Session 2010-11
The Role of the FCO in UK GovernmentFOREIGN AFFAIRS COMMITTEE INQUIRY INTO THE ROLE OF THE FCO IN UK GOVERNMENT REPLY TO INFORMAL REQUEST FROM THE FAC FOR ADDITIONAL INFORMATION ON CERTAIN HUMAN RESOURCES ISSUES AND AN UPDATE ON THE FCO STRATEGY UNIT/POLICY UNIT, THE POLICY PLANNING FUNCTION AND RESEARCH ANALYSTS HUMAN RESOURCES ISSUES The Committee has asked for additional information on a series of human resources issues related to: · Recruitment, appointment and promotion; · Induction of staff; · historical data since 1945 on staffing levels and the numbers of overseas posts; · length of postings; · secondments to other Government Departments; and · appointments from outside the FCO. The Committee has suggested it would be happy to see internal staff information on such issues, if this was readily available. In response to these points, the Committee may find the following attachments of interest: a) a note explaining FCO competences and attachments setting out in detail specific competences on FCO Band C and Senior Management Structure Band 1 for illustrative purposes; b) a note on recruitment; c) a note on promotion; d) a note on appointments and attachments of internal guidance to staff taken from the FCO internal website; e) a note on training and attachment showing the FCO induction programme for Band C officers as an illustration; f) a note on interchange and secondments; and g) a copy of the internal FCO rules on current length of postings for all posts. Provision of full and accurate historical data for staffing from 1945 is more challenging. Data on this is not readily accessible, and may not be fully accurate. STRATEGY UNITY/POLICY UNIT AND RESEARCH ANALYSTS The Committee asked for an update on the Directorate of Strategy, Policy Planning and Analysis. The Committee is aware from the FCO’s 2008-9 Annual Report that the Directorate was previously made up of two parts: the Strategy Unit, whose staff were generalist policy advisers, and which prepared strategic and long term policy advice; and Research Analysts, whose members provided expert analysis of different countries and issues, and who worked alongside the relevant geographical or functional directorate of the FCO (although in organisational terms they formed a separate department within the Directorate of Strategy, Policy Planning and Analysis). In July 2010, this structure was revised. The Strategy Unit became the Policy Unit, still made up of generalist policy advisers, working through the Director for Strategy to the Permanent Under-Secretary. Their work is to strengthen the FCO’s policy work by supporting and sometimes challenging other Directorates; to improve policy skills throughout the Office (working with the Human Resources Directorate); to engage with internal and external experts; and to coordinate the FCO’s contribution to the work of the National Security Council. The Unit is in the process of recruiting staff to a full strength of 18 officers. Members of Research Analysts, who were already co-located with the Directorate or Department which covered their respective areas of specialism, were fully incorporated into them in July 2010. Each Directorate is therefore now responsible for the management and resourcing of its analysts. There are 46 analysts at the moment. The FCO is currently reviewing the level of analytical capacity which it needs. Foreign and Commonwealth Office February 2011 Recruitment, PROMOTION AND APPOINTMENTS WITHIN THE fco oVERALL CONTEXT: FCO COre competences Attached to this note are stand-alone notes with details on how the FCO recruits, promotes and appoints staff to and within the FCO. What is common to all three notes is the FCO Core Competence framework. At some point in the recruitment, promotion, and appointment processes, candidates will be measured against some or all of the core competences. This framework sets out the standards the FCO expects of its staff at each grade to be effective within the FCO, both in London and overseas. These competences cover (with variations between the grades): - Strategic Thinking - Problem Solving and Judgement - Leadership - Communicating and Influencing - Managing and Developing Staff - Delivering Results - Managing External Relationships - Working with Others - Learning and Development These are the skills deemed essential for both Diplomatic Service and Home Civil Service staff in the FCO. Attached are more detailed indications of what the FCO expects from its staff at C Band (ie Second Secretary) and SMS 1 (ie those at lower levels of Senior Management).
NOTE ON Recruitment FOR FAC How does the FCO recruit its staff? The Foreign and Commonwealth Office aims to recruit a talented and diverse workforce that reflects British society. Our recruitment policies are designed to encourage applications from the widest possible range of backgrounds. All external recruitment into the Foreign and Commonwealth Office is based on merit, and all campaigns must be fair and open. The Recruitment Freeze The Government announced an immediate freeze on external Civil Service recruitment in May 2010. Cabinet Office released guidance on the freeze, recognising that some exceptions would be required in order to ensure Departments could continue to operate effectively, underlining that the purpose of the measure was to drive efficiencies in staff numbers and paybill and that it was essential that departments avoid false accounting through eg use of contractors. The allowed exceptions to the freeze were: - The Civil Service Fast Stream, which the FCO uses to recruit C4 policy entrants. - Individual business critical appointments - Key frontline posts - Outreach/internship schemes to deliver diversity objectives. In light of the recruitment freeze, downward pressures on budgets and to ensure workforce planning decisions can be monitored by the Board, the FCO have introduced a Cabinet Office-endorsed system for approving (or not) requests for employing permanent, fixed term and temporary staff. Delegated authority from the Foreign Secretary and the PUS for most recruitment requests rests with the Chief Operating Officer. Senior appointments must go to the PUS and Foreign Secretary. Directorates must submit business cases to DG C&D via HR Directorate. The business cases must outline why it is operationally essential to fill the position, and confirm that all relevant internal and cross-Whitehall options have been tried, that the Directorate has the budget and headcount for this position and that there is a continuing/long term requirement for the role where appropriate. Any new recruitment (ie additional to headcount) must be balanced with cuts elsewhere. Monthly reports summarising recruitment activity at the FCO and its NDPBs are submitted to Ministers. Generalist Recruitment When the FCO recruited in the recent past (ie 2009, pre-freeze) at the delegated grades, we used ‘generalist’ external campaigns, designed to attract and select staff with the potential to operate across the range of policy and service delivery and corporate services jobs in the FCO and build successful careers. We recruited staff at Band A, Band C and (sometimes) Band D, and ran campaigns in line with workforce planning needs. Workforce planning set our annual recruitment targets and the flexible nature of the campaigns allowed us to adapt to changing priorities, maintaining and refreshing staffing levels and introducing new skills and experience from outside the organisation. All generalist campaigns assessed candidates across the full range of competences at the relevant Band. Generalist competitions do not require specialised skills or knowledge. Band A A recent Band A campaign required applicants to have a minimum number of GCSEs or equivalent to be eligible to apply. The assessment stages were based on the Band A competence framework and included psychometric testing, interviews, fact finding exercises, and written exercises. Band C Band C recruitment is conducted through the Cabinet Office Fast Stream programme. Applicants must achieve a 2-2 degree qualification to be eligible to apply. The Fast stream process tests applicants via psychometric tests, an E-tray exercise and assessment centre, measuring candidate potential against the range of Fast Stream Competences: Drive for results Learning and improving Decision making Constructive thinking Building productive relationships Communicating with impact The FCO supplement this with Final Selection Boards which test applicants’ ability to communicate and influence, work with others and manage and develop staff. Band D The FCO conducts campaigns at Band D subject to Workforce Planning requirements, the last of which was in 2008. That campaign encouraged applicants from diverse backgrounds outside of the public sector, with a focus on commercial skills and foreign languages. Specialists Specialists are recruited on the basis of operational need for roles which require specific skills and experience. Campaigns are tailored to the precise needs