Guidance

Recruiting staff

May 2018
Recruiting staff

About Acas – What we do

Acas provides information, advice, training, conciliation and other services
for employers and employees to help prevent or resolve workplace
problems. Go to www.acas.org.uk for more details.

‘Must’ and ‘should’

Throughout the guide, a legal requirement is indicated by the word ‘must’
– for example, a Written Statement of Terms and Conditions of
Employment must include….

The word ‘should’ indicates what Acas considers to be good employment

practice.

May 2018
Information in this guide has been revised up to the date of publishing.
For more information, go to the Acas website at www.acas.org.uk.
Legal information is provided for guidance only and should not be
regarded as an authoritative statement of the law, which can only be
made by reference to the particular circumstances which apply. It may,
therefore, be wise to seek legal advice.

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Contents
About this guide ............................................................................4
Recruiting staff ..............................................................................4
At-a-glance chart ...........................................................................5
Step 1: Hiring options ....................................................................6
Step 2: Essential documents ..........................................................7
Job description .............................................................................. 8
Person specification ....................................................................... 9
Job application form ..................................................................... 10
Equality and diversity monitoring form ........................................... 10
Information about the employer .................................................... 11
Job offer letter............................................................................. 11
Step 3: Advertising a job ............................................................. 13
Considerations before advertising .................................................. 13
Writing the advertisement............................................................. 14
Where to advertise ...................................................................... 15
Step 4: Sifting and selecting ........................................................ 17
Interviews .................................................................................. 17
Practical tests .............................................................................. 19
Assessment centres ..................................................................... 20
Health checks .............................................................................. 21
Selecting the best candidate for the job .......................................... 22
Step 5: Completing final details ................................................... 23
Pre-employment checks and offering the job ................................... 23
Handling pay queries .................................................................... 24
References .................................................................................. 24
Proof of qualifications ................................................................... 26
Contract queries .......................................................................... 26
Other considerations ...................................................................27
General Data Protection Regulation and recruitment ........................ 27
Recruiting without discriminating ................................................... 29
Reasonable adjustments for disabled job applicants ......................... 29
The right to work in the UK ........................................................... 29
Criminal records .......................................................................... 30
Reviewing if recruitment was effective ............................................ 31
Further information .....................................................................32

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Recruiting staff

About this guide

Most employers fully appreciate that the success of an organisation can
hinge on its staff. But, finding and keeping the right number of employees
with the necessary abilities and attitudes requires skills which can
sometimes be undervalued, overlooked or simply rushed.

This guide goes through the stages of hiring a new employee up until
their first day. Please see the companion Acas guide, Starting a new
employee: the induction, on settling them in so they become effective as
soon as possible and want to stay.

This guide is aimed at employers looking to handle recruitment

themselves - whether they are the owner of a small firm, the head of a
department in a larger organisation, part of a human resources team, or a
line manager/supervisor. It will also help no matter if the involvement is
in some or all of the recruitment process.

Job applicants may also find the guide useful in understanding the
employer’s perspective.

Recruiting staff

The aim of recruitment is to get the best person for the job – and
consistently fill vacancies that way. The importance of effective and fair
recruitment should not be under-estimated.

Appointing people unsuited to a vacancy can be costly and mean:

 managers and supervisors will often have to invest additional time in

training and supporting such a recruit when they could otherwise use
the time and effort on other business

 where training or other support cannot help, there is a strong risk the
new recruit will leave (or be dismissed from) the role. This will be
demoralising for the employee concerned and can also upset the
morale of the team they leave behind

 another recruitment process to fill the vacancy.

On the other hand, securing the best and most suitable recruit should
bring benefits to the individual, their team, managers and the business as
a whole.

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At-a-glance chart

STEP 1: Hiring options

 Work out what is really needed – more staff, new skills, specific
duties
 Make sure the employment terms and conditions on offer are
attractive in the current labour market
 Don’t forget the benefits of training and developing current staff

STEP 2: Essential documents

 Consider factors, such as has the role changed or is it a completely
new role, before preparing the documents
 The six documents:
1. Job description 2. Person specification 3. Job application form 4.
Equality and diversity monitoring form 5. Information about the
employer 6. Job offer letter template

STEP 3: Advertise the job

 Consider the range of media and advertise opportunities in at least
two channels
 Make important decisions, such as how the successful candidate will
be picked, before compiling the job ad
 Compile the ad, including asking applicants to say if they need any
‘reasonable adjustments’ for any part of the recruitment process

STEP 4: Sift and select

 Check again if applicants need any ‘reasonable adjustments’
 Make ‘reasonable adjustments’ if the candidate is disabled
 At least two people should sift applications to select candidates for
interviews etc
 Prepare for the interview/ tests/ assessment centre
 Conduct the interview/ tests/ assessment centre and score
candidates
 Select the best candidate for the job

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STEP 5: Complete final details

 Offer the job and make necessary pre-employment checks
 Resolve any queries over the contract of employment and the checks
 File documentation e.g. candidate’s written acceptance of the job
offer
 Start to prepare for the new recruit’s arrival

Step 1: Hiring options

There is far more to an employer working out how many staff it needs
and what it needs them for than might at first appear to be the case. In
less considered situations, recruitment might simply amount to trying to
plug gaps when they appear. The more proactive employer might
consider a range of factors in determining current staffing needs – and
anticipating what they may be in the future.

An employer should consider:

 the needs of the business: Consider if there will be enough work for
new recruits – for example, can workloads be seasonal? Also, how can
a temporary decline in productivity be avoided while new recruit/s are
brought up to speed? In addition, check that the recruitment process
will give a reasonable amount of time to both hire and settle in new
recruits

 changes in the labour market: This includes monitoring the

availability of appropriately-skilled candidates in the desired location,
on the terms and conditions on offer, as well as what competing
organisations are looking for and offering

 developing new and existing staff: Organisations will usually

benefit in a variety of ways – including in recruitment - by developing
the capabilities of new and existing staff. Coaching and training will
better equip them for promotion, particularly where there may
otherwise be a shortage of candidates. They are more likely to buy into
this enthusiastically if they are consulted individually and/or through
recognised representation such as a recognised trade union

 are more staff needed?: Pinpoint why and where extra staff are
needed, and how many

 are new skills needed?: Pinpoint why and where new skills might be
needed – sometimes an organisation needs more than just a higher
headcount. Also establish if there is any need for specialist skills or
knowledge and if the organisation can acquire these through staff
development, recruiting new and already-skilled staff, or a blend of
these options?

