The shortlisting panel should:
    • Agree clear shortlisting criteria based on the essential criteria in the Person Specification.
    • Review and assess each applicant’s application against the criteria on the Shortlisting record form.
    • Where a large number of candidates meet the essential criteria, you may need to shortlist candidates on the desirable criteria.
  • Once the form is complete and candidates ranked, flag any individuals you think warrant discussion.
  • Aggregate the rankings and comments of all panel members.
  • Ensure all decisions are made on objective assessment, not personal opinion.
  • Email the completed Shortlisting Record Form to the Recruitment Hub, advising whether candidates should be interviewed, placed on hold or rejected.
  • The Recruitment Hub will then inform candidates accordingly via TalentLink. This will ensure that candidates are kept updated about the status of their application promptly by email.
  • Time to shortlist: We ideally want to shortlist as quickly as possible so as to provide a positive candidate experience and to minimise the risk of losing out on strong candidates who may get competing interviews/offers. A timeframe of less than two weeks to shortlist is ideal.

Additional information

Candidates with disabilities

As a Disability Confident Leader, the College is committed to encouraging applications from people with a disability and interviewing all applicants with a disability who meet the minimum essential criteria detailed in the Job Description/Person Specification.

Applicants who indicate on their application form that they have a disability will be highlighted on the shortlisting record form. If these applicants meet all the essential criteria for the job must be invited for interview.

Redeployee candidates

The college’s change management policy states that when a member of staff is at risk of redundancy, they will be given priority consideration for any posts identified as ‘suitable alternate’ in line with their skills, experience and capabilities. If an at-risk employee has applied to your vacancy and the recruitment panel considers that they meet the minimum criteria for the job you must invite them to an interview. 

If you have shortlisted a member of staff at risk of redundancy, they should ideally be interviewed before other candidates.

However, we recognise this is often not always practical so you may interview the at-risk candidate at the same time as external candidates. If at interview an at-risk candidate demonstrates that they fully meet the requirements of the role they would normally be appointed before other candidates who may have performed better at the interview.

Please ensure that your interview questions align with the essential criteria in the person specification and that your scoring and interview notes reflect your recruitment decision. This is vital so that we can provide specific feedback to the at-risk candidate if they are not appointed to the role.

If you are uncertain about your interview decision and/or how to communicate any decision to the candidate in question, please contact your Strategic HR Partner who can provide further support & advice and discuss any specific queries you may have.

Record Keeping

The Recruitment Hub must retain a copy of the Shortlisting Record(s) and Interview forms/interview notes for a period of 6 months after the appointment decision is made, during which time they may be required for review by HR or in case of an Employment Tribunal complaint or for applying for a Certificate of Sponsorship (CoS).

In the course of a recruitment process, you will be handling personal data of candidates. Therefore, please ensure you are following GPDR guidelines.

Recruitment Monitoring

Recruitment monitoring is essential to ensure we comply with equality legislation, as such, all applicants will be asked to provide details of their protected characteristics and via the online recruitment system. This will be anonymous and only visible to TalentLink recruitment users. It must not be shared with shortlisting/interview panel members. – Data/reporting can be requested.


Candidates who are not shortlisted will receive a standard regret email via the online recruitment system. If you would prefer to write to those who are unsuccessful personally (e.g. to internal applicants known to you), please advise the Recruitment Hub when you email them the completed Shortlisting form.

Providing feedback to applicants not shortlisted

  • Where candidates who are not shortlisted request feedback, you may thank them for their application and advise them that they were not shortlisted for interview as they were unable to provide sufficient evidence on their application form to demonstrate how they met the essential criteria detailed on the person specification. Due to the number of applications we receive, we generally are not able to provide specific feedback to candidates at this stage of the recruitment process.
  • Alternatively, should you wish to provide more detailed feedback, use the notes/comments on the Shortlisting Record Form to explain to the candidate how they met/did not meet the shortlisting criteria.  