of the specialism and candidates are measured against the particular specialist skills and experience needed for the role along with relevant competences. Recent examples include recruitment campaigns for Economists, Legal Advisers and Overseas Security Managers. Recruitment to Senior Appointments Senior Appointments are classified as SMS 2 and above and are overseen by the Office of the Civil Service Commission, led by the FCO Head of Recruitment. Recent Senior Appointments include Chief Information Officer and Finance Director. Further information The FCO external website http://www.fco.gov.uk/en/about-us/working-for-us/careers provides further information for potential candidates. NOTE ON PROMOTION FOR FAC How does the FCO promote its staff? The Foreign & Commonwealth Office uses Assessment & Development Centres (ADCs) as the mechanism to promote staff. They were introduced in 1999 for promotion to the Senior Management Structure (SMS). We now run them at the promotion points from Band B - C, Band C - D as well as Band D – SMS. Our global network means there is particular importance in having a uniform promotion system with clear benchmarks across the FCO, which is why promotion is not delegated to line managers in the way it is in some other organisations. We use ADCs as a strategic tool to: · Deliver better leaders across the range of competences that an effective FCO officer must have: eg analytical ability and judgement, networking skills, impact and influence (with foreign governments, external contacts and within Whitehall), management ability, delivering results · Develop talent at every level · Ensure fairness and equality · Encourage a culture of learning and self development ADCs are effective at predicting potential at the next Band because they use the competence framework for the higher level as the benchmark, as opposed to appraisals, which only measure performance in the current Band. There is also no requirement to have undertaken a number of different job roles before applying to attend an ADC. The ADC assesses candidates irrespective of background and experience. For this reason an officer can apply with just two years’ experience in their current grade, provided they have support from a senior manager. This helps the FCO identify and bring on talented staff quickly. All officers with five years experience in their current grade are eligible to apply for an ADC. As well as passing those candidates with the skills to operate effectively at the next level, ADCs also provide an intense and tailored development opportunity for all candidates. The investment in development helps those who are successful to know their strengths and development needs on take up of a new role. It also gives valuable feedback to those not successful that will enable them to do their current job better and develop their potential if applicable for later promotion. Eligibility criteria All candidates must have served at least 2 years in their current grade to be eligible to apply for an ADC place. Those with 2-5 years require a strong supporting letter from a senior manager giving clear evidence against the competences of their readiness to sit an ADC. Candidates also need a minimum performance rating of ‘Effective’ in their most recent appraisal. Access to the ADC tends to be prioritised by an officer’s end of tour date on the premise that all eligible officers should be able to apply for their next job on promotion. Promotion for successful candidates becomes substantive upon taking up a job at the higher Band. Candidates who are unsuccessful can re-sit the ADC, but there are minimum periods they must wait before doing so ranging from 1-3 years following their previous attempt. This is to enable them to address the development areas highlighted at their previous ADC. Following a third successive unsuccessful attempt at a full ADC, candidates must complete a specialist programme of 3-way coaching (involving their line manager and an experienced coach) of approximately 9 months duration, before re-applying. What happens at an ADC? At all levels, the ADC consists of a series of written exercises and interactive exercises (with role-players). As candidates perform the written exercises they may be interrupted to undertake their interactive exercises. The exercises are set within typical work related situations liable to be encountered by staff in London or overseas. These exercises test candidates against core competences such as Problem Solving and Judgement (testing analytical ability and judgement of officers), Managing External Relationships (such as Whitehall partners or foreign governments) or Communicating and Influencing (persuasiveness on paper and in person) – all of which are vital skills for Diplomats. The Role of Assessors Throughout the ADC, assessors will mark candidates’ written work and observe and mark performances in the interactive exercises. Assessors mark candidates on their ability to deliver against certain performance indicators in those competences of the higher Band that relate to the exercise. These are tested several times. A quality controller benchmarks and checks everything assessors mark. The assessor teams are made up of trained FCO staff and external development professionals. Each candidate has a lead FCO assessor who reviews the body of evidence acquired on their candidate at the end of the ADC. This assessor, in discussion with all other assessors, forges consensus on the overall performance of the candidate. This discussion also helps the development professionals to focus on candidates’ development needs and the feedback they will provide. The assessors produce feedback reports containing a breakdown of performance by competence, plus developmental advice based on the key themes emerging from the ADC. The following day, candidates meet with their lead assessors and one of the external development professionals for feedback interviews. The Feedback InterviewHaving had their performances and behaviour scrutinised and analysed by five/six assessors, including two professional development professionals, the final report and feedback interview provide candidates with arguably the clearest insight into their strengths/weaknesses they have ever received. This coupled with targeted developmental advice, makes it an extremely valuable tool both to the candidate and the FCO at large, if the candidate heeds the advice given. Ensuring Fair Treatment/Encouraging DiversityAll promotion decisions are taken purely on merit. If a candidate reaches the required standard they are promoted. We make sure all candidates are treated fairly at ADCs and take steps to ensure we support diversity. ADC exercise designs are diversity-proofed to minimise adverse impact against different groups. Disabled candidates have an opportunity prior to the ADC to agree reasonable adjustments with a disability adviser which we put in place. The disability adviser can also attend an ADC at which a disabled candidate is present in order to monitor progress and brief assessors where necessary. Our assessors are a mix of trained FCO staff, drawn from across the FCO, and external development professionals. We try to ensure we have as diverse a pool of FCO assessors as possible. None of the ADCs show statistically significant differences in performance between candidates on grounds of gender, ethnicity or disability. Are ADCs delivering the staff we need?The ADCs are delivering the right staff in the right numbers to meet the FCO’s overall strategic workforce needs. Pass rates are monitored and - whereas the standard that candidates need to meet in order to pass an ADC always remains the same - we can reduce or increase the number of ADCs we run to ensure we achieve our workforce targets. Over time ADCs have played a key role in improving the quality of leaders and managers throughout the FCO. Many of the FCO’s senior staff positions are Heads of Mission jobs in isolated, often dangerous places. ADCs are excellent at assessing candidates’ leadership abilities in a way that appraisals often miss. Without taking anything for granted, we believe the investment in development for both successful and unsuccessful candidates has paid dividends. While there is always room for improvement, the 2009 government-wide staff survey showed the FCO scoring highly in leadership and management – higher than most other departments in Whitehall. For example, on questions such as ‘I feel the FCO/Post as a whole is well managed’ and ‘I feel that change is managed well in the FCO/Post’, the FCO outstripped the civil service by 18% and 21% respectively. NOTE ON APPOINTMENTS FOR FAC How does the FCO decide on appointments within the Department? The overwhelming majority of FCO internal appointments at home and overseas are filled by competence based interview. A small number are decided by Boards eg jobs for SMS Payband 2/3 staff and first jobs for new entrants. Filling jobs by interview gives both hiring managers and applicants the opportunity