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 competitors’ pay and benefits packages: Knowing what rivals are

offering to attract recruits is important and is rarely just about pay.
Benefits such as training, career development, flexible hours, part-time
work/jobshares and working from home can be factors, too

 presenting a people and family friendly image: Having and/or

developing such a reputation can be an advantage in attracting good
applicants. This might involve offering increased flexibility or perks
such as childcare vouchers and health plans

 holding exit interviews: Talking to departing staff, their colleagues

and manager may give an insight into a consideration or requirement
of which the recruiter may be unaware. They may also generate good
ideas for useful changes, as well as giving the organisation a better
understanding of why staff leave and if any steps might be taken to
retain them

 recruiting an adaptable workforce: Recruiting staff who are multi-

skilled, open to change, and demonstrate an enthusiasm for training
and development can help an employer deal more efficiently with
organisational changes

 business practicalities: Check the organisation has the premises,

equipment, technology and resources to accommodate and develop
new recruits as well as existing staff

 will recruitment be handled in-house, or using an agency? In

some circumstances, especially where there is a need for particularly
fast recruitment, a recruitment agency may be preferable to an
employer recruiting staff directly. Recruitment agencies which are
members of a trade association are subject to a code of practice and
can provide effective recruitment.

Step 2: Essential documents

The key task here is for an employer to get ready all the necessary
documents for a smooth recruitment process. It’s also important to
determine if and how a job may need to change from the role held by the
last post-holder. Or, if it’s a completely new role, it’s important to finalise
the requirements.

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What are the essential documents?

Employers will usually need to provide the following documents as a
bundle to a job applicant:

1. Job description
2. Person specification
3. Job application form
4. Equality and diversity monitoring form
5. Information about the employer

Applicants should be provided with a covering note that makes it clear if

the successful candidate will need any health checks or references.

The successful candidate will also require a Job offer letter.

Before preparing the documents, an employer should consider:

 key tasks, skills, attributes, behaviours, values, knowledge and

experience required for the role: Have the aims of the role
changed? Is new technology being introduced? Will the new jobholder
require additional skills? Also, does the company have new products
which need to be taken into consideration?

 work flow: Is it fairly constant or seasonal? Has it altered? Could

staggered hours or overtime help with any peaks, troughs or changes?
Details such as hours and times of work would need to be included in
writing in the new employee’s terms and conditions of employment

 flexibility: Being open to requests from candidates for flexible working

can open up a vacancy to people with the skills the organisation seeks
and who otherwise might not be able to consider the vacancy. The
request may meet the organisation’s business needs.

However, circumstances may suit keeping the role as performed by the

last jobholder, and offering the same terms and conditions.

Job description

Also known as a job specification, it should make clear the job’s…

 main purpose: Try to do this in one sentence. For example, ‘To

increase revenue from advertising on the company’s website by 25%’

 main tasks: Be precise. For example, ‘Answering phones and typing

company letters’ is clearer than ‘general office duties’

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 scope: Explain briefly the importance of the job and how it fits into the
business. Also outline other duties and responsibilities.

Writing a good job description can help the employer clarify for everyone
the requirements of the job, how a new recruit might need to be trained
and settled into the role, and provide a basis for drawing up the person
specification. It will also help to set expectations up-front for how
performance is likely to be managed. For an example, go to the outline of
a job description at www.acas.org.uk/templates.

An employer should be careful not to potentially discriminate in compiling

the job description and the person specification. For example, does the
role really need to be full-time? Or could it be done by two people working
part-time in a job-share? For more information on discrimination, go to
www.acas.org.uk/equality.

Person specification

This should focus on…

 skills and knowledge: For example, managing sales accounts

 experience: For example, a minimum of one year in website

advertising sales. An employer should take care regarding the number
of years’ experience asked for – see Acas guide, Age and the
workplace - a guide for employers and employees

 aptitudes: For example, a head for statistics

 personal qualities: For example, self-motivated and judging

performance by results.

The above areas are sometimes termed and structured differently in some
industries and sectors. For example, the NHS makes use of values and
the Civil Service refers to behaviours.

The specification should be a concise profile of the person who would best
match the job, spelling out which attributes are essential and which are
desirable. It should help would-be candidates assess whether they should
apply, and provide a benchmark for the employer to assess applicants.
The attributes should not be inflated beyond those necessary for effective
job performance - false expectations may result in disillusioned
employees.

It is essential to any successful recruitment that the process is designed

to actually test these areas, and do so in a way that can be measured.

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For an example, go to the outline of a person specification at

www.acas.org.uk/templates.

Job application form

This should match the level of the role and ask for information relevant to
the job about…

 the applicant: For example, their current employment situation and

notice requirements.

 skills and knowledge: For example, brief details of how they have
used their skills in the past, and professional or technical qualifications.

 experience: For example, asking for brief explanations demonstrating

team-working or managerial ability in previous roles.

An application form offers a number of advantages: it provides

information, qualities, qualifications and experience as stated by the
candidate; it can indicate the quality of a candidate; and help the
employer to be consistent in assessing candidates. CVs, on the other
hand, can differ in style, breadth of content and topics covered.

However, it is important to ensure application forms are not

discriminatory. For example, to require a form to be filled out ‘in your own
handwriting’, where written English is not relevant to the job, may
discriminate against applicants whose first language is not English or
applicants with disabilities that affect writing ability – an issue which may
be avoided by making an online version of the form available.

Handling job applicants’ information

Job application forms and/or the Equality and diversity monitoring form
will contain the personal data of individuals. An employer must ensure
that it handles this data in line with the standards set out in the
General Data Protection Regulation. For more information, see the
General Data Protection Regulation and recruitment section in this
guide and go to www.acas.org.uk/templates for example forms.

