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lots of HEE-speak that was not clear to someone external. a very large document that was quite general in places and so did not specify what was relevant to the specific role I was applying for

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Condensing a broad role into an understandable job description

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JD's are generic and do not explicitely state type of work, projects, stakeholders, internal teams.

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Need to avoid placing heavy burden on potential shortlisters with minority characteristics

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This takes far too long and we can lose candidates this way. Trying to get IT equipment to a new starter takes forever and they won't even start the process until the appt is finalised. This can be stressful for new starters. I do wonder what delays are added if the new starter needs any reasonable adjustments or additional equipment

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The administrative process takes too long prior to even advertising - this massively reduces the chance of getting a live (non-written) handover from the existing post holder, requiring other team members to attempt to explain. This is fine for generic roles/aspects, but workstream-specific knowledge can be lost

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HEE should market more of the benefits of working for the organisation other than the number of days AL you are entitled to. e.g. NHS benefits, staff networks, coorporate inductions

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Publish recruitment data so that potential applicants can see how diverse HEE is when applying

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There are some strange job titles that do not reflect the role and so those we are trying to reach won't find it, e.g. 'Project Manager' for an admin manager role.

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Very nebulous and open to interpretation, meaning that the application depends on the recruiting manager, shortlister, and even which HR colleague they spoke to about it

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from what I have seen in my short time here, panels are made up of those linked to the role, e.g. the manager. I have seen no guidance where the panel must include males and females etc, which was the case with my previous employer

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Few examples of how good recruitment can be done.
Suggest publishing case studies and/or videos about positive recruitment practices.

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Accuracy and specificity is key

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A need to ensure adequate training is provided before sitting on recruitment panels and not purely based how many interviews you have been part of

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Role titles are often excessively corporate, which can attract applicants interested in a completely different type of job, and put off suitable applicants who think it's something different

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Those who have not been involved in the recruitment process, shortlisting, interview panel before need to be
given training, resources, materials to support this

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The temp hiring process is also awful and takes forever. I was recently trying to hire one, when we had had many months notice of the period to cover. The post holder we were covering comes back in two weeks (having had 3 months off) and still no temp. we have decided to just survive instead of getting the temp. Solution: The whole recruitment process could do with a process improvement intervention.

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Excellent idea in theory, but no examples of how this can be applied in practice - as mentioned elsewhere, leaves the process open to interpretation

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The post-interview process is incredibly opaque to both recruiting managers and applicants - successful applications go into a TRAC black hole, with no idea when they will emerge again.

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Simple Plain English please

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Particularly problematic for those with double-ticks: the guidance about how to interpret 'meeting' the 'minimum' criteria for shortlisting is poor at best, and leaves this open to individual interpretations

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A sensible approach needs to be taken. Are we purely scoring against words in the supporting information that are listed as part of the criteria and if not then no scoring is provided. On other occasions the narrative and experience suggests that they will be adequate for the role

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The application setup on TRAC can make it very difficult for shortlisters to identify the relevant information (especially if the applicant is from an environment the shortlister is not familiar with), and for applicants to provide the information that shortlisters are looking for

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HEE's underlying structure is flawed (and underresourced) in some areas, requiring staff to cover a dynamic and/or broad remit of work. It's difficult to provide specifics in an advert/JD when the demands of the organisation mean that the workstreams may change even between advertising and appointment.

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Successful applicants should be provided details of a colleague they can contact if they have any questions etc. Recruiting managers aren't always available to do this

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Completely varied across the organisation and needs consistency. For example, some B7 roles will require an assessment in the form of a presentation and on other occasions B8a roles will just be a straight forward box standard interview

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Administrative roles are not things that people think of generally about working in the NHS. HEE does a lot of work as an organisation promoting the public joining the clinical workforce and kids becoming clinicians when they grow up, but never mentions the work that our own organisation do, and the benefits to the health service that an applicant can see in the role.

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A lot of assessment activities (and even the application and interview process) simply assess the applicant's ability to say the right words, put together a presentation, or answer some generic questions. We often don't assess people against the actual work that they will be doing, which is misleading for the applicant and can cause problems later for managers

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As an applicant with a condition listed under the DDA but not needing any reasonable adjustments, the questions were not aligned to telling HEE this. I had to have phone calls and interviews when the correct question could have mitigated all of this.

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Mini-poll for applicants once they have applied to get some data on how they feel the process was

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Vacancies need to be advertised sooner so that the exiting staff member has the opportunity to be part of the transition period