People management

Our HR team provides a range of resources to support managers with all aspects of employment practices.

Recruitment

Procedures

Each recruitment campaign requires one person from the department to make key decisions and lead the process alongside a designated HR Resourcing Adviser- this person is designated as Chair of the panel. Guidance on the Role of Chair of the Panel can be found here and is applicable for all the recruitment processes outlined below.

Before hiring either a UK national to work outside the UK, or an overseas national to work in the UK, check current requirements with your Resourcing Adviser.  

Our recruitment procedures depend on the type of role appointment.

Find out more about our recruitment procedures

For very specialised/technical roles, you may need a Search Committee.


Job descriptions

How to write a job description, person specification and job evaluation using the Hay Formula.

Get started writing a job description

Templates and forms

Templates, forms and guidance for:

  • job descriptions
  • recruitment forms
  • job grade review and job evaluation
  • hazard identification.
Find out more about our forms and templates


Advertising a vacancy

Advice and guidance on how to advertise:

  • in national, local and specialist publications
  • on websites
  • via recruitment agencies
  • internally only.
Find out more on advertising a vacancy


Shortlisting

Guidance on how to shortlist effectively and efficiently once you start receiving applications. 

Find out more on shortlisting


Interviews

How to assess the candidate's suitability for the job and explore whether the candidate has the ability and willingness to do the job.  

Find out more about how to interview


References

All appointments are conditional on receiving satisfactory references covering at least the last three years of employment. 

The grade/role of staff you are recruiting will dictate what type of references are needed. 

New recruits will need to prove qualifications listed on their CV/application form via DocuSign®.

Find out more about references



Making an offer

Before making an offer to a candidate, internal or external, liaise with your Resourcing Adviser or another member of HR in their absence. 

Remember that a verbal offer is legally binding so ensure relevant pay or immigration legislation is met before speaking to candidates.

Successful candidates will receive their contract, job description, conditions of service, other key University information and forms they need to sign via DocuSign®.

Find out more about offers


Equality, Diversity & Inclusivity (EDI) in recruitment

The University is committed to promoting equality of opportunity and values the diversity of culture among our staff and students. We will seek to ensure that all job applicants and staff are treated fairly, with respect and without bias.

Find out more about EDI in recruitment


Types of contracts

Finding the right contract type

Kent has a number of resources to help you find the right contract type for your post opening.


Fixed term contracts

A fixed-term contract is one that ends on a specified date or on the occurrence of a particular event such as the loss of funding or the completion of a task.

Contract extensions and variations (DB501)

To request an extension or change to a contract, you will need to complete a DB501 form for approval.

Find out more about contract variations

Hiring different types of workers

Hiring Hourly Paid Lecturers (HPLs)

Kent uses Hour Paid Lecturer contracts to provide flexibility in the provision of teaching and learning, to supplement our core teaching provision and to provide specialist input to courses.

Find out more about Hourly Paid Lecturers



Hiring timesheet staff

We recognise the valuable contribution our hourly paid staff make to our success. 

They provide flexibility to our workforce and allow schools and departments to react to changes in staffing need. It aids us in supporting the student employability agenda.

Timesheet staff can include:

  • Student ambassadors
  • Exam invigilators
Find out more about timesheet staff


Hiring casual workers

The use of casual workers provides a flexible, cost effective way for us to complete particular types of work where the need is not constant, or where it is challenging to predict demand or demand may be seasonal.

Professional and personal development

Our continuing success is underpinned by the personal and professional growth of our staff. We can help you achieve more, in and away from work, through promotions, awards, appraisals and training.

Visit 'Professional and personal development'

Our People Practices

Our People Practices, also called: 'Statute 7', is the University Statute that sets out how employment matters (such as grievance resolution, performance improvement and discipline) are to be managed.

The processes are clear, transparent and provide a consistent and equal approach to how employment matters are handled for all staff on UK contracts.

This set of procedures deal with the most commonly encountered issues within an employment relationship:

  • Performance Improvement
  • Ill Health
  • Conduct
  • Dismissal - Illegality & Some Other Substantial Reason (SOSR)
  • Redundancy
  • Grievance Resolution
  • Fixed Term Contracts
  • Suspension
  • Appeals
  • Provisions for the Vice-Chancellor and Secretary to Council
Find out more on Our People Practices


Organisational change

Higher education is undergoing significant change and Kent recognises the need to respond with increased flexibility and agility. 

Change is a constant and necessary part of a continually improving organisation. The University must ensure it has effective processes in place that enable it to adapt, pursue new opportunities and overcome challenges in order to deliver its strategies.

Find out more about organisational change


Management reports and statistics

A number of management reports are available through Staff Connect via the self-service dashboard.  They are designed to provide real time information on staff data to aid day to day university processes and inform management decision making.

Find out more about management reporting

Managing staff conduct

Good conduct is essential for the efficient and effective operation of Kent's activities, and to ensure the safety and wellbeing of staff, students and visitors.

Concerns about staff conduct can normally be resolved informally through appropriate conversations. However, sometimes this is not possible or effective, and formal action needs to be instigated.

Find out more about managing staff conduct



Conducting an Investigation

A number of Kent's policies and practices provide for a formal investigatory process, outside the normal management line, to determine the best approach or response to a specific issue. 

These include the Conduct and Grievance Resolution policies, as well as the Dignity at Work and Whistleblowing policies. We offer a number of resources to support staff in conducting a formal investigation.

Performance Improvement

Kent provides assistance to members of staff to help improve their performance, and helps to improve and sustain a satisfactory level of performance through support, training and target setting. 

Keeping In Touch days

During your maternity leave, your manager can agree to up to 10 Keeping in Touch (KIT) Days during a period of maternity leave without bringing the maternity leave to an end. 

During these days you may attend work, undertake training or keep in touch with work developments through other means. 

There is no obligation on either the university of the member of staff to use any or all of these days.  

Work-life balance

We recognise that staff have responsibilities and interests that have to be balanced with working life. 

Our aim is to create a well-managed flexible working environment that supports staff, promotes welfare, maintains effective working practices, and provides a productive balance between work and life outside work.

Find out more

Managing sickness

Kent is a caring employer and provides considerable support to all staff in times of sickness and personal difficulties.

Visit the 'Managing sickness absence' section

Flexible working

All employees, not just parents and carers, have the legal right to request flexible working. Flexible working agreements could be an alternative working pattern to the standard working hours or part-time working. 

Operational needs and objectivity must be taken into account, but managers are encouraged to be innovative in organising their team and respond positively to requests to alter working patterns to enable staff to fulfil more effectively their professional and personal commitments.