Equality and diversity monitoring form

This is used to seek details, where relevant, and which do not give the
candidate’s identity, of their…

 Age group
 Disability or long-term health condition

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 Marriage/civil partnership
 Race/nationality/ethnic group
 Religion or belief
 Sex (gender)
 Sexual orientation

The form might also include some other areas such as caring
responsibilities and working pattern – for example, full-time or part-time.
But it should not usually seek details of pregnancy or maternity (because
they are temporary), or gender reassignment (such statistics can risk
identifying individuals).

A job candidate should send back the equality and diversity monitoring
form separately from the rest of their application, without including their
name. It should be filled in voluntarily and the form should state that the
details will be used solely to build an accurate picture of the make-up of
the workforce in encouraging equality and diversity. For more
information, see the example of an equality and diversity monitoring form
at www.acas.org.uk/templates.

Medical records
Information about an applicant’s health is confidential, and should be
kept in a safe and secure location, and separately from a personal file.
Under the General Data Protection Regulation, the candidate should be
told if details of their application are to be kept, what information the
employer is keeping, why and for what purposes, and for how long.

Information about the employer

This includes brief, relevant and interesting details which can help a
candidate judge whether they match the job and workplace culture, ethos
and values.

An employer should include an online link or copy of its privacy policy

explaining clearly what it will be doing with the candidate’s information
and the candidate’s rights regarding their information.

For more information, go to General Data Protection Regulation and

recruitment.

Job offer letter

In a job offer letter, it can be helpful to state for how long the offer will
remain open, along with the other details listed below. While a deadline
can help focus an employee on making a decision, an employer should
carefully consider how much time the candidate might need to accept the

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offer, and how much time they may need before they can start the job –
for example, how much notice is required by any current employer?

Option A

A covering letter offering the job to the successful candidate and

referring to an attached document, a Written Statement of Terms and
Conditions of Employment. Part of the document is called the “principal
statement” and must include details of:

 names of the employer and employee

 date employment starts
 whether a previous job counts towards a period of continuous
employment and when that period started
 job location or locations
 pay and whether it's weekly, monthly etc
 working hours
 holiday entitlement
 job description/job title
 details of any collective agreement that directly affects the employee's
conditions of employment.

The rest of the Written Statement must outline: how long a job is
expected to last if temporary; the end date if a contract is fixed-term;
notice periods; pension information; and who to go to with a grievance.
It must also say where details of sick pay, disciplinary, dismissal and
grievance procedures can be found.

The letter should say what the candidate needs to do to accept or decline
the offer. In the letter, the employer should also say it will carry out pre-
employment checks and that the job offer is made on the condition that
the results of the checks are satisfactory.

Option B

A letter offering the job and giving some of the basics:

 job title
 any conditions applying to the offer – for example, before they start,
passing exams, or after they’ve started, completing a satisfactory
probation period
 main terms and conditions including salary, hours, benefits, pension
arrangements, holiday entitlement and place/s of employment
 start date and any probationary period
 what the candidate needs to do to accept or decline the offer.

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If this letter is to be part of the employment contract, it should say so.

Also, if the employment lasts at least a month, the employer must give
the employee the Written Statement of Terms and Conditions of
Employment (outlined in Option A above) within two months of them
starting work.

In the letter, the employer should say it will carry out pre-employment
checks and that the job offer is made on the condition that the results of
the checks are satisfactory.

For more information, see outline of both job offer letters and a Written
Statement of Terms and Conditions of Employment at
www.acas.org.uk/templates.

Step 3: Advertising a job

The aims of advertising a job include tempting the best candidates with
the necessary skills and attributes, getting the right number of applicants
and candidates to choose from and getting the best person for the job at
the most effective cost.

Considerations before advertising

 How should applicants respond to the advertisement – to the employer

or a recruitment agency? By application form or CV? By email, online,
post, telephone or in person? Are alternatives like tape or Braille
available where needed?

 Who will sift applications, select candidates for the next steps and
reply to the applicants promptly? Have they been trained to handle
these tasks correctly?

 What do the next steps include – an interview, practical or written

tests, an assessment centre? When will they be held and who will
conduct them?

 How will the successful candidate or candidates be selected – will a

scoring system, as outlined in Step 4, be used?

 If practical or written tests are to be used, are they appropriate and

non-discriminatory?

 Is everyone involved aware how personal information must be handled

? To find out more, see General Data Protection Regulation and

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recruitment and go to the Information Commissioner’s Office’s

website www.ico.org.uk.

Writing the advertisement

 Does the advertisement convey the organisation’s image and appear
eye-catching?

 Is it easily understood and to the point?

 Make sure it includes the job title and main aspects of the role
including pay, location and type of contract (for example, is it
permanent or fixed term?). Where space permits, cover qualities, skills
and knowledge essential for the post and career prospects.

 State how applicants should apply, and give a contact name, phone
number and/or email address if an applicant would like additional
information or has queries.

 Give a clear closing date for applications.

 Make sure current employees, agency workers and external applicants

are given the same information.

 Check it steers clear of any wording the employer is unsure about or

thinks might be open to legal challenge. Apart from in very limited and
lawful exemptions and exceptions, the advertisement must not
discriminate on the grounds of age, disability, gender reassignment,
marriage and civil partnership, pregnancy or maternity, race, religion
or belief, sex (gender) and sexual orientation.

Be specific…
1. A company that needs someone to speak to customers in Malay
doesn’t need to advertise for a Malyasian, they need to ask for
someone who speaks Malay.
2. If a company wants someone who is hard working, rather than
advertising for someone who is youthful or energetic, they need to
ask for someone who can provide evidence that they can handle a
demanding workload.
3. If a Christian school wants to hire a religious education teacher, they
don’t need to advertise for a Christian, they need to advertise for
someone with a qualification or experience in Theology.

 State the organisation’s commitment to equal opportunities and that it

welcomes applications from all who believe they fit the essential
requirements of the job.