to make informed choices. It helps managers get the best candidate for the job and gives staff more responsibility for managing their careers. Vacancies are advertised twice weekly on FCONet. The responsibility for advertising jobs and managing the interview and appointment process rests with the hiring manager for the job. Jobs must be advertised for a minimum of 10 working days before the bidding deadline; candidates must have five working days to prepare for an interview. Central HR provide support and advice where necessary and are committed to ensuring that the process is being properly administered, including by carrying out spot checks. They apply strict eligibility criteria to ensure that applications are accepted only from those officers who are eligible to bid. Officers apply direct to the hiring manager, submitting a bidding form, a CV and two years worth of appraisals. The hiring manager will convene an interview panel and if necessary carry out a pre-sift of the applications. The interview panel usually consists of three members, including one independent member. At least one of the panel should be a trained interviewer. The interview will focus on the skills, competences and experience the officer would bring to the job, and their motivation for applying. Having an independent member helps ensure fair and objective decisions. HR and the trade unions may observe interviews and staff can appeal if they believe they have not been treated fairly. HR carries out spot checks of decisions. Once the panel have made their decision, and the successful candidate has accepted the job, the hiring manager will give feedback to the unsuccessful candidates. Most jobs in the delegated (ie not senior management) grades are filled internally. In some circumstances there is a strong business case for inviting external applicants for example if the job requires particular specialist skills and knowledge not readily available in the FCO; or if the initial recruitment process fails to produce a suitable internal candidate. Please see separate note on interchange and external recruitment. As a rule, senior management jobs in the UK and at posts overseas are open to members of all government departments to apply on interchange terms. Jobs at SMS Paybands 2 and 3 are considered by the No 1 Board (senior appointments Board) and may be made by Board appointment or interview. Heads of Mission jobs Recommendations for Head of Mission jobs are made in the same way as other positions in the relevant grade. All Governorships of Overseas Territories are in addition put to the No 1 Board. Recommendations are then put to the Foreign Secretary and for the most senior jobs the Prime Minister for ratification. Tour lengths and frequency of postings Jobs at home usually last two or three years but may be extended to five. Overseas postings vary in length, depending on the individual Post; the majority are three or four years but the more difficult or dangerous postings will be less. Frequency of postings varies according to the grade of the officer. Traditionally, Diplomatic Service staff might have expected two consecutive postings overseas followed by a tour at home. While the changing shape of the FCO has implications for postings patterns, particularly at more junior levels, the FCO will remain a strong global organisation and there will still be opportunities for staff to spend a significant part of their careers overseas.
Appointment System: Frequently Asked Questions This document will be updated on a regular basis. If you have a question and it is not answered here, please send it to HRD – Interview System Enquiries .
Hiring manager FAQs
What are my responsibilities as a Hiring Manager? As hiring manager, you will be responsible for the following: Deciding when vacancies are advertised on FCONet Sending job specs to the relevant team to be advertised on FCONet Deciding when the bidding deadline and interview window will be held (please note: to ensure we stay in line with our agreements with the TUS, certain restrictions apply. These are set out in Do I have to stick to any timetable? ) Convening an interview panel and make any necessary administrative arrangements Providing feedback to all candidates once the interviews are over Notifying ESD and HR when an appointment has been made so that the necessary clearances and paperwork can be issued HR are committed to ensuring that the interview process, sifting candidate and providing feedback is being properly administered by Hiring Managers and will carry out spot checks to review decisions. Hiring Managers must therefore ensure that they follow the process rigorously and keep paperwork which may be required by the Appointments Team. HR Appointments Managers may contact Hiring Managers asking them to forward the interview panel's notes, paperwork and the feedback sent to candidates. You should keep applicants’ paperwork securely for six months before you destroy it. When shredding paperwork you should also ensure that you delete any electronic copies of job applications and supporting paperwork. Paper copies of appraisals, assessments and ADC reports should be returned to any candidates who ask for them once the appointment process is complete. How far in advance should I advertise a job? Are there any thresholds which apply beyond which a job would have to be advertised? As a guide, major change will usually amount to a change of 50% or more of the job content. Line Managers may consider re-advertising the job. If a decision is taken to upgrade an A1 position to A2 the current incumbent may continue in the role until their end of tour. This will be on Temporary Progression unless they hold a progressions ticket, when it will be substantive. How/when will I know who has applied for my vacancy? What if the job goes unfilled/attracts no applications? You will need to decide whether to re-advertise. The job spec may need to be reviewed and other ways of attracting applicants may need to be considered. Look closely at what you are saying in the job spec you have advertised. Some areas and roles have more instant appeal than others but all jobs have their positives. Is your job spec clear; does the job title make sense to someone who isn’t already in the team? Does the job spec spell out what the successful bidder can expect in terms of development? If the job is not a particularly "sexy" one, what are the other advantages? Are the hours regular? Are there opportunities for training and corporate activities? Pay particular attention to whether the job can offer an opportunity for flexible working. Not everybody wants a high profile job with unpredictable demands - some staff want a much more routine job that they can fit to their own circumstances. Selection decisions should be based mainly on the competences, though other skills and experience may be factors, particularly at higher grades. Overall, you should weigh up each candidate’s potential to perform well in the job once they have started – none of us should be expected to be instantly expert in any job. The flip-side to experience is development; where a candidate does not have experience of your particular area of work it may be better to offer them the job – not only will they learn another skill or area of expertise, but your field will gain another expert. Remember that you cannot turn someone down for a job because they do not have relevant experience if you have not listed this as essential in the job specification. Remember that the panel you assemble can be a virtual one – you can interview by phone or by videoconferencing, thereby allowing you to draw on panel members from London or from other posts. You might also time your interviews for a period when you or others will be in the UK or visiting a larger post (or an RTC) or to arrange for your home department to run the process on your behalf.
How do I treat applications where non-FCO appraisal evidence is submitted? Staff on loan or secondment are encouraged where possible to be appraised using FCO forms. However, the applicant has only been able to submit non-FCO evidence as part of their application, you are obliged to give this the same consideration as you would an FCO form. In fact, it is in your own interest to do so. The FCO Board is clear that secondments add real value to the FCO; the additional and varied skills and experience which staff returning from outside organisations can offer should not be overlooked by hiring managers. How do I treat applications from job share partners? You should treat applications from job share partners as one job application. Both job sharers do need to be credible in their own right - not necessarily the best candidates individually, but with complementary strengths which make the best fit overall. If you decide to interview job share candidates, you should interview separately initially, then together to establish how the job share partnership would work and to demonstrate how their strengths would complement one another.