Interview arrangements

Interview arrangements

Step 1 - identify the interview panel
  • For non-Academic posts, there should be a minimum of 2, preferably 3, panel members to ensure objective decision-making.
  • Panel members should:
    • Include the line manager and others with knowledge relevant to the role e.g. a user of the service.
    • Be as diverse as possible.
    • Identify a Chair
  • Please note: it is College policy that at least one member of the panel must have been trained in recruitment and selection and that individual departments/divisions are responsible for ensuring compliance with this.
Step 2 - set up the interviews

You will need to work closely with the Recruitment Hub regarding the arrangements for assessment. We will be on hand to provide administrative support. In order to make the experience as steamlined and seamless as possible, please provide the following information:

When setting an interview date, please give candidates sufficient notice (normally 5 days) to attend and allow the Recruitment Hub time to process your request. Please see the Recruitment Hub's Service Level Agreements for more details.

  • Agree a realistic timetable which allows for the interview, selection tests, preparation for next candidate and comfort breaks.
  • Make appropriate arrangements for a venue for the interview/selection test to take place.
  • Try to give candidates flexibility over interview times to cater for those travelling long distances, religious needs, caring responsibilities, etc.
  • If it is not possible for candidates to attend the interview then consider a video interview.
  • Provide the Interview Panel with details of interview arrangements
Step 3 - interview and assessment preparation


  • Interview questions should be relevant to the selection criteria and should provide the candidate with an opportunity to demonstrate their knowledge, skills, etc.
  • Pre-prepared questions and question categories should remain consistent whereas probing questions may vary according to how the candidate answers questions.
  • We recommend using the College’s Interview Assessment Form template.

For further advice, please see our Interviewing tips.

Interviewing skills are also covered as part of the recruitment and selection course.

Optional Assessment

Selection exercises are a useful tool for checking a candidate's knowledge or practical ability. These should reflect the job content and be checked beforehand to ensure that they are clearly explained and can be performed in the allotted time frame.

  • The following types of selection exercises may be useful:
    • IT tests
    • In-tray exercises e.g. prioritising
    • Tests on factual information required for the job e.g. important safety information
    • Case studies – these can be provided on the day or before interview
    • Presentations
  • Identify someone to coordinate and administer any selection tests
Reasonable adjustments

Please be prepared that candidates may request reasonable adjustments at any point in the recruitment process. Examples of adjustments include (but are not limited to):

  • additional time to complete an assessment
  • sign language interpreter
  • induction loop
  • written material in Braille or large print (please specify size of font)
  • wheelchair access
  • personal support or assistance
  • keyboard for written tests
  • accessible parking
  • assistance in and out of vehicle
  • rest breaks in between the interview/assessment

We are committed to providing a fully inclusive and accessible recruitment process and making reasonable adjustments when requested. If you need any support in providing adjustments, get in touch with the Recruitment Hub team.