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 Ask applicants whether they need any ‘reasonable adjustments’ for any
part of the recruitment process –it is good practice for an employer to
do this at this stage. If space is limited, such as in a newspaper job
listing, make sure this information is available as soon as further
information is given or can be accessed.

 Where the services of an employment agency are being used, there

are certain mandatory requirements when advertising a job. The
agency should be aware of these, but further information can be found
at www.rec.uk.com/legal-resources.

Where to advertise

An employer can benefit from drawing on the experiences of applicants

from different backgrounds. It should not advertise in just one kind of
media, but use at least two different channels so it does not discriminate
or end up with candidates from too narrow an audience.

Options include:

 looking within the organisation: If an employer wants to keep its

best staff it should offer them opportunities to develop, as highlighted
in Step 1. The best candidate might be an existing employee, and it is
good for morale for staff to see they can progress within the
organisation. Also, an employer should make sure internal applications
are handled the same as external ones, in a clear and consistent
process, to avoid suspicion of favouritism

 the internet: The dominant means for people to look for a new job
and for employers to hire them. It is estimated that more than half of
all jobseekers in the UK go online to look for a new post, and nearly all
employers use the internet at some stage of taking on a new
employee. This can range from simply advertising a vacancy through
to handling the recruitment process largely online

The main internet recruitment tools include…

 an employer’s own website marketing its brand, reputation and
vacancies
 job-boards, the numerous websites advertising vacancies, while
some also profile jobseekers. Some have vacancies covering a wide
range of jobs, while others target a specific sector – for example,
engineering
 social media, the internet-based tools people use to make contact
and interact in all kinds of ways. It includes channels for listing job
vacancies. Also, it is influencing how some employers now approach

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recruitment. For more on the use of social media in recruitment, go

to www.acas.org.uk/socialnetworking

 Jobcentreplus: Employers can advertise vacancies through the

Government’s online, Universal Job match, at www.gov.uk/jobsearch.
The vacancies also go on display at local Jobcentreplus offices.
Disability Employment Advisers at Jobcentreplus offer support for
disabled people to help open up job opportunities for them

 recruitment agencies: Often specialising in specific types of work

such as catering, logistics or construction. They may already have
potential applicants registered with them. Others, sometimes called
search and selection firms or headhunters, focus on seeking out
candidates for senior management or in highly-specialised fields

 national newspapers: Advertising here can be expensive, but is

likely to produce a batch of good applications, especially for specialist
roles. In print and online. There are national ethnic newspapers, too

 specialist publications: Less expensive than the national press,

these target potential candidates for niche and professional vacancies.
Usually both in print and online

 regional and local newspapers: Tend to be for less specialised jobs

or to target an area or locality. Again, usually both in print and online

 local schools, colleges and universities: It can be worthwhile for

an employer to keep in touch with careers advisers here and take part
in their job fairs. This can be useful in seeking particular skills and
highlighting opportunities for trainees, apprenticeships or work
experience. It is also worth bearing in mind that more students are
staying at home to go to a local university to limit student debt

 Education and Skills Funding Agency: It can help employers take

on trainees and apprentices. To find out more, go to
www.gov.uk/government/organisations/education-and-skills-funding-
agency

Using word of mouth

Advertising vacancies by word of mouth through existing employees and
their social networks can be effective, but only if it is handled carefully
in conjunction with other methods, and if the job details are then
provided to interested applicants in written format.

Spreading word of vacancies only through existing employees and

managers is likely to yield a limited pool of candidates and, unless the
job is in a very niche area, unlikely to get the best possible candidates.

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It is also unlikely to meet Equal Opportunities requirements because

any imbalance in the make-up of the workforce is likely to be increased.
The Equality and Human Rights Commission warns against this practice
where the workforce is predominantly one sex or racial group.

Step 4: Sifting and selecting

Whatever form an employer decides applications should take, it will have
to go through them – also using the job description and person
specification – to see how candidates measure up. It should select in a
systematic way who best matches the job to draw up a shortlist of
candidates for the next phase of evaluation – whether that is an interview
or assessment centre.

To avoid any unintended or unconscious bias, the sift and interviews

should be done by at least two people trained to interview job candidates.
They should involve the line manager the successful candidate will report
to, as well the HR department, if the organisation has one. The employer
should also clearly state whether it will pay the candidate’s reasonable
travel expenses for attending an interview or assessment.

There is a variety of methods to aid selection, including interviews,

practical tests and assessment centres. Usually, methods used will
depend on the type of job to be filled, the skills of the recruiter and the
budget for recruitment.

Interviews

Most jobs involve having an interview. Its main purposes are to find out if
the candidate is suitable for the job and give the candidate information
about the job and the organisation.

Preparing for the interview

 It is advisable for the employer and interviewers to plan core questions

to probe skills, qualities and values essential for the job. It can help to
use the application form, job description and person specification in
devising the questions. At the interview itself, interviewers may find
they have to probe some areas more with certain candidates.

 The questions should be ‘open-ended’ so they cannot be answered

‘yes’ or ‘no’. They usually begin with ‘what’, ‘why’, ‘when’ or ‘how’.

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 Interviewers should familiarise themselves with the application, job

description and person specification in advance of any interview. If the
interviewers need to ask candidates to explore or expand on their
applications, they should make sure they have read the completed
applications beforehand.

 The interview should be planned so the candidates do most of the

talking, which can be achieved with a handful of questions to be
answered at length, or a longer list of shorter questions.

 The interviewers should share questions between them to draw on

their own skills, knowledge, experience, training and qualifications.

 Try to anticipate any questions the candidate might ask and, where
possible, have the answers to hand.

 It is advisable that all interviewers are trained and aware of all

relevant laws.

 Off-the-cuff interviews are likely to be different each time and, because

they are inconsistent, unlikely to pick the right person and should
generally be avoided.

Conducting the interview

 Make sure the practicalities are handled to set a candidate at ease

before the interview starts – welcome them, show them where the
toilets are and ask if they would like a drink. Most importantly, make
sure the interview will not be interrupted by visitors or telephone calls.