I am an A1 and my job has been re-graded to A2- what does this mean? If your job is re-graded to A2 you may remain in the role, until your original end of tour. If you do not hold a progression ticket you will be on temporary progression and will revert to A1 grade at your end of tour, no extensions will be granted. If you hold a progression ticket you will be on substantive progression. Who can I talk to about jobs I am interested in applying for? Are all jobs advertised and decided by interview? Can I apply for a number of jobs? Do I have to submit a ‘new’, separate application form for each job? Do I need to copy my application to HR? Are there any thresholds which apply beyond which my job would have to be advertised? As a guide, major change will usually amount to a change of 50% or more of the job content. Line Managers may consider re-advertising the job. What stops hiring managers from choosing someone they know for their jobs? Can I appeal? What if I do not have any FCO appraisal evidence? Staff on loan or secondment are encouraged where possible to be appraised using FCO forms. However, if you do need to submit non-FCO evidence as part of your application, hiring managers are obliged to give this the same consideration as they would an FCO form. The FCO Board is clear that secondments add real value to the FCO; the additional and varied skills and experience which staff returning from outside organisations can offer should not be overlooked by hiring managers. Why do I have to comply with eligibility criteria? The eligibility criteria are there as a tool to help HR deliver robust recruitment processes. It ensures that everyone has a fair and equal chance to apply for overseas jobs, that we can meet the demand for filling jobs at home (which by far outstrips the demand to fill jobs overseas) and stops hiring managers being put under pressure to release staff from jobs early. Eligibility criteria are applied consistently across the board. We may very occasionally flex the eligibility criteria for a job that is particularly difficult to fill. Such jobs will be clearly identified on FCONet job pages.
How do I apply for a joint posting? How do I apply as a Job Share? Make it clear on your application that you are applying as one part of a job share. You and your job share partner will need to be credible applicants in your own right - not necessarily the best candidates individually, but with complementary strengths which make both of you the best fit overall. If invited for interview, you should expect to be interviewed separately initially to establish your own competence and then together to demonstrate how the job share partnership would work and demonstrate how you would complement one anothers strengths. I keep applying but can’t pick up a job. What should I do? Why do I have to do a home tour on promotion? We are making sure that all newly promoted staff have done at least one home tour in the grade before they can apply for an ADC by obliging them to do it as soon as they are promoted. We are doing this because firstly, we have an operational need to fill jobs in London and secondly, because work in London at each Band is a key part of each officer's development. Anyone who was overseas before 31 Jan 2010 or who had been appointed to jobs overseas before that point without having done a home tour would not be disadvantaged by the new policy. Can I apply for jobs in a grade lower than my own? Applications from staff in the delegated grades down bidding for jobs may be accepted with the express agreement of HRD. Cases will be considered on a case by case basis. Agreement will based on compelling personal circumstances and the number of credible applicants at the grade. Staff will not be able apply for jobs more than one grade below their substantive grade. Staff considering applying for jobs in a lower grade are advised to discuss the financial implications of such a move with Home Allowances and Pay Services Unit before doing so.
Staff returning from a career break will have a period of six months after their reinstatement offer is made in which to apply for and secure a position.
Last Updated: 17 January 2011
FAQs for Hiring Managers Advice for Hiring Managers
Who is the hiring manager?
Who is the hiring manager?
Advertising Vacancies Overseas jobs must be advertised a year in advance, longer if language training is required, and home jobs 3 months in advance. Hiring managers are responsible for ensuring vacancies are advertised on FCONet on time and for deciding the exact timing for advertising and filling a job. The checklist for hiring managers will help with the timing for each stage of the process. Hiring managers should print a copy and keep it to hand during the appointment process. They should complete a job specification form, agreed with relevant stakeholders as necessary and cleared with DHM/Deputy. Remember to review and record the level of language needed for speaker slots. The job spec, which must include a position management code, should then be forwarded to the relevant Appointments Team address (HRD - BTA, HRD - BTB, HRD - BTC, HRD - BTD, HRD-BTSMS1), with an advertising jobs proforma. The hiring manager must check whether the position to be advertised falls into the frequent traveller category. It is the responsibility of hiring managers to indicate this clearly in the job specification. The hiring manager should also make it clear, when he/she submits the job specification to HRD, if the position involves frequent travel. The Appointments Team can then ensure that this is reflected in the advertisement on FCONet. Jobs with 50% or more commercial content are also advertised in UKTI. Hiring managers should consult UKTI when drawing up the job specs for UKTI positions and UKTI should be represented on the sift/interview panel. When submitting jobs spec for advertising, these should also be copied to Daren Hoadley. For guidance on advertising multi-hatted positions with entry clearance content, please refer to guidance RMUs are key stakeholders for management positions and must be consulted on management job specifications before they are advertised. Hiring managers should also consult the RMU on the level of involvement they would like in the selection process. All management jobs overseas also need to be cleared by the Corporate Services Programme (CSP) before they can be advertised. The Appointments Team refers all overseas management job specifications to the CSP for clearance prior to publication. CSP will work to process all requests as quickly as possible. This may mean a slight delay in publication and your proposed recruitment timetable. If this causes you any difficulties please contact CSP at fixit@fco.gov.uk.