Step 4 - On the day
  •  You should convene the interview panel at least 15-30 minutes before the start of the interviews and agree, if you have not already done so:
    • Who will provide an explanation of the role and who will answer questions from the interviewee
    • Areas of questioning and the order in which panel members will ask questions
    • Who will make notes of all questions and responses or if everyone will take notes
    • How and when candidates will be informed of the outcome of the interview
  • Whether interviews are face-to-face or on video, please ensure you ask to see the candidates' right to work in the UK and that you complete the  for the successful candidate.
  • Make sure you explain to candidates the work location requirements for the role. Please see the Guidance for hiring managers on the Work Location Framework for more details.
Interview format
Welcome the candidate
  • Thank the candidate for coming and introduce panel members
  • Briefly explain the interview format/procedure
  • Begin by asking a 'scene setting' question e.g.  “Tell us a little about your current job/experience.” or “What is it about this job that particularly interests you?”
Encourage candidate to provide examples to demonstrate their competence
  • Ask all candidates the pre-prepared questions, following up responses where necessary
  • Encourage the candidate to talk e.g. by nodding to indicate you are listening and interested
  • Encourage the candidate to provide a range of examples to substantiate their answers
Control the interview
  • Use words like 'specifically', or, 'in outline', to focus attention on issues
  • Tactfully but firmly clamp down on the over-talkative candidate e.g. "Thank you, that's fine, let's move on to ...” or "Can we concentrate a little more on this particular issue?”
  • Keep an eye on time
Pick up employment issues
  • Check notice periods
  • Clarify referee details and when they may be contacted
Supply necessary information
  • Briefly add to information already made available to candidate
  • Answer candidates questions
  • Inform candidate of the next steps in the selection procedure
Close the interview
  • Bring the interview to a close.
Step 5 - Making the decision
  • Consider the information gathered on each candidate against the person specification
  • Deselect candidates who do not meet the minimum criteria
  • Rank candidates who meet the minimum criteria and take an objective view of where candidates do not meet, partly meet, fully meet the criteria.
  • Add the agreed reasons for selection/deselection and interview notes to the Interview Record Form and email the Recruitment Hub advising which candidate is successful and which should be placed on hold or rejected.
  • The Recruitment Hub will then inform unsuccessful candidates via the online recruitment system. This will ensure that candidates are kept updated about the status of their application promptly by email.
Providing feedback to unsuccessful applicants after interview
  • It is good practice to offer internal candidates feedback after interviews and it is College policy to respond to any requests for feedback from interviewed candidates.
  • Where a candidate requests feedback, use the details recorded on your interview notes to explain to the candidate how they met/did not meet the selection criteria.
  • You should ideally discuss the content of any proposed feedback with the Recruitment Hub before sharing this with the candidate.
  • It is best to keep feedback brief and to focus on one or two positive areas as well as the main areas where they fell short of the criteria/could have done better.
  • Feedback can be provided either verbally or in writing.
  • Give honest and realistic feedback – do not try to minimise or soften the feedback to make it sound as if the candidate performed any better than they actually did.

Making an offer

All offers of employment are subject to pre employment checks including satisfactory references, evidence of eligibility to work in the UK and any other statutory checks. It is College policy that a member of staff may not commence employment until these checks have been completed. References checks are completed via TalentLink. 

The Hiring Manager is encouraged to contact the preferred candidate to make the initial offer, and should discuss the following:

  • potential salary
  • possible start date (please note: If the appointed candidate is currently a casual worker at Imperial College, the earliest effective start date would be from the 1st onwards)
  • outline any required pre employment checks and confirm that HR will be in touch with a formal written offer of employment
  • For candidates with a disability - it is best practice to ask them about any adjustment they require for the job. If you are in doubt about how to do this, please speak to the Equality and Diversity Manager

Please note: Whatever you offer the candidate will be legally binding.

We recommend reviewing the following help sheets/guidance before making an offer:

When a candidate has accepted an offer:

  • The Hiring Manager or their department administrator should submit a Request to Hire to the Recruitment Hub with the requisite details of the offer and any additional associated paperwork, such as interview notes and Right to Work documentation and/or checklist.
    • The Recruitment Hub will process the offer details and obtain the relevant approvals via Talentlink.
    • Once the offer is approved and where pre-employment checks have not yet been completed, the Recruitment Hub will extend a conditional offer subject to the required pre-employment checks, and including terms and conditions, to ensure that the candidate knows that they have been successful in securing employment. In some cases, HR may issue a conditional contract of employment.

Pre-employment checks

All offers of employment are subject to pre-employment checks including satisfactory written references, evidence of eligibility to work in the UK and any other statutory checks. It is College policy that a member of staff may not commence employment until these checks have been completed