 Interviews should, where possible, be conducted by more than one

person to avoid unintended or unconscious bias.

 So all candidates are treated fairly and consistently, they should be

given the same opportunity to demonstrate they are the best person
for the role, and to ask questions of the interviewers.

 Understand that it is common for both candidates and interviewers to

be nervous.

 Listen carefully and make brief notes on key points.

 It can be helpful to score candidates’ answers to core questions - for

example, out of ten, with the top possible figure being the ideal score.

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 Avoid asking for personal information or personal views irrelevant to

the job, or potentially discriminatory questions such as ‘Are you
planning to have children in the next few years?’

 How an interview is handled can vary, but can typically involve:

1. thank the candidate for coming, give them time to sit down and get
their application materials in place, then make any introductions

2. briefly outline information about the role and the organisation, and
then move to the first question

3. keep to the interview’s time frame and ensure there is time to ask
all the questions. Allow for some flexibility in the time candidates
are given to answer questions - for example, by rephrasing a
question if they answered it poorly the first time, or to ask for
further examples in answer to a question if there’s time at the end
of the interview

4. Confirm the last question has been asked, check the candidate is
familiar with the terms and conditions of the job and ask if they
have any questions

5. tell the candidate what will happen next and when they can expect
to hear about the outcome of the interview.

Take a tour
In some situations, an interviewer may be able to briefly show the
candidate around the workplace – this can present an opportunity to
assess interaction with would-be colleagues, or give the candidate a
better understanding of the environment they would be working in.

Practical tests

These tests are now widely used together with application forms,
interviews and references. If the job involves practical, technical or
specialist skills, it is likely the candidate should be tested for ability before
or at the time of interview.

Testing is common in jobs that require working with numbers, words, IT,
other technology, logic and accuracy. Sectors which use tests range from
defence to telesales/call centres.

Tests must relate to the requirements of the job. The aims should be clear
and how the results are assessed objective. Records of tests should be
retained in accordance with the General Data Protection Regulation.

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An employer should think carefully before using any test:

 is it really necessary for the requirements of the job?

 is it relevant to the job description and person specification?

 is the organisation’s policy on using tests, storing results and giving

feedback to the candidate in accordance with the General Data
Protection Regulation?

 is the test discriminatory in any way?

 is there a reasonable return on the time and costs invested?

Psychological tests
These can help measure intelligence, personality traits and even stamina.

One type of test is a multi-choice questionnaire assessing what is termed

‘biodata’ – short for biographical data. The questionnaire is said to probe
past behaviour and reflect personality traits, attitudes, experiences,
interests, skills and abilities. Its principle is that past behaviour is the
best indicator of future behaviour.

Many organisations, particularly large ones, use psychological tests, but

assessing personality is controversial. If using psychological tests, an
employer should ensure recruiters are trained to use and assess them.

It is advised that tests should never be used as the only method of

selecting new employees. Under the General Data Protection Regulation,
this includes where the computer process would reject a candidate if they
gave a certain answer to a particular question. An employer can use
computer decision-making on a candidate’s application where the
candidate actively gives it permission to do so.

For more on this, see General Data Protection Regulation and

recruitment.

Assessment centres

An assessment centre’s role is to gauge how good the candidate is at

what they would do in the job. Skills and personal attributes tested will
vary between jobs, but may include leadership, analysis, working under
pressure, team work, communication skills and numeracy.

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Assessment centre activities used to examine these qualities might

include presentations, role play, team exercises, interviews, a task that
suddenly drops into the in-tray, looking at how a candidate interacts with
others in their team and psychological tests.

Candidates are observed and marked, usually by staff in the organisation

trained as assessors. The assessment centre usually lasts between half a
day and two days, and is held at the organisation or a hotel, for example.

Assessment centres are expensive to run, so they tend to be used by

large organisations. Sectors where they are commonly used include
banking, retailing, manufacturing, IT, accounting, the legal profession,
the Civil Service, the NHS, the police and Armed Forces.

As an alternative, some employers choose to mix a smaller number of

assessment exercises alongside an interview process.

Health checks

If an employer believes it is necessary to ask health-related questions

before making a job offer, it can do so only in the following
circumstances:

1. to determine whether an applicant can carry out a function essential to

the role

2. to take ‘positive action’ to assist disabled people

3. to monitor, without revealing the candidate’s identity, whether they

are disabled

4. to check that a candidate has a disability where this is a genuine

requirement of the job.

The four limited circumstances under the Equality Act 2010 apply to all
stages of recruitment before a job offer. This includes application forms,
health questionnaires, interviews and any other assessment and selection
methods. There are also safeguards for information about a candidate’s
health and/or disability under the General Data Protection Regulation. See
General Data Protection Regulation and recruitment.

Information on making reasonable adjustments during a recruitment can

be found later in this guide. For more information on terms such as
‘positive action’ and ‘monitor’ see the Acas guide, Equality and
discrimination: understand the basics at www.acas.org.uk/equality.

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Recruiting staff

For most jobs, it is not necessary for candidates’ health to be checked

before they are offered a job, but once an employer has offered a
candidate a job, whether unconditionally or conditionally, it is permitted
to ask appropriate health-related questions.

This might be because of other legislation such as the legal requirement

for a commercial vehicle driver to have an eye-sight test. Or, it might be
to do with a requirement of the job – for example, the employer’s cycle
couriers need a health check because its insurer insists on it.

An employer should include the need for any health check or medical in
the application pack for the job, and include it again in the letter offering
the job. If the employer is going to ask for a health check on the
candidate from the candidate’s doctor, it must get written consent from
the candidate first. Also, the candidate has a right to see the doctor’s
report and ask for it to be changed or withheld from the employer.

Employers making conditional offers are advised to keep a full record of

why an offer is withdrawn for health reasons in case the matter leads to a
claim of discrimination. An employer must also ensure that a health check
itself does not discriminate. For example, targeting health checks at
certain age groups or disabled people, or discouraging people from
applying, are likely to be discriminatory.

Selecting the best candidate for the job

The employer should have been systematic in using the application form,
job description and person specification, and in marking candidates on
their essential skills and qualities, whether in interview, tests or at an
assessment centre.