Top ten tips for writing a job specification Recommendation for encouraging people to bid for 'hard to fill' vacancies SMS Hiring Guidance
Timetables
See "Advertising on Interchange" for details of the timetable for jobs advertised on interchange. Trawls
Re-advertising vacancies Advertising on interchange
Receiving applications
Please note that the application form is designed to keep the candidate's statement short and the free text box should not be expanded. Hiring managers should set up a personal folder in Outlook into which they can move applications as they arrive; this will avoid using up their Firecrest e-mail storage limit. Applicants who are unable to apply electronically should send paper copies to the hiring manager and Appointments Team by the normal deadline (or let them know that copies are being sent/faxed and why they cannot be sent electronically). Hiring managers have discretion to decide whether to accept applications up to 48 hours after the deadline. If they agree to this for one applicant they must also agree to it for others. Candidates applying for positions which are more than 5% consular side copy their papers to Consular Directorate. Those applying for jobs which are 50% or more commercial will copy their papers to UKTI. This means stakeholders will have copies of the paperwork when the hiring manager consults them about applicants. The Appointments Team in HR will carry out spot checks on applicants’ eligibility to bid and send the hiring manager a complete list of eligible bidders once this has been done. Hiring managers should note that it can take up to five working days to compile this list. For speaker slots, HRD-Language Policy and Standards Team will provide hiring managers with details of language aptitude and testing requirements. The FCO operates the "Two Ticks" system whereby disabled candidates who meet the minimum criteria for a job will in most circumstances be invited for interview. Candidates wishing to be considered under this system will indicate this on their application form. When the Appointments Team receive a "two ticks" application they will put the hiring manager in touch with the FCO’s Disability Adviser to discuss interview arrangements. Interview sift
Selection decisions must not be based on experience alone. Some development in a job is to be expected - and is part and parcel of a line manager's role. This is particularly true at the lower bands where previous experience should rarely be a pre-requisite. Line managers need to balance the value of existing experience with the relevant competences, potential for development, and enthusiasm for the job.Hiring managers must have strong justification for appointing an applicant to a position on temporary promotion where there are also credible bidders in the grade or with promotion tickets. An officer already in the grade or with a promotion ticket who meets the acceptable standard should be awarded the job over somebody looking to move on temporary promotion (TP). If hiring managers wish to appoint someone on TP where there are bidders in the grade or with promotion tickets, they must send all papers relating to the interview to Appointments Team for approval before they can appoint the candidate on TP. Interviews
The hiring manager convenes an interview panel and makes the administrative arrangements for the interview. Once the interview panel has made their final decision the hiring manager offers the top choice candidate the job and informs the remaining candidates of the results (Head of Mission selections must be ratified through the Appointments Team). The hiring manager must issue competence-based feedback to all candidates, based on the notes from the selection panel. It is good practice to interview even when there is only one applicant. Hiring managers may decide that they would like to ask interview candidates to make a short presentation on a topic relevant to the new job. Candidates should be informed of this and given the topic and any limits on time and format (e.g. availability of flipcharts/powerpoint) when they are invited to interview. The panel must agree which competences the presentation is testing and must mark it against these competences. The hiring manager must ensure that applicants are not disadvantaged by the format in which they are interviewed - it would be much more difficult for an applicant to give a convincing presentation by telephone than face-to-face or by video conference. Feedback Feedback comments must be based primarily on the key competences for the job, though other factors, such as previous experience, technical qualifications, special factors etc might play a part. Feedback must relate to the job specification as advertised. It is not, for example, acceptable to say a candidate is unsuccessful purely on the grounds of having no previous experience, if previous experience was not listed as essential on the job spec. Comments considered unfair or discriminatory could result in an appeal and ultimately in a grievance or employment tribunal proceedings in which hiring managers can be held to account personally. Special factors Hiring managers should also take account of wider "corporate" factors – e.g. re-using language skills, ensuring that staff in Bands A and B (in particular) are exposed to a range of different jobs, giving careful consideration to staff whose previous jobs have been cut or localised. Confirming an Appointment ESD will begin the clearance process as quickly as they can and where possible will respond within 24 hours. If ESD have not given their agreement by the time the hiring manager wishes to offer the job, the offer must be made "subject to ESD clearance". If ESD do not agree, the appointment cannot be made and the hiring manager should then offer the job to their second choice subject to the same clearance requirements. ESD objections to appointments are extremely rare but their decision is final. Once ESD clearance is given and the candidate has accepted the job, the hiring manager should forward the ESD clearance e-mail and the applicant's acceptance e-mail to the Appointments Team requesting a letter of appointment. The Appointments Team will spot check appointment decisions for each of the delegated grades on a weekly basis. Hiring managers must retain all paperwork relating to appointments (see Handling appraisals and application forms [link] below) for six months. Ratifying Head of Mission Appointments
As well as ensuring ESD clearance is obtained, the hiring manager must also send a brief summary of the interviews and the panel’s decision on the recommended appointment to the relevant Appointments Manager. They will then clear the appointment with the Assistant Director HR who will request, through the PUS, ratification from the Foreign Secretary for the Head of Mission appointment. Appointment Managers for: Extension Requests
Extensions should be agreed on the basis of genuine operational need, or because of compelling personal reasons. In all cases, there is a balance to be found between the wishes of staff, post's requirements and the overall fairness of opportunity to staff (extensions without good reason can disadvantage other colleagues looking to bid for overseas jobs). As a guideline, HR have not supported extensions based on continuity alone, unless it is required for a particular reason; e.g. a State Visit or EU Presidency. Where there are concerns about clustering of leaving dates for staff with similar responsibilities, a full 12 month extension is not always necessary - smaller adjustments may be equally effective. Extension requests have been treated sympathetically where an officer's departure date would come in a child's GCSE or A-level year, but continuity of education for primary school or younger children is not a compelling reason for an extension. These examples are not exhaustive and HR would be happy to advise further. Staff on temporary promotion or progression may not extend beyond their original end of tour date unless their letter of appointment included an optional extra year. Handling appraisals and application forms Recommendations for encouraging people to bid for 'hard to fill' vacancies Incentives Create good jobs. Most of our staff want to do important and rewarding work that makes a difference. It is much easier to attract staff to this sort of job. Ensure good line and post management. People want to work for good managers and leaders. Word gets around very quickly on the good and the bad. Demonstrate the career benefits of working in the most important places. More flexibility Create cross-postings within the same post/country/region to boost job variety and skills/experience in the team. Liaise with other posts and create linked postings - e.g. 1 year in Baghdad + 2 in Washington covering Iraq issues. Link a difficult overseas post with time in the relevant home dept, during or after the tour. Adjust tour lengths (longer or shorter) to improve demand for the job; and be flexible on short-tours/extensions where possible. Flexi-grade jobs to attract more applicants and/or joint posters and/or those with hard language skills. Offer flexible working opportunities where possible: part-time, remote, home-working, job share etc. Create an attractive family package for very difficult posts - e.g. family can stay in Kuwait if an officer is in Iraq. Financial rewards Ensure allowances (Hardship allowance etc) are set at the right rate to attract the right people. Give substantial bonuses for strong performance in difficult circumstances, via the develop bonus scheme and SMS appraisal system. Partner/spouse employment Advertise spouse/partner employment opportunities - and look to increase them where possible, without undermining the principle that post jobs should go to the best qualified. Leave Ensure that staff can take the leave to which they are entitled. HOMs should set a good example by taking leave themselves, offering TOIL and encouraging R&R breaks during quieter periods. Career development Show how time in important posts improves promotion prospects. Ensure that staff in hard-to-fill posts get good development opportunities while there [coaching/mentoring; training opportunites; a mock ADC, etc] Talent-spot good staff nearing the end of a tour in a key/difficult place and encourage them to bid for jobs.
