23218 - Legal Adviser in Training (Tier1)

£30,531 - £46,888 (dependent on location)
30
12 Months
National
National
NATIONAL
SEO
B
Permanent
Full Time
Legal Services

The Role

The purpose of the role is to be able to represent the Justices’ Clerk as Legal Adviser to Magistrates and a District Judge (Magistrates’ Courts) in accordance with The Courts Act, 2003, the Justices’ Clerks Rules, Practice Directions and protocols.

A candidate for this post must be legally qualified in accordance with The Assistant to Justices’ Clerks (Amendment) Regulations 2007 and able to demonstrate the competences of a Legal Adviser.

A Tier 1 Legal Adviser post will be able to act as a Legal Adviser in adult criminal and civil courts, and/or youth criminal and civil courts and/or Family Courts without supervision.

On appointment a Legal Adviser role holder will commence entry onto the Legal Adviser Career Structure at the Legal Adviser entry point of Tier 1 (see annex A).

The roles and responsibilities for a Tier 1 Legal Adviser should contribute and impact on the work of the courts throughout HMCTS and including working across another legal jurisdiction eg tribunals.

Training

The role holder is required to have regular contact with their Line Manager who will set performance objectives.

The role holder will be expected to achieve these objectives and manage their day to day performance maintaining the Tier1 Legal Adviser baseline competences (Annex C), maintain their own continuing professional development requirements and the relevant MoJ core competences.

Functions of the Role

The roles and responsibilities of a Tier 1 Legal Adviser are focussed on those applicable to the local magistrates’ court and to the clerkship to which they are assigned.

Please find attached the roles and responsibilities, career framework and competence frameworks.

A Tier 1 Legal Adviser is required to:-

  • Manage the court room so that it runs efficiently and effectively
  • Advise the Bench on law, practice and procedure
  • Facilitate the decision making process applying a structured approach, identifying relevant issues to be incorporated into Justices’ reasons
  • Assist with the drafting of Justices’ reasons
  • Communicate in clear and concise language
  • Promote partnership and team working with colleagues and the Bench
  • Use such delegated judicial powers as they have been granted by the Justices’ Clerk effectively for the purpose of effective case management
  • Facilitate the administration in the court room, with the use of IT as appropriate
  • Conduct legal research as appropriate to carry out the functions of the role.

In addition, the following roles and responsibilities are applicable to the Tier 1 practice areas:-

Adult Court

  • Have completed the induction programme for the adult criminal and civil courts
  • Be assessed as competent to take the full range of adult courts without supervision

And/or

Youth Court

  • Have completed the induction programme for the Youth Court
  • Be assessed as competent to take the full range of Youth Courts without supervision

And/or

Family Courts

  • Have completed the induction programme for the Family Court
  • Be assessed as competent to take the full range of proceedings in the Family Court

Knowledge and Skills

A Tier 1 Legal Adviser is expected to have the knowledge, skills and experience which include:-

  • Detailed knowledge of the legal and administrative functions of the court room
  • Detailed knowledge of adult and youth criminal and civil law and/or family law and procedure
  • Ability to communicate effectively at all levels, both verbally and in writing
  • High level of interpersonal skills to develop and maintain effective relationships with staff, magistrates and court users, at all levels and to work as part of a team
  • Excellent organisational skills in order to manage the court room
  • Ability to analyse problems and situations quickly and effectively and adapt to change
  • Competent use of IT and legal resource material
  • Presentation skills.

Problem Solving

The role holder is required to advise in court for their assigned number of court sessions each week.

As the nature and volume of work assigned to the court room is inherently unpredictable a fully competent Tier 1 Legal Adviser is required to have an established legal understanding and knowledge of court procedures and the ability to research all aspects of law that may arise during the course of a hearing. A fully competent Tier 1 role holder must be capable of undertaking routine cases and, with appropriate notice, complex cases conducted in the Magistrates’ court.

Decision Making

Own Decisions

There are three main areas of decision making:

  • Judicial
  • Legal
  • Administrative

Judicial Decisions

The Justices’ Clerk has discretion to delegate to the role holder or withhold a range of delegated powers. The precise range and extent of powers delegated to the role holder fall to the discretion of the Justices’ Clerk.

In view of the level of responsibility of a substantive Tier 1 Legal Adviser, it is likely that the Justices’ Clerk will delegate the majority of delegated powers to the role holder. The Legal Adviser will be accountable to the Justices’ Clerk for the exercise of any delegated powers.

As the use of delegated powers requires the role holder to exercise judicial independence, the use of these powers predominantly relates to case management functions.

Legal Decisions

Legal decisions include identifying the pertinent legal issues of a case which may arise in court, which may often be difficult or contentious. This may include identifying relevant statutes and case law and undertaking appropriate legal research, using IT and other resources to ensure soundly based outcomes are achieved.

During court hearings the role holder will listen to the discussions of the Bench as the case infolds. Depending on the nature of the discussion and the points raised, the role holder may decide to intervene to provide legal advice.

The role holder is also mindful of the roles played in court by the prosecutor and defence advocate and has an obligation to intervene in the proceedings to clarify any issues of importance or ambiguity and to advise the Bench accordingly.

The role holder will provide legal knowledge and advice to administrative colleagues when required.

Administrative Decisions

Administrative decisions include decisions that relate to progressing cases efficiently and effectively through the court process. This can include prioritising cases that have all parties and paperwork present, avoiding delays to witnesses; ensuring defendants held in custody are dealt with promptly, avoiding adjournment of cases, making best the best use of the court time available and the resource of the bench and advocates present in the court room.

Out of court functions and out of hour’s issues

A Tier 1 Legal Adviser will carry out team administrative functions as directed by their Legal Team Manager.

A Tier 1 Legal Adviser will have the competence and ability to participate in occasional courts and other out of hour’s responsibilities.

Advice to Others

Examples include:-

  • Advising the Bench – Magistrates and District Judges during cases – including the preparation of reasons for their decisions following a structure
  • Ensuring unrepresented defendants understand the procedures to be followed, providing guidance as to the nature of the offence
  • Providing advice and guidance to administrative members of staff in relation to all aspects of Magisterial law and legal procedure
  • Providing advice and guidance to other external organisations and members of the public in relation to Magisterial law and procedure.

Management of Resources

Financial and Other Resources

The role holder is not a budget holder but must ensure that he/she makes effective use of time and resources by prioritising and planning work efficiently.

Leadership & Team working

The role holder is a member of a team of Legal Advisers and is required to work as part of that team and with other members of staff. Legal Advisers are senior members of HMCTS and are expected to demonstrate the behaviours appropriate to a leader/manager.

Management of Staff

The role holder does not have line management responsibility.

Impact

The role holder provides legal advice to magistrates who have varying lengths of experience of sitting on the Bench but are not legally qualified. Therefore the role holder has a critical role to play in providing well-founded advice to ensure that justice is carried out appropriately and timely.

Career Development

A pre-requisite to moving to the succeeding Tiers(s) of the career structure that the role holder must demonstrate that they have meet - and continues to meet - all of the requirements in Tier 1 before applying for appointment to a Tier 2 role or beyond. [It is not expected that a Tier 1 Legal Adviser will be able to demonstrate competence in both Youth and Family Courts, in addition to competence in Adult Courts before securing appointment to a Tier 2 post.]

This includes fulfilling clear developmental objectives that have been set in the previous year which may include tasks associated with Tier 2 responsibility and will depend on the ongoing