  • References will normally be taken up after an offer of employment, with the candidate’s permission, by the Recruitment Hub via TalentLink.
  • This will normally be a minimum of 2 references, which should include the applicant's present/most recent employer and cover at least 3 years, without any significant gaps, immediately preceding the candidate joining the College. 
  • In the event that a candidate cannot meet these requirements the Recruitment Hub will agree with the Hiring Manager what is required to confirm the offer of employment.
  • For existing staff offered a new appointment, we usually only seek one reference, from their current line manager. However, the hiring manager can use their discretion as to whether a reference is required or not.
  • If you have any queries about the content/quality of a reference, please contact the Recruitment Hub.
Eligibility to work in the UK
  • All candidates invited to interview will be asked to bring along original proof of their eligibility to work in the UK. It is advisable that Right to Work is confirmed at this stage to facilitate a smoother offer process.
  • If a Right to work check of your offered candidate is still outstanding, please arrange to conduct this as soon as possible.
  • If an offered candidate does not hold the right to work, the Recruitment Hub will liaise with the Staff Compliance team who will advise about appropriate work visa route(s) and will support candidates and hiring departments with this process.
  • Academic Technology Approval Scheme: Please be aware of the requirement for some sponsored researchers to get ATAS clearance.
  • If a visa sponsorship is not possible, the individual will need to obtain permission to work in the UK through an alternative immigration route before they can commence employment with the College.
Qualifications and professional membership
  • All candidates invited will be requested to bring to interview original proof of their qualifications where these are a requirement of the role.
  • For posts which require registration with a professional body e.g. medical and nursing posts, candidates should be asked to bring along original proof of current registration e.g. GMC Registration, UKCC, CCT certificate (for Clinicians etc.).
  • English translations must be provided for all documents which are not originally written in English.
  • It is your responsibility to ensure that all necessary qualifications have been verified.
Work health assessment

The Hiring Manager will need to specify any Health Assessment requirement via the online Occupational Health form sent via Talentlink.  On receipt of the online form, the Occupational Health department will follow up with the individual and the Hiring Manager, as necessary, to arrange the appropriate assessment. Following assessment, the outcome will be notified to the new member of staff and HR.

For further information, see the Occupational Health webpage.

NHS honorary contracts
  • Where a new member of Clinical and Nursing staff will be undertaking clinical activity you must contact your HR/Recruitment team to arrange for an honorary contract with the relevant NHS Trust. 
  • Staff will not be permitted to carry out clinical work until an honorary contract has been approved. 

Disclosure and Barring service checks (criminal records checks)

Where a DBS check is required, this will need to be communicated between the Hiring Manager and Recruitment Hub at the start of the recruitment process. Applicants will need to be made aware that a disclosure will be required by including the recommended wording from the templates in both the job advertisement and person specification.

At appointment stage, the successful candidate will be provided guidance to apply for a DBS check; and this process will be managed by the Staff Compliance team.

For further details please see the Compliance webpage.

Security checks

Security officer roles are subject to successful completion of security screening in accordance with British Standard 7858 (Security screening of personnel employed in a security environment) and satisfactory security clearance by the Office for Nuclear Regulation (ONR) during the probationary period.

After pre-employment checks have been completed
  • The Recruitment Hub will issue an unconditional contract of employment (following a conditional offer) or a letter confirming that the pre-employment checks have been completed (following a combined contract)
  • In the event that checks prove to be unsatisfactory and/or you wish to withdraw an offer of employment, please speak to your Recruitment Hub before contacting the candidate.

Supporting New Members of Staff

Before the new member of staff starts:

  • Maintain regular contact with the new starter; include in departmental events, etc.
  • Discuss with the new starter what support might be of benefit
  • Visit the New Staff webpages for induction guidance
  • New staff will be asked to share if they have any disability on the Personal Details Form, which they supply to HR on commencement of employment, so that any specific adjustments or support required can be considered/accommodated.
Workplace Adjustments

The Equality Act 2010 allows for positive action and adjustments to work to create a level playing field for candidates with a disability to apply and work in the same way as people without disabilities. To this end:

You must consider what workplace adjustments can be made to the aspects of the job if required.  Have an open conversation with your new starter to find out what they may require and their work style. Please speak to the Equality and Diversity Manager for further support.

Recruitment and GDPR compliance

Recruitment and GDPR compliance for Recruitment Administrators, Hiring Managers, Hiring Chairs, and Hiring Panels.

Accessible versions

Some of the downloadable documents linked to on this page are not accessible, please contact for an accessible version.