1. Introduction
The University of Bath is committed to recruiting a high quality workforce with appropriate expertise and experience. Equality of opportunity is a core value of the University and our recruitment processes are designed to assess and appoint the best candidates while ensuring fairness and sensitivity. The University aims to recruit the most suitable person for each approved vacancy regardless of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation.
At the same time the University needs to ensure that all staff recruited have a right to work in the UK, with checks made before they start work and that all immigration requirements are met as specified by UK Visas & Immigration (UKVI).
Recruitment is a subjective process, so the University uses systematic frameworks to ensure that decisions are fair, consistent, and well-founded.
Anyone involved within the recruitment and selection process, must be aware of the University's policy relating to personal and professional relationships.
If there is any possibility that a relationship could be perceived to affect a decision with any stage of the recruitment process, the Chair must be informed, so that they can seek appropriate advice from the Human Resources (HR) department.
HR will ensure the recruitment and selection process is clear and up to date with regards to all elements of legislation and provide advice and guidance at every stage of the recruitment and selection process.
2. Aims of the code of practice
to help departments to recruit the best people in a fair and efficient way
to encourage good practice
to ensure that the University offers equal opportunities to all job applicants
to ensure that all employees have a right to work in the UK and they and the University meet all immigration requirements as specified by UK Visas & Immigration (UKVI)
to ensure there are consistent recruitment procedures throughout the University
to offer guidance to those involved in recruitment and selection
to promote diversity, equality, and inclusion in all recruiting decisions.
3. Responsibilities
3.1 All staff
- who are involved in recruitment and selection are responsible for following in full, the guidance contained in this Code of Practice.
3.2 Heads of Departments
are responsible for ensuring the proper conduct of the recruitment and selection for all posts within their department in line with this guidance and the legislation and regulations behind it
identifying an appropriate person within the department who will manage the recruitment and selection process for a vacancy
ensuring all staff likely to be involved in recruitment are made aware of this guidance, follow it and undertake the training provided to develop the skills necessary to undertake fair and effective recruitment and selection
3.3 Recruiting Managers
are responsible for managing the recruitment and selection process including:
- writing a job description and person specification for the vacancy;
- raising a staff request form and receiving the necessary approval to recruit
- writing a clear, engaging and appropriate job advertisement;
- ensuring applications are scored independently by panel members;
- selecting candidates for interview (with the panel), based on merit, ensuring they meet the requirements outlined in the person-specification for the post;
- identifying a diverse panel, including the Chair;
- confirming an interview date and booking rooms;
- agreeing the selection process, such as length and type of interview, use of assessments and other techniques;
- ensuring the fair and effective assessment of the appointee meeting all equality, diversity and immigration requirements in line with advice from HR;
- managing the induction of the new employee
3.4 Chairs of interview panels
are responsible for ensuring they have received the appropriate information and training in recruitment and selection including knowledge of relevant University policies;
applications are scored independently by panel members;
interviews are conducted in a fair and equitable way and in accordance with University policies and guidance and all legal requirements;
all candidate records and notes, hard copy or electronic, are returned to HR after selection interviews and not retained by members of the panel or department. Any electronic files must be deleted from local drives and device storage;
all panel members treat all information gained via the selection process as confidential;
no records of any candidate are used for any other purpose than outlined in the University’s applicant privacy notice, without the permission of the candidate;
a member of the panel is designated to give constructive feedback to candidates upon request. Feedback should be clear, professional, and focused on the candidate’s performance relative to the selection criteria. Feedback should be constructive and given in a timely manner.
