1. Recruitment and Retention Practices in the Public Sector Gill Elder and Sarah Stevenson Nottinghamshire County Council 08 August 2017

2. Wide variety of roles across the entire organisation
Permanent, temporary, casual
Qualified and unqualified
Full time, part time, sessional roles
Traineeships, apprenticeships, graduate scheme
No single solution
Scale and range
The Public sector is open for business – whilst some areas are contracting, others areas are growing
Examples of scale
Advertised – 922 number of roles (not the number of positions) ,
Applicants received 8437
On average receive 9 applications per role advertised
To date in advertised – 323 number of roles,
Applicants received 3527
On average receiving 11 applications per role advertised, suggestive we believe that this is due to the use of digital advertising which reaching a wider audience-
Applicants
Formal offers
Workforce and succession planning, talent pools,
Fair and equitable

3. Diverse range of roles with varying levels of checks
Public sector ethos
Recruitment values
Diverse range of roles with varying levels of checks
Checks requested through digital processes
Recruitment Values and public sector ethos
No apology for ensuring that safer recruitment
Managing safer recruitment in a more timely manner – key part of our recruitment processes – safeguarding strap line – check if every applicant gets safeguarding strap line.
Standards and commitment to keeping vulnerable adults and children safe through ensuring our recruitment processes are safe
Safer Recruitment
A critical part of our recruitment process applying across many roles – Childrens, Adults etc.
Ranges for regulated activity requiring a DBS disclosure to roles requiring Basic Checks for roles where PSN compliance is an issue.
References requested through an online survey – some roles may require a check on an applicants entire employment history
Right to work in the UK – links to payroll processes

4. Induction process completed
All checks completed
Induction process completed
All passes and ID cards issued
All ICT requirements set up
Becoming an employer of choice
Create a positive reputation as an employer. The individuals experience through the recruitment and onboarding process forms their first impression of the employer. Retention improves when this experience is positive
Tell their friends, contribute to the local economy
The onboarding process is designed to allow the new colleague to be an effective contributor from day one
Able to begin work on day one

5. Digital Engagement
Digital engagement, Attraction – online / social media
Recent data indicates 98% of all applicants use online tools to find their way to the NCC jobs but we currently still use traditional print media for certain types of role due to the current makeup of the workforce for example cleaning and catering, social care roles
100% of our jobs are advertised online
There are also specific boards used such as the Career Transition Partnership to attract interest from individuals leaving military service.
Mention named job boards,
Service specific job boards
Starte d to use Facebook as an advertising channel though too early to comment.
Diversity of the roles of our workforce has meants we have to consider the most appropriate medium for attracting talent.

6. Digital engagement, Attraction – online / social media
We use a recruitment solution which is used across the public and private section – example of private sector organisation i.e. John Lewis
Whatever route the candidate takes to identify an NCC vacancy they will be presented with a searchable listing of all NCC vacancies with an online application process.
Current working to develop a recruitment landing page, a single point to demonstrate all the benefits of working in the public section e.g. flexible working, pension, modern working environment, as well as our commitment to national initiatives and being an ethical employer for example ..
Caandidate and manager dashboard to track and monitoring progress in real time
Industry leading recruitment solutions – management, reduction in cost but also allows use to express our values
Value based inerviews

7. Digital engagement, Attraction – online / social media
Emphasis is on digital engagement, all communication with the candidate will be by . Candidates register and can reusetheir information on multiple occasions,
Register – setup to receive alerts about specific role – push advertise based on critiera, looking to develop the use of talent pools going forward.
Pre employment checks are delivered through online solutions – reducing delays and improving the time to hire.
For example Disclosing and Barring Service – performance improvement – on average 6 weeks, to 5 working days
Reference online solution
Reducing the time to hire and recruitment resource – 22 to 5
Tangible benefits
A significant reduction in time to hire of 44 days, largely due to improved pre-employment checking but the removal of the administrative demand of paper applications being shared across the whole county has also contributed.
August 2016 – 107 days (average), August 2017 – 63 days (average
Onbaording
End to end
Induction, retention, improving the applicants experience

8. Cluster with graphics
Transformed our process and transformed the way we work the type of organisation that we are becoming
Values are core
Story board
We have and continue to change – we are not who you think we are.
Nothing speaks louder than actions – young people share their experiences, advocates – link to the exercise
Promoting the public sector as an area to work
themes
Commonalitites amongst the public sector