Last Updated: 17 January 2011
Am I eligible to bid? Staff can bid for all jobs advertised in their substantive Band so long as they meet the eligibility criteria and can meet the timing of jobs advertised, including any pre-posting training required and accrued leave, without short-touring from their current job. Staff on PIP/sick absence monitoring are not eligible to bid for jobs overseas until the PIP/sick absence monitoring period has successfully passed and all other eligibility criteria has been met. You may still apply for jobs at home while on Stage 1 Sick Absence. Short-touring You should expect to serve your full tour in both home and overseas jobs. Premature withdrawal from an overseas job may result in penalties and options for future jobs may be restricted (e.g. staff may be grounded and required to complete a full tour at home before being eligible to bid for overseas jobs). Short-touring from a home job will not normally be allowed, even if the line manager agrees. See FCO Guidance Volume 1 Chapter 5 Specialists Specialists should contact the Appointments Team about their eligibility to apply for non-specialist roles. Leave You are required to use all accumulated leave before beginning a substantive posting. It is an operational requirement that officers account for accrued leave when considering bidding for future postings. If you fail to use your accrued leave as specified in FCO Guidance Volume 5 Chapters 7 & 8 before beginning duty in a substantive posting, you will be expected to forfeit the balance of unused accrued leave. You are not eligible to continue bidding for an overseas posting whilst you are on end of tour leave except where you are bidding for a posting to Afghanistan, Iraq, Pakistan and Yemen (when you will be permitted to continue bidding until your EOT leave expires). If you are on EOT leave after completing a posting in Iraq/Afghanistan, you may apply for another overseas job if you are eligible. UK Trade & Investment Normal FCO eligibility applies to all FCO staff applying for UKTI positions at home or overseas. UKTI staff can apply for all commercial jobs overseas where the commercial content is 50% or more. UKBA Normal FCO eligibility criteria do not apply for UKBA positions but staff must be able to meet timing of jobs without short-touring from their current one. Inward Interchange Staff on inward interchange or secondment are not eligible to bid for positions (home or overseas) unless jobs are advertised as interchange opportunities. Postings to Iraq/Afghanistan/Pakistan and Yemen Band A-D Grade What jobs can I apply for on promotion? When does my promotion become substantive? Timing Can I apply for home or overseas jobs? Note - Staff who have not picked up another overseas posting before they leave post are expected to complete a home tour before bidding for an overseas again. Can I extend in my current job? My job overseas has been cut, what happens next? Note – a full home tour is a minimum of 3 years served in one or more home jobs or 2x2 year jobs. Cadre Specialists should contact the Appointments Team about their eligibility to apply for non-specialist roles. Can HCS/Specialist staff apply for jobs overseas? What does 100% relevant skills/experience mean for HCS staff?
FCO Services Employees Last Updated: 17 January 2011 How do I apply? Jobs are advertised on FCONet by band on Mondays and Thursdays. You can subscribe to the page for your band by clicking on "add link" at the top right hand side of the relevant page. You will then be alerted when the page is updated. You should also check the relevant post and directorate pages on FCONet for more information. You should send your application, together with supporting paperwork, direct to the hiring manager for each job you are applying for. You must also copy your application to the relevant HRD - Band Applications address (HRD - Band A Applications, HRD - Band B Applications, HRD - Band C Applications, HRD - Band D Applications), to your current line manager and to any stakeholders listed in the job specification. In addition to the bidding form and CV, you should submit your most recent 24 months of appraisal evidence (i.e. two full appraisals, or however many abridged appraisals, minutes etc to make up two years' worth of evidence), or, if you have been in the job more than 24 months you may submit your most recent appraisals from your current job plus the most recent appraisal from your previous job with your applications. If you have sat a FAB/ADC in the last 5 years, your FAB/ADC reports must also be submitted to the hiring manager in support of your bids. This applies whether or not you are bidding at the higher band. Staff may prefer not to submit the whole report but they must submit the section that shows competence ratings. This also applies if you have received a fitted assessment in the last 5 years. You will need to submit a language form if you are applying for a speaker slot and a fitness declaration form for positions in Afghanistan and Iraq. If you intentionally do not provide the correct amount of evidence and cannot provide a reasonable explanation for your actions, this may be considered a disciplinary offence under the misconduct procedure. Bids should be made on the electronic bidding form available on FCONet (under forms). The same form is used for jobs at home and overseas. An electronic CV should be provided for each form submitted. The new bidding form is shorter as bids will be made for single jobs and the free text boxes should not be expanded. In exceptional circumstances only, bids can be submitted by fax. When do I start bidding? It is your responsibility to establish whether or not you are eligible to bid. You should check the timing of the jobs advertised on FCONet – please remember to factor in any necessary pre-posting training into your calculations. You should also read the eligibility guidance on FCONet. You should start applying for home jobs around three months before you are due to move, and for overseas jobs about a year in advance. Unless there is a serious operational need, you will not be allowed to short-tour from an overseas posting in order to meet the timing of another job. How do I decide what to bid for? The Job Specification provides a breakdown of the duties and responsibilities and other useful information relating to the job being advertised. The following information is included: Start date for the job Tour length Training requirements Security clearance level (this is DV for all overseas jobs) Specific specialised knowledge required Key competences required for the job Hardship status (if overseas position) Language requirements (if overseas position) It is important that you read the Job Specification carefully, to ensure that you fully appreciate what the job would entail, and to check that you would be eligible to apply. For example: Duties and responsibilities. Looking at the duties and responsibilities breakdown (and the comment box from the line manager) will help you decide whether you are likely to (a) be interested in the job; and (b) be a credible candidate for the job. You and your line manager should discuss whether this would be a realistic bid for you, whether it would be helpful developmentally and if it would make the most of the experience you have already gained. Key Competences. The key competences listed on the Job Specification are those competences that the Department/Post concerned consider useful/essential. Before bidding for a job, you should consider with your line manager if you have experience and evidence of these key competences. Specialised knowledge required. Occasionally a job requires previous skills/experience. If that is the case, details will be provided in this section. For example, some commercial jobs require previous overseas commercial experience. If you do not have the relevant experience, you are less likely to beat the competition. Other essential pre-bidding preparation It is your responsibility to ensure that the posts for which you are bidding are suitable both for you and those accompanying you. It is therefore essential that you do as much investigation as possible before you submit your bids. Here are a few examples of the things you could do: Contact the present incumbent and others in the Dept/Post The Job Specification should give you a good idea of what the job will entail, but it is unlikely to give you full information about the Post/Department overall. E-mailing/calling the present incumbent will allow you to ask more questions both about the job and about the Post/Department. You could also e-mail the Deputy Head of Mission, or the line manager of the job holder. Internet searches For overseas: Post Reports/Post Fact Sheets Reading the Post Report and the Post Fact Sheet is essential pre-bidding preparation. These two documents will provide a huge amount of information about the post, the country, the education and recreation facilities available, and provide information on the spouse/partner employment opportunities that might be available. Joint Postings Hiring managers should do their utmost to facilitate joint postings. The two-year job forecasts should provide a useful tool for joint posting partnerships in planning their bids. Hiring managers consider joint postings against the following criteria: Where operationally possible hiring managers should advertise jobs in the same Post which are coming vacant at