3.5 Panel members
are responsible for evaluating and scoring all candidates objectively, focusing on skills, experience, qualifications, and evidence of potential;
questioning interview candidates in a fair and equitable manner;
appropriate and objective note taking during each interview;
ensuring all their paperwork or electronic files are given to the Chair at the end of the interview process;
treating all information gained via the selection process as confidential;
3.6 Human Resources (HR)
is responsible for monitoring and reviewing the Code of Practice;
ensuring that the principles of the Code of Practice are widely communicated within and followed consistently throughout the University;
advising candidates of the outcome of the selection process;
advising individual members of staff on any aspect of the recruitment and selection process if not covered in training or by special arrangement;
organising appropriate training for staff undertaking recruitment and selection;
the end to end administration process for recruitment and selection including placing adverts, while offering guidance on best practices for effective recruitment;
conducting executive search and proactive outreach for certain roles, as appropriate;
maintaining a pipeline of potential talent for certain roles, as appropriate;
managing the University recruitment budget;
monitoring the quality, effectiveness and fairness of recruitment and selection processes including through the use of equal opportunities monitoring reports (Annual reports on the monitoring of this area of activity are made to the University of Bath’s Equalities and Diversity Committee);
ensuring that only applicants with a confirmed right to work in the UK are appointed to posts (including through the issuing of Certificates of Sponsorship where the applicant and role meets the requirements) and that appointees and the University meet all immigration requirements as specified by UK Visas & Immigration (UKVI) ;
4. The recruitment and selection process
4.1 Recruitment strategies
The University uses a structured recruitment model tailored to various staffing needs:
Routine recruitment: Follows standard procedures for permanent and fixed-term positions, ensuring a consistent and fair approach to attract qualified candidates.
Responsive recruitment:Utilises flexible and expedited processes to efficiently hire hourly paid workers, addressing immediate staffing requirements.
Agile recruitment: Adopts a proactive approach to attract high-calibre candidates, particularly for leadership and niche roles. This involves direct sourcing, networking, and targeted headhunting to engage passive candidates not actively seeking new opportunities
Always-on recruitment: Implements a long-term strategic approach to talent acquisition by continuously engaging with potential candidates to build relationships for future opportunities.
4.2 Job descriptions and person specifications
Before starting the recruitment process, it is essential that the job description and person specification are reviewed and accurately reflect the role's requirements. This will ensure that the recruitment process is aligned with the current needs of the department and helps attract the right candidates.
For all posts a clear job description and person specification must be written, in the agreed format for which there are approved templates:
As well as a blank job description template which can be used as a starting point for any other role.
Job descriptions describe the role, responsibilities, key performance outcomes and lines of responsibility. They should be written in way that will attract high-calibre candidates.
Person specifications detail the essential and desirable criteria that are genuinely required by the job holder in order to undertake the role effectively e.g. qualifications, experience and the competencies they should be able to demonstrate along with an indication of how and at what stage they will be assessed
4.2.1 Security‑Sensitive Roles and Trusted Research (TREF)
The Trusted Research Evaluation Framework (TREF) sets out expectations for protecting the integrity, security, and resilience of the UK research ecosystem. Recruitment is a key control point: the people we appoint may gain access to sensitive data, research infrastructure, intellectual property, or international partnerships that carry elevated security risks.
Recruiting managers must apply proportionate risk-based safeguards during the recruitment process and consider, when setting up a role, whether it requires the post holder to conduct security-sensitive or controlled research, access to restricted information, or collaboration with external or overseas partners, and whether this means that additional safeguards (such as security clearance) may be needed.
If the role falls into one of these areas, it should be identified early and noted in the job description (under “Special Conditions”) and in the advert. HR can advise on the right wording and will arrange the security check where needed. Security checks may include BPSS or higher levels. In some cases, the requirement and process may be set and carried out by an external organisation involved in the research, a joint employer, or the host organisation for an outward secondment. Where restrictions are set by an external organisation, the reasoning must be presented to HR to verify the requirement.
It’s important to note that if a role does require a security check, it doesn’t mean you can restrict applications by nationality or other protected characteristics. Such restrictions are only lawful if a Genuine Occupational Requirement (GOR) applies, which is very rare. Safeguards must be proportionate, risk‑based, and non‑discriminatory.
In rare cases, export control restrictions or sanctions may necessitate restricting a role by nationality. In these cases, a full assessment of the requirements must be presented to HR in order to demonstrate an adequate legal basis for such restrictions. If you’re unsure, HR can support you on this to make sure adverts are fair and compliant.
Managers are not expected to carry out checks themselves, but they are responsible for flagging potential risks early so the right advice and support can be put in place.