It should now use those marks to determine which candidate has the
highest tally – yet not overlook a low score in a crucial area. Using a
structured scoring system will help an employer avoid the pitfalls of
making snap judgements based on ‘gut feeling’ or sub-consciously looking
for similarities to themselves in the candidate.

As soon as possible after an interview or assessment centre, the

interviewers/assessors should write up their notes of key answers, scores
and other important details.

The employer should decide the successful candidate and offer them the
job as soon as possible. If they decline, the job should be offered to the
next most successful candidate etc until the offer is accepted (or no
acceptable candidates remain). As soon as possible after this, inform all

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the other applicants that they have been unsuccessful in the current
recruitment.

Interviewers/assessors writing up their notes is not only for the decision-

making process, but also to provide feedback to candidates if they ask.
An employer should try to give positive feedback to unsuccessful
candidates on where they might reasonably improve – in future, it might
want them to apply for other suitable jobs. If an employer might want to
keep candidates’ details to match against future vacancies, it must make
this very clear to the candidates at the start of their first application.

A candidate can ask to see information held about them – for example,
the application form, interview notes and references, or the full personal
file if the candidate already works for the organisation. Find out more in
General Data Protection Regulation and recruitment.

Also, an employer should be aware that its reasons for appointing or not
appointing a candidate might be challenged under discrimination
legislation. To find out more, see the Acas guide, Equality and
discrimination: understand the basics at www.acas.org.uk/equality.

Step 5: Completing final details

Pre-employment checks and offering the job

By now, the employer has decided who it wants. However, a further

consideration should be what are called pre-employment checks – some
are optional and some are a legal requirement.

 Carrying out checks before a job offer: Some employers carry out
as many checks as possible before offering a job. This will offer
reassurance that an employee is suitable before a job offer is made,
and can also speed up the time it takes to get an employee to start
work, but it can come at a financial and administrative cost.

 Carrying out checks once an offer has been made: Some

employers carry out checks once they have sent a job offer letter and
the candidate has accepted the post - but such an offer should say it
will carry out pre-employment checks, and the job offer is made on the
condition that the results of the checks are satisfactory. This method
tends to reduce the financial and administrative costs, but can be
problematic if candidates are subsequently found to fail any of the
checks.

 Carrying out checks once the job has started: The employer might
also offer the job on a probationary period so it can complete checks

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before offering the role permanently. This is likely to result in the

fewest unnecessary checks. However, some legal checks may need
completing before employment starts, and other checks may
inadvertently become forgotten or disregarded.

Some of the checks are covered in the next section, including:

 Checking the right to work in the UK
 Disclosure and Barring Service (DBS) checks
 References
 Proof of qualifications.

A more detailed checklist of pre-employment checks is available at

www.acas.org.uk/templates.

Any checks must be lawful, necessary and fair, and comply with the
General Data Protection Regulation. Where possible, the employer should
only check the successful candidate.

Handling pay queries

When considering how to attract applicants, the employer will usually

have determined the going rate for the job, and should take into account
any pay grades, scales, and relevant negotiated agreements in the
organisation. While many job offers will involve employees accepting the
advertised rate of pay, some employers may negotiate a pay rate with
potential employees.

Some employers will offer different rates of pay to new recruits for a
variety of reasons, such as to attract someone who has been
‘headhunted’ – but this should be handled carefully. The Equality Act says
men and women in full-time or part-time employment have a right to ‘no
less favourable’ pay, benefits and terms and conditions in their
employment contracts where they are doing equal work. However, an
employer may defend a claim if they can show the reason for the
difference is due to a genuine factor and not based on the sex of the
employee. For more on ‘equal pay’ go to www.acas.org.uk/equalpay.

Employers must also comply with National Minimum Wage rates which
change every October, and the pay regulations for workers in agriculture
and horticulture. For more information on pay, go to
www.acas.org.uk/pay.

References

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The job application form should say at what point in the recruitment
process any references will be sought. It is usually requested no earlier
than the job offer stage, although details will often be asked for ahead of
this. Speedy requests are often better because job offers that are made
'subject to satisfactory references being received' can become problematic
– especially where an employee has started working and the reference is
bad, or is not provided.

A prospective employer may ask for two types of reference:

 professional reference: usually from the candidate’s current

employer, or a previous employer or manager.

 character (or personal) reference: this typically comes from an

independent person, often in a respected position, who knows the
candidate well.

The prospective employer should only approach the candidate’s current

employer with the candidate’s permission. Any request should include a
job description to give the referee context. It should not ask for personal
information or conjecture about the applicant.

There are three main responses to a request for a professional reference

and it is important for an ex-employer to be consistent in which it
chooses:

 a professional reference is given: This can be written as the

responding employer wishes, giving an assessment of the employee’s
performance and relevant personal qualities, in addition to core factual
information. It must be true, fair and accurate.

 a factual or basic reference is given instead: Employers who do

not wish to provide a full professional reference may choose to provide
a version covering just clear and basic facts such as dates of
employment, roles held and salary.

 no reference is given: There is usually no legal requirement for an

employer to provide a reference, although there are some important
considerations to be aware of (see below).

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Important considerations for employers who do not

intend to give references
 Providing references for some employees but not others may result
in allegations of discrimination.
 There are some regulated industries (such as financial services)
where a reference must be provided.
 An employer may, in rare circumstances, be failing in its duty of care
by failing to give a reference.

Where no reference is received, it can be useful for the prospective

employer to have a policy that allows for recruitment with a probationary
period.

Where possible, it is good practice for both employer and employee to be

clear about how the employer will respond to reference requests before
the employee applies for jobs.

Further, references should be written, not given verbally, to avoid any

dispute about what has been said.

Requests from applicants to see their references

Generally, if the reference deals with information already known to an
applicant, it should be given to them if they ask for it. But if the
reference contains information the author of the reference would not
want the applicant to see, the situation may not be straightforward.
According to the Information Commissioner’s Office, an employer will
generally have to give the applicant references it has received about them,
even if marked ‘confidential’. However, the author does not have to give
the applicant a copy.