the same time closely together. This will not, however, always prove possible. Couples might therefore have to decide whose career or bid takes precedence in relation to a particular posting (the "lead officer") . Where jobs are being advertised on the same round of boards, couples may declare that they are bidding on an "all or nothing" basis. All bids for joint postings should be flagged up in the "special factors" box on the bidding form. If a lead officer accepts a position, they will be expected to take up the posting whether or not their partner is successful. Both partners must be credible in their own right - they must both be able to do the jobs for which they bid. An officer bidding for a joint posting must be at least as credible as other candidates for the job. Officers bidding for a joint posting should bid as widely as they possibly can. The likelihood of employment for a spouse/partner varies from Post to Post (the size of the Post, hardship rating etc). For details, check the Post Fact Sheet for more information. Officers requiring Reasonable Adjustments If you require Reasonable Adjustments you should consult the Disability Pages on FCONet for the latest guidance. http://www.fconet.fco.gov.uk/Human+Resources/HRandYou/Disability/ The FCO operates the "Two Ticks" Guaranteed Interview Scheme. http://www.fconet.fco.gov.uk/Human+Resources/HRandYou/Disability/Jobs/#Two%20Ticks If you consider you have a disability under the terms of the Equality Act 2010, and you meet the minimum requirements for the job you will be offered an interview. You do not need to give details of a disability on your bidding form. Officers with disabilities will be selected for jobs on the same basis as officers who do not have disabilities. Reasonable Adjustments for disabled officers will not have an impact on this process other than in exceptional circumstances such as where staff security or health and safety may be at risk. In the small number of cases where proposed adjustments need to be considered under the Reasonable Adjustment Policy this will only happen once an individual has been selected for a post. This is to ensure that we do not impose any additional hurdles on officers with disabilities during the application and selection process, and that appointments are made on merit. When must bids be submitted? Can I withdraw my bids? What happens to my paperwork? How do I apply for an extension? Prism Last Updated: 17 December 2010
Please read and ensure you understand before signing the Internal Vacancy Application Form . Disabilities The FCO operates the "Two Ticks" Guaranteed Interview Scheme. If you consider that you have a disability under the terms of the Disability Discrimination Act 1995, and you meet the minimum requirements for the job, you will in most circumstances be guaranteed an interview. Staff with disabilities are encouraged to submit a Job Match Request Form to the disability advisers for advice on selecting jobs to apply for. All Candidates Data Protection Act 1998: the FCO will process any personal details you provide on this form for the purpose of staff administration. Your personal information will be held in secure conditions. Access will be restricted to those who need it in connection with dealing with your application. By signing this application form, you are declaring that you: Give consent for the use of your data in the ways described above. Have read the guidance on submitting a bid available on FCONet, and are bidding in accordance with the guidelines detailed there. (For overseas positions) Have confirmed that the Post is suitable for you/your partner/your family – including medical and educational needs. (For officers intending to be accompanied by children overseas): I confirm that I have read the post reports for the posts for which I am bidding, and that consulted the FCO Healthline Healix website, and am aware of the paediatric facilities available at post. Where a post is classed as 'informed choice' I am also signing to demonstrate that I am aware of this guidance and that this is my informed decision. Confirm that the information you have given on your bidding from is, to the best of your knowledge, true and complete. You are aware that giving any information, which you know to be false, or withholding relevant information, may lead to your application being rejected or disciplinary action, which could lead to dismissal. By signing this application form, you are declaring that you are not: In your probation period. Under Performance Improvement Procedures (including Preliminary Remedial Action). Restricted by conditions imposed by HR, including misconduct proceedings. Subject to monitoring under sick absence procedures. Line Managers You are signing this bidding form on the understanding that: The information given in the form is true to the best of your knowledge and belief. (Where applicable) You agree to the early departure of the officer from their current position. Last Updated: 14 May 2010 NOTE ON TRAINING FOR FAC What training is required and recommended to staff joining the Diplomatic Service? All staff are given induction training when they join the Diplomatic Service. They learn to be diplomats through a combination of on-the-job tutoring and practice in a range of jobs and formal training. All staff joining the Diplomatic Service are given induction training to help them understand their role in the FCO, and the FCO’s role within government and the international community. They are made aware of the Civil Service Code, which defines the values and standards of behaviour expected. They are required to undertake courses on: security, conduct, information management, diversity at work, health and safety and finance. New policy entrants have additional briefings, for example on Parliamentary issues, and are required to attend an international policy skills course covering international policy; analysis and use of evidence; negotiating and influencing. They also take a Modern Language Aptitude Test which has been designed to provide a measure of an individual’s ability to learn a foreign language. Hiring Managers use the score as a factor in their decision on who should be recruited for a particular speaker position in an overseas post. Officers selected for language speaker slots undertake intensive full time language training (usually a combination of training in London and some immersion) in advance of being posted overseas. New policy entrants do two jobs in their first two years in the Diplomatic Service. These are carefully selected to ensure that they get experience of both policy and either a corporate or operational delivery role. For each role, a detailed job description sets out what skills and knowledge a new entrant is expected to develop while in the role. It also explains what training would be appropriate, for example, a new entrant working in EU directorate might undertake EU training, while a new entrant working in Counter-terrorism Department would take a course on counter-terrorism Within six weeks of taking on a role, new entrants are expected to produce a personal development plan in consultation with their line manager. This sets out what skills and knowledge they are expected gain in that specific job, as well as identifying areas for development to help them perform effectively across the competence framework at their grade. The plan sets out development activity – formal training and on-the-job-learning and practice – to undertake within their first year. It takes account of the new entrants’ existing experience and abilities. We believe this targeted approach to training and development has greater impact on the individual and therefore provides greater value for money. Attachments: - Band C Induction Training Programme 2010 Band C Induction ProgrammeWelcome to the Foreign & Commonwealth Office (FCO) Week 1: FCO InductionMonday 01 November0915 - 1000 Welcome to the FCO1000 - 1015 Mutual Expectations 1015 - 1115 Conduct 1115 - 1130 <Break> 1130 - 1145 Your First Job 1145 - 1215 Our Corporate Structure 1215 – 1315 <Lunch> 1315 - 1445 Introduction to the FCO: Home & Overseas
1445 - 1500 <Break>
1500 - 1530 News Review
1530 - 1615 Diversity Briefing
1615-1700 Review Revisit today’s aims Questions, Evaluation and Close Tuesday 02 November 0915 – 1015 Familiarisation tour of KCS 1015 – 1100 Communicating Effectively in the FCO 1100 – 1115 FCO Trade Unions & Break 1115 – 1145 Language Training and the MLAT 1145 – 1215 Your Performance 1230 – 1330 Spare 1330 – 1400 <Lunch> 1400 – 1500 Coaching 1500 – 1530 Parliamentary Relations Team 1630 - 1700 Review Questions, Evaluation and Close Wednesday 03 November 0915 – 1700 Introduction to Performance Management Thursday 04 November0915 – 1700 Management Essentials Friday 05 November 0900 – 1300 Join Teams *0900 – 1030 MLAT 1300 – 1500 Parliamentary Relations Team 1500 – 1630 Private Office Week 2: FCO Induction Monday 8 November 0915 - 1015 Recent C4 New Entrants Interactive session 1015 - 1130 Learning & Development 1130 – 1145 <Break> 1215 - 1245 Health & Welfare 1245 – 1345 <Lunch> 1345 – 1415 Probation & Promotion 1415 - 1445 Your next Job and Beyond 1445 -1500 <Break>
1500- 1 530 Fast Stream Finance Option