Example Advert Wording [for roles where that role has been identified as involving sensitive or controlled research]:
As part of our commitment to research integrity and security, the University follows the UK Trusted Research Evaluation Framework. This means that, for roles involving access to sensitive research, data or international collaborations, we may be required to carry out proportionate due diligence checks, such as verifying qualifications, employment history and external affiliations. Where applicants have connections to countries subject to UK sanctions or export‑control regulations, additional security clearance and compliance checks may be required. These measures are applied consistently to all candidates and are designed to ensure that our research environment remains safe, transparent and fully compliant with UK legislation.
Trusted research is a positive way of working that protects collaboration and research integrity.
4.3 Job evaluation
All posts must have a job evaluation score attached to them to ensure equality of pay between jobs in the University. Evaluation of a job will be undertaken:
by the relevant HR Business Partner or Manager
prior to the vacancy being considered by the Strategic Appointment Team (SAT) or if exempt from SAT approval or externally funded, prior to advertisement
4.4 Vacancy approval
Whether a post is externally or internally funded, all requests to recruit normally require an approved staff request form (SRF). The SRF follows an approval process in order to be advertised.
Core funded: Recruiting Manager > HR Review if the job requires grading > Finance Review > Departmental Review > SAT Review if the job meets certain criteria > HR Recruitment/Operations Review
Externally funded research: Recruiting Manager > HR Review if the job requires grading >Post Award RIS Review > Departmental Review (Head of Department) > HR Recruitment/Operations Review
4.5 Advertising
Recruitment advertisements shall be placed only for approved vacancies.
All vacancies, including temporary posts are normally advertised. Vacancies are normally published internally and externally, for a recommended minimum of two weeks. There may be specific requirements that need to be taken into account when advertising a vacancy including whether it requires a Disclosure & Barring Service (DBS) Check and/or whether it is sponsorable under the Points-Based Immigration System.
HR are able to provide guidance on where to advertise vacancies and will fund the agreed basic advertising package. with costs for the standard and enhanced package being funded by the recruiting department.
Agile recruitment may use advertising strategies tailored to reach passive candidates, including, utilising professional networks and industry-specific platforms and using social media platforms to enhance visibility among target audiences.
Occasionally, in particular circumstances the University may recruit without advertising for example, creating a post for a named individual or fill a vacant post by invitation if the University’s interests will be best served by doing so.
4.6 Longlisting and pre-screening
Longlisting and pre-screening are proactive steps in the selection process that help identify and assess potential candidates before progressing to formal shortlisting. HR will determine whether a vacancy may benefit from this approach where building and maintaining a pipeline of high-quality candidates is essential.
Longlisting involves identifying a broad pool of applicants who meet key criteria outlined in the person specification. Pre-screening then refines this pool through initial assessments such as CV reviews, phone interviews, or online assessments. This process helps recruiting managers focus on the most qualified individuals and improves the candidate experience and overall quality of hires.
Where longlisting and pre-screening are used, recruiting managers will work with HR to agree on assessment criteria and methods. Any screening assessments should align with the essential and desirable criteria set out in the person specification. Once a pre-screening process is complete, recruiting managers will be required to complete shortlisting.
4.7 Shortlisting
Shortlisting is the stage in the selection process where applicants are assessed against the requirements of the role, as set out in the person specification. Shortlisting should normally be carried out by at least two members of the interview panel. Panel members should agree the approach to shortlisting in advance, including any use of weighting where appropriate. Recruiting managers are strongly encouraged to complete the University’s online recruitment and selection training before starting a recruitment exercise. Completion of this training is mandatory for all members of an academic appointment panel.
4.7.1 Shortlisting criteria
Applicants should be shortlisted based on how well they meet the essential and, where applicable, desirable criteria in the person specification. Decisions must be objective; based on evidence provided in the application and applied fairly and consistently. Candidates selected for interview will normally meet the requirements of the role as described in the person specification.
4.7.2 Shortlisting process and records
Shortlisting decisions must be recorded online, based on candidates’ application forms and supporting statements. Once shortlisting has been completed, recruiting managers must submit the shortlist and proposed interview arrangements to Human Resources. This should include:
- the candidates selected for interview
- the interview date and format
- details of any additional selection methods
4.7.3 Anonymous shortlisting
As part of the University’s commitment to fair and inclusive recruitment, anonymous shortlisting is normally used to help minimise unconscious bias and support a consistent, merit‑based selection process. Anonymous shortlisting is normally the standard approach for roles in the:
- Management, Specialist and Administrative (MSA) job family
- Operational and Facilities Support (OFS) job family
- Technical and Experimental (T&E) job family
For these roles, application forms are anonymised and shortlisting decisions must be based on the anonymised information provided, assessed against the person specification.
For roles in the Education and Research (E&R) job family, a more flexible approach to anonymisation is taken in recognition of the nature of academic careers.
Education and Research roles differ from other job families in that effective assessment frequently depends on evaluating academic outputs, professional standing, and career context, including publication records and other scholarly contributions. As these materials inherently contain personal and professional identifiers and cannot be meaningfully anonymised, a more flexible approach to anonymisation is adopted. This ensures panels are able to make robust, evidence‑based judgments while applying the selection criteria fairly and consistently.
In E&R recruitment:
- application forms are anonymised where possible
- supporting documents, such as CVs and publication records, are normally visible to the panel
- panels may consider all relevant application materials when assessing candidates against the person specification
Panel members must take appropriate care when reviewing non‑anonymised information and remain mindful of the potential for unconscious bias. All shortlisting decisions must be based on objective evidence and be capable of clear justification.
Disability Confident scheme
In line with the University’s commitment as a Disability Confident Leader, candidates who apply under the Disability Confident scheme and who demonstrate that they meet the essential criteria of the person specification will be guaranteed an interview. This guarantee applies only where candidates have chosen to apply under the scheme and have provided sufficient evidence that the essential criteria are met.
4.8 Interview expenses
Shortlisted candidates residing outside of the UK should be offered a virtual interview via MS Teams, recognising that arranging travel on short notice can be expensive and difficult.
Where a recruiting department wishes to ask an overseas candidate to attend an interview in person, at the University it must be authorised by the Dean or relevant Head of Department, before the candidate is invited to interview. In such cases the recruiting department will reimburse travel expenses incurred outside the UK, subject to the Guidelines on Interview Expenses. HR will reimburse travel expenses subject to the Guidelines on Interview Expenses.
Recruiting departments must ensure that virtual interviews are a fair and effective means for all candidates, regardless of location, to compete on equal terms. Any decision to hold an in-person interview should be based on the needs of the recruitment process.
4.9 Redeployment candidates
In line with the University's guidance on redeployment procedures, recruiting departments should give preferential consideration, in respect of shortlisting for vacancies, to University employees under notice of redundancy or approaching the end of a fixed term appointment who are seeking redeployment. Employees seeking redeployment in these circumstances should be interviewed before any other candidates, provided the application arrives within seven days of the job going live and the applicant is able to meet the essential criteria listed for the post.
Any such interview should happen before any other candidates are invited for interview. If the interview confirms that the candidate meets all the essential criteria for the post, or could do so with reasonable retraining, he/she should be offered the post on a trial basis. This requirement does not apply should an employee seeking redeployment apply for a vacancy at a higher grade than their existing post.
4.10 References
At the shortlisting stage, if consent is given by the shortlisted candidate, HR will contact their referees:
a copy of the job description will be included and referees will be asked to comment on the person’s suitability for the post
members of the interview panel will be provided with copies of references that have been returned before the interview date
references should be used with an understanding that they are highly subjective when commenting in particular on areas linked to competence and performance. No recruitment decision should be based purely on the basis of a reference.
4.11 Selection methodology
It may be appropriate for a range of selection methods to be used, in addition to or other than interviews, as part of the selection process. HR can provide advice on other forms of selection methods.
The most common methods used at the University are presentations and in-tray exercises and other assessments to replicate the type of situations that the successful applicant would have to deal with.
The method chosen must be relevant to fairly assessing specific essential and desirable criteria required by the job holder and the competencies they should be able to demonstrate as highlighted on the job description and person specifications
4.12 Interview arrangements
Shortlisted candidates are invited to interview by HR using the completed interview arrangements information provided when shortlisting decisions are submitted.