Proof of qualifications

It is reasonable for an employer to ask the applicant for proof of

qualifications, training or licences important to the job. The candidate
may be asked to bring evidence of qualifications to the interview. If the
checks are being made with someone or an organisation other than the
candidate, it is good practice to tell the applicant. How the information is
kept by the employer and for how long should meet the General Data
Protection Regulation.

Contract queries

As well as the job offer letter and Written Statement of Terms and
Conditions of Employment, outlined in Step 2, the successful candidate’s
contract of employment includes:

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 the employer’s procedures, policies and documents referred to in the

Written Statement – for example, on managing discipline

 employment laws such as those relating to annual leave and unfair

dismissal (subject to any qualifying requirements, such as a required
length of continuous employment)

 rules too obvious to be included in the Written Statement - for

example, that an employee will not steal from their employer.

Before the new recruit starts, it is best for the employer to give them
their Written Statement to avoid disagreements, or misunderstandings,
and remind them where they can find out more about the organisation’s
procedures and policies.

The employer should make sure the new recruit has the opportunity to
raise any queries and that it deals with them promptly, so that once they
start they can focus on learning their role and fitting in.

Other considerations
General Data Protection Regulation and recruitment
From May 25, 2018, new legislation – the General Data Protection
Regulation – is in force to strengthen rights to privacy in the computer
age. It replaces the Data Protection Act 1998 and includes the threat of
fines for employers, recruitment agencies and data organisations which
break the rules.

Some key points for employers and job applicants include:

 An employer should have an easy-to-understand privacy policy, in
accordance with GDPR, saying…
- who the employer is
- what information it will collect about the job applicant and how to fill
the job vacancy
- why and how it will process the information, including flagging up any
automated decision-making
- how the information will be stored and for how long
- who else will be given relevant parts of the information – for
example, an external payroll service if the applicant gets the job
- the applicant’s rights regarding their information, and
- how the employer will handle what GDPR terms ‘Special categories of
data’. See below.

 On the job application form, the applicant should have to actively show
consent for their information to be used by the employer – for

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example, by signing and dating a section on the form giving their

agreement to the employer’s privacy policy. The applicant should read
the policy before starting to give information or fill in the form.

 The employer should link to its privacy policy in every email it sends to
a candidate.

 GDPR includes safeguards in tandem with some parts of the Equality

Act 2010. These are included in what GDPR terms a person’s ‘Special
categories of data’. These categories are race, politics, religion or
philosophical belief, trade union membership, sexual orientation,
health, sex life, and genetic and biometric data such as fingerprints,
eye patterns and signature.

 The employer must protect an applicant’s privacy by making sure only

authorised people in the recruitment process see it.

 The employer should make clear how an applicant can complain about
how their personal information is being handled.

 In some circumstances, an applicant can challenge a decision by

computer about their application and have the right to another means
of decision-making – for example, by a person, not automation.

 An employer should make sure that any organisation acting on its

behalf in its recruitment process – for example, a recruitment agency,
a specialist company testing candidates or a payroll service - follows
GDPR rules.

 In the recruitment procedures, including on an application form or in

an interview, a job applicant should only be asked for information
relevant to the job and/or the administration of the recruitment. That
information must not be used for unrelated reasons.

 An employer should tell an applicant if it wants to keep their

information for possible future vacancies, which details and for how
long.

 A job applicant has the right at any time to withdraw their consent for
the employer to use parts or all of their information. The employer
must delete it.

 An employer should be able to prove it is following GDPR rules about

the information it collects, processes and records about applicants.

Employers and job applicants should seek further information

about GDPR from the Information Commissioner’s Office at
https://ico.org.uk/for-organisations/guide-to-the-general-data-
protection-regulation-gdpr/

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Recruiting without discriminating

An employer must not discriminate against job applicants because of
Equality Act protected characteristics such as age, sex (gender),
disability, race, religion or belief and sexual orientation at any stage of
the recruitment process, including when:

 advertising the role

 going through job applications
 selecting candidates for interview/assessment
 offering a candidate the job
 offering terms and conditions
 and once an applicant becomes an employee.

There are other areas of recruitment where discrimination can happen. To

find out more, see the Acas guide Prevent discrimination: support equality
available at www.acas.org.uk/equality.

Reasonable adjustments for disabled job applicants

An employer must ask whether an applicant needs any reasonable

adjustments (often referred to as access requirements) for any part of the
recruitment process.

Further, if a candidate has indicated a disability on their application form,

or the employer becomes aware of it, or the candidate asks for
reasonable adjustments to be made, the employer must consider making
them.

For example…
In many cases, reasonable adjustments are relatively simple and
inexpensive for an employer to make:
1. a candidate with a hearing impairment may need to clearly see the
interviewer so they can lip read
2. a candidate with limited mobility may need to know the ‘accessibility
routes’ to the interview rooms in the employer’s building
3. a candidate with dyslexia may need some additional reading time to
familiarise themselves with materials used in an assessment centre.

The right to work in the UK

Employers must check whether a job applicant it wants to employ is
entitled to work in the UK before it actually employs them. It should also
check thoroughly that all necessary paperwork is correct and up to date,
as an employer can now face up to five years in prison for employing
someone whom it has ‘reasonable cause to believe’ is an illegal employee.

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Also, an employer can be fined up to £20,000 per employee without the

right to be employed in the UK.

Further, employees found guilty of the criminal offence of illegal working

can face up to six months in prison and/or a fine in England, Wales and
Scotland. Also, their wages can be confiscated.

To find out more about the clampdown on illegal working, see the Home
Office factsheet on
https://www.gov.uk/government/uploads/system/uploads/attachment_da
ta/file/537205/Immigration_Act_-_Part_1_-_Illegal_Working.pdf

To avoid discrimination, employers should be consistent in their checking

and not simply check recruits they assume would not be eligible.

British citizens, citizens of the Channel Islands, the Isle of Man, the
Republic of Ireland and the rest of the European Union, Switzerland,
Iceland, Liechtenstein and Norway are all entitled to work in the UK.