1530 -1630 Review *1530 – 1630 Separate option for European & Economist Fast Streamers *1600 – 1730 MLAT Tuesday 09 November 0930 – 1630 Home Security Course Wednesday 10 November 0900 – 1300 Information Technology & Information Management 1400 – 1500 Introduction to International Policy Skills 1500 – 1700 UK Trade & Investment Thursday 11 November Join Teams After joining your d epartment: Mandatory Courses & Events Monday 6 December – Friday 10 December International Policy Skills course (see next page for details) Meet the PUS E-learning packages that must be completed after joining your departments 1 Month - Protecting Information - Diversity at work 3 Months - Health and Safety Awareness - Finance in the FCO
Description: The course aims to help staff use the international policy framework and develop tools related to the four skills which underpin the framework. These are: International Policy; Analysis and Use of Evidence; Influencing; and Negotiating. The course is delivered in two very distinct modules. The first three-day module delivered by the National School of Government will focus on international policy and analysis and use of evidence; and how these can be used throughout the IPF. The second two-day module run by Centre for Political and Diplomatic Students will look at the skills of influencing and negotiating and how they apply across the IPF. The two modules provide a range of tools and learning experiences to help everyone get a better understanding of how to use the IPF in their jobs whether in the UK or overseas. Preparation: You will receive pre-course reading with your joining instructions. Please ensure you provide an up-to-date email address to which we can send the course information. Questions from FAC How do secondments into and out of the FCO take place? Interchange and Secondments The FCO describes the inward and outward loan of staff between Government Departments or accredited Non Departmental Public Bodies (NDPBs) as interchange. Typically FCO positions which require specialist skills or knowledge not generally available within the FCO are filled via interchange. Inward loans bring fresh talent and ideas to the FCO. It allows us to deploy staff into specialist positions with the appropriate skills and expertise to deliver. And outward loans enable existing staff to develop fresh skills and expertise which they then bring back to the FCO. The FCO has approximately 5000 UK based staff in London and Overseas. Currently 315 jobs are filled by inward interchange and 157 officers are on outward interchange. We also encourage FCO staff to undertake secondments to the private sector to develop commercial awareness and refresh the skills available within the FCO. There is currently around 20 staff on secondment to the private sector. Interchange opportunities are advertised across all Government Departments, although sometimes adverts are targeted at Departments whose staff have the specific expertise to fill the vacant position (e.g. MoJ for legal roles; MOD for defence issues etc). All SMS (SCS) positions are advertised on interchange in the first instance. Interchange is also sometimes used when positions prove hard to fill. Interchange positions are typically advertised on the Civil Service website (www.civilservice.gov.uk). As with internal appointments, most positions are filled through a competence based interview process. Candidates usually apply for positions commensurate with their current grade, although exceptions can sometimes be made to allow for temporary promotion. Officers loaned to the FCO undertake a specific job for a specific length of time. Staff on loan to the FCO cannot extend in the same role beyond five years. Unlike FCO officers, officers on loan cannot be moved into other jobs within the FCO. Terms and Conditions Staff on inward loan move on to FCO Terms and Conditions (T&Cs) of service and transfer to the FCO pay roll, although typically they remain subject to the disciplinary procedures of their parent department. The process is reversed for FCO staff on outward interchange; i.e. they transfer to the host department’s T&Cs. In exceptional circumstances staff may stay on their existing terms for practical reasons e.g. if pension schemes are incompati ble; the loan is for less than six months. Terms and Conditions for interchange vary between departments, but the substance is broadly similar. Terms and Conditions for home and overseas jobs also vary slightly; the differences largely cover the practical implications of working overseas e.g. travel arrangements; allowances; leave etc. Staff going on secondment to the private sector remain on FCO Terms and Conditions. They remain on the FCO payroll and the host organisation reimburses the salary costs. Staff on inward interchange can apply to transfer permanently to the FCO after successfully completing an FCO assessment and development centre Staff from our Partners Across Government (PAGs) who are posted to work overseas in an FCO mission remain on their existing T&Cs (unless they are recruited to fill an FCO position through interchange). The PAGs which post staff overseas to FCO missions have in place Service Level Agreements outlining expectations on both sides. The recent Strategic Defence and Security Review, agreed by the Prime Minister and senior Cabinet Ministers, says that the FCO will "improve co-ordination of all UK work overseas under the leadership of the Ambassador or the High Commissioner representing the UK Government as a whole." The local Head of Mission or another FCO member of staff may directly manage non-FCO staff but this will depend on individual circumstances and is certainly not a pre-requisite to PAG staff sharing the FCO platform overseas. External recruitment How is it decided which FCO positions are opened to competition from outside the FCO (i.e. other departments) and/or from outside the civil service? As set out in the note on recruitment, decisions to recruit externally through open competition are – under the current government-wide recruitment freeze – only allowed under certain circumstances: ie if the position is business critical, provided that options such as internal recruitment and inward loan from elsewhere in the Civil Service have been tried first, and that the recruitment has been approved by a Director General. A very small number of staff (currently four) are seconded from outside the civil service to work in the FCO in specific roles for example as Research Analysts. Have any Heads of Mission posts been taken by appointees from outside the FCO (including other government departments) apart from political appointees There has been no external recruitment for Ambassadorial posts through open competition in the last two years. In 2010 one officer on inward loan (from DFID) was appointed Head of Mission (Montserrat). Have any changes been made to plans or procedures regarding appointments from outside the FCO since the change of Government? On 21st November 2010 the FCO advertised publically for the post of British Consul General – New York and Director General Trade and Investment – USA. We are midway through the recruitment process for this role. This is an SMS 2 position and is the only senior position at post that has been opened up to external competition since the change of Government. The FCO works towards three foreign policy priorities: Safeguard Britain’s national security by countering terrorism and weapons proliferation and working to reduce conflict; Build Britain’s prosperity by increasing exports and investment, opening markets, ensuring access to resources, and promoting sustainable global growth; Support British nationals around the world through modern and efficient consular services. Commercial Diplomacy is a key activity in building Britain’s prosperity. The Foreign Secretary identified this senior Trade and Investment position as one to be opened up to external competition in order to attract a field of applicants with significant commercial experience. The position of Chief Executive at UKTI is also currently being advertised through external competition. 25 January 2011
Six Month Posting All staff: six months with the option to apply for a second six months
One year postings Heads of Mission and Hard Language speakers: minimum two years with the option to apply for a third year All other staff: minimum one year with the option to apply for a second and third year
Two year postings Heads of Mission and Hard Language speakers: minimum three years All other staff: minimum two years with the option to apply for a third year
Three year postings C4s and above: minimum three years with the option to apply for a fourth year Bands A and B: three years. Extensions for a fourth year only granted in exceptional personal or operational circumstances
Exceptions C4s and above: minimum three years with the option to apply for a fourth year Islamabad - C4s and above: minimum 2 years with the option to apply for a third. Bands A and B: minimum two years with the option to apply for a third year
Four year postings C4s and above: four years Bands A and B: three years. Extensions for a fourth year only granted in exceptional personal or operational circumstances
** = at UKRep (Brussels) - Bands A and B: three years, Band C: minimum two years with the option to apply for a third and fourth year, Band D and SMS: minimum three years with the option to apply for a fourth *** = at UKMis (New York) - Bands A and B: three years, C4s and above: minimum three years with the option to apply for a fourth.
Last Updated: 25 November 2010 |
|
|
©Parliamentary copyright | Prepared 22nd February 2011 |