The Chair of the interview panel or their designated nominee should ensure that reasonable adjustments are made to support candidates with disabilities throughout the interview process.
4.13 Composition of interview panels for academic posts
For academic appointments the interview panel will normally be chaired by the Dean (or nominated deputy) who will determine the composition of the interview panel with the Head of Department.
The composition of interview panels for senior academic roles such as the Deputy Vice-Chancellor, Pro-Vice-Chancellor, Dean and Head of School/Department are set out within the Ordinances Please note that for academic appointments, all members of the panel must have completed the University’s recruitment and selection training.
4.14 Selection process
The selection process is intended to enable the panel to assess shortlisted candidates against the job description and person specification, and to explore their skills, experience, and overall suitability for the role.
Selection panels are recommended to be diverse and to normally comprise at least two members, including individuals best placed to assess candidates against the identified criteria. In line with the University’s Athena SWAN Silver commitment, panels should, wherever possible, reflect an appropriate gender mix. The size and composition of the panel should be proportionate to the role; smaller, well‑chosen panels are often more effective, although this will depend on the nature of the post.
The panel chair is expected to have completed the University’s recruitment and selection training. For academic appointments, all panel members are required to have completed this training. HR undertakes periodic checks to support compliance with this requirement.
Prior to the selection process, panel members will be provided with instructions on how to access shortlisted applications and related recruitment documentation through the University’s applicant tracking system. Panels are encouraged to review this information in advance and allow sufficient time before interviews to prepare questions and agree how candidates will be assessed, in order to promote fairness and consistency.
Panels should keep appropriate records of the selection process to support decision‑making and to provide clear reasons for the appointment outcome. Panel members are encouraged to make brief notes during interviews and panel discussions. These notes, along with other interview documentation, should be uploaded to the applicant tracking system (Stonefish) when interview decisions are recorded and retained in line with the University’s data retention schedule.
4.15 Outcome
When the selection process is complete, each candidate should, in turn, be discussed and a decision reached.
the Chair should confirm with the panel whether each candidate is appointable or non-appointable.
if there is more than one appointable candidate the Chair will rank the appointable candidates in order of suitability against the job description and person specification
interview decisions should be recorded on the e-recruitment site [Stonefish] along with a summary of the panel feedback for each candidate
in the event that the panel is unable to agree, the Chair has the final decision.
if no candidate is identified as appointable, HR should be informed and next steps discussed.
a member of the interview panel should be designated to give feedback to all candidates. HR will normally formally notify candidates of the outcome of their interview once the interview outcome information has been submitted.
4.16 Offer of employment
Offers of employment are made in line with the Universities approach to setting starting salaries
Starting salaries for appointments above Grade 9 are determined by the Vice-Chancellor or designated nominee.
All offers of employment are subject to HR receiving:
- confirmation that candidates are fit to undertake the duties of the role by receiving an appropriate clearance from a pre-employment health questionnaire and
- evidence of ongoing right to work in the UK (The University is recognised by UKVI as a sponsor organisation);
- evidence of qualifications or equivalent experience as required for the position;
- clearance from the Disclosure & Barring Service (DBS) if applicable to the post;
- security clearance where applicable to the post;
- satisfactory references.
Contracts of Employment are issued to new employees by HR.
5. Induction
Induction of new staff into their role in the University is an important aspect in staff recruitment.
It is the responsibility of the recruiting manager, or a suitable nominee, to ensure that the new member of staff is introduced to the department and understands their job and where it fits into the local organisation. HR can provide advice and support to recruiting managers about induction.
Managers should set clear goals and objectives for the new employee, in line with the duties and responsibilities of the post as set out in the job description and progress should be reviewed at regular meetings. The induction should introduce the new employee to the University’s culture, team, and strategic goals to ensure a smooth transition and quick integration into the role.
6. Continuous Improvement
Recruiting managers, in conjunction with HR should frequently evaluate the effectiveness of the recruitment process. This includes reviewing the sourcing strategy, selection criteria, and interview process to identify any areas for improvement.