For more about eligibility to work in the UK and an employer’s obligations,

go to Check if someone can work in the UK - GOV.UK or Check a job
applicant's 'right to work' documents - GOV.UK for more information
including:

 Checking if someone can work in the UK

 An employer’s guide to right to work checks
 The Home Office’s code of practice for employers on avoiding unlawful
discrimination while preventing illegal working.

Criminal records
An employer can ask for details of a criminal record, but if it does it must
ask the correct question of the prospective employee.

For most roles, an employer is only allowed to ask about what are termed
‘unspent cautions and convictions’ under the Rehabilitation of Offenders
Act 1974 (ROA). For these roles, an employer is entitled to a basic
criminal record check called a ‘Basic Disclosure’ and the correct question
to ask applicants is: Do you have any unspent convictions? Yes / No.

However, there are certain types of job exempt from the ROA where it is
necessary to ask a different question. For example, for roles including
working with children and/or vulnerable groups, and in healthcare, and
certain regulated financial roles. The correct question for these roles is:
Do you have any cautions, convictions, reprimands or final warnings
which are not protected as defined by the Rehabilitation of Offenders Act
1974 (Exceptions) Order 1975 (as amended in 2013)? Yes / No. These

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roles may be eligible for a Disclosure and Barring Service (DBS) check
which might be ‘Standard’ or ‘Enhanced’.

An employer must explain to a job applicant or employee how or why the

role is eligible for a DBS check and where they can get independent
advice.

All these checks can be a complicated legal area.

An employer can get free advice from Nacro, the crime reduction charity.
Its Employer Advice Service is on 0845 600 3194 or email
[email protected]

Job applicants and employees can get free advice from Nacro’s
Resettlement Advice Service on 0300 123 1999 or email
[email protected]

Also, Nacro has a practical guide to employing ex-offenders. Recruiting

safely and fairly is availble from www.nacro.org.uk/recruitingsafelyguide.

There is also information on the Acas web page, Criminal record checks

Reviewing if recruitment was effective

It is worth an employer regularly assessing the effectiveness of its
recruitment process so it is clear what works well and where
improvements are needed. Once a new recruit has settled in, an employer
should look back at all the important areas:

 did the assessment of staffing needs turn out to be accurate?

 could the essential documents – for example, the job description or

application form – be improved in any way?

 did the advertisement and the channels used produce enough suitable
candidates from different backgrounds?

 what proportion of unsuitable applications were let through at the

sifting stage and is this an acceptable level for the organisation?

 did the recruitment method draw out what the employer needed to
find out about the candidates’ abilities and attributes?

 were there any problems in getting the successful candidate to accept

the job offer?

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An employer should also bear in mind that a successful recruitment

process for one job does not automatically mean exactly the same
approach will be fruitful next time. This can be the case if the labour
market changes, such as new circumstances increasing the availability of
graduates but reducing the number of available experienced staff.

Further information
Useful tools online
Outline of job application forms
Outline of a job description
Outline of a person specification
Outline of a recruitment checklist
Outline of job offer letters
Outline of a pre-employment checklist
Outline of a Written Statement of Terms and Conditions of Employment
All the above are available at www.acas.org.uk/templates

Acas learning online

Acas offers free E-Learning, including courses on Contracts of
employment and Written Statements, and Pay and reward.

Acas training
Our recruitment training is carried out by experienced Acas staff who
work with businesses every day. Go to www.acas.org.uk/training for up-
to-date information about our training and booking places on face-to-face
courses.

Training can be specially designed for smaller companies and our current
programme includes:

 recruitment, selection and retention

 employing people – a practical introduction
 human resource management for beginners
 contracts of employment.

Also, Acas specialists can visit an organisation, diagnose issues in its

workplace, and tailor training and support to address the challenges it
faces. To find out more, go to www.acas.org.uk/businesssolutions.

Acas guidance
Age and the workplace - a guide for employers and employees
Apprentices
Discipline and grievances at work
Discrimination: what to do if it happens
Equal pay
Equality and discrimination: understand the basics

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Recruiting staff

Flexible working and work-life balance

GDPR - The General Data Protection Regulation
The right to request flexible working
Handling pay and wages
Homeworking – a guide for employers and employees
How to manage performance
National Minimum Wage
Prevent discrimination: support equality
Social media and recruitment
Starting staff: the induction
Unconscious bias
Younger workers

Additional help
Employers may be able to seek assistance from groups where they are
members. For example, if an employer is a member of the Confederation
of British Industry or the Federation of Small Businesses, it could seek its
help and guidance. If an employee is a trade union member, they can
seek help and guidance from their trade union representative or equality
representative.

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Keep up-to-date and stay informed

Visit www.acas.org.uk for:
 Employment relations and employment law guidance – free to view,
download or share
 Tools and resources including free-to-download templates, forms and
checklists
 An introduction to other Acas services including mediation, conciliation,
training, arbitration and the Acas Early Conciliation service
 Research and discussion papers on the UK workplace and employment
practices
 Details of Acas training courses, conferences and events.

Sign up for the free Acas e-newsletter. The Acas email newsletter is a
great way of keeping up to date with changes to employment law and to
hear about events in your area. Find out more at
www.acas.org.uk/subscribe

Acas Helpline Online. Have a question? We have a database of

frequently-asked employment queries that has been developed to help
both employees and employers. It is an automated system, designed to
give you a straightforward answer to your employment questions, and
also gives links to further advice and guidance on our website:
www.acas.org.uk/helplineonline

Acas Helpline. Call the Acas Helpline for free and impartial advice. We
can provide employers and employees with clear and confidential
guidance about dispute or relationship issues in the workplace. You may
want to know about employment rights and rules, best practice or may
need advice about a dispute. Whatever it is, our team are on hand. Find
out more: www.acas.org.uk/helpline

Look for us on:

Facebook - https://www.facebook.com/acasorguk
LinkedIn - http://linkd.in/cYJbuU
Twitter - http://twitter.com/acasorguk
YouTube – https://www.youtube.com/user/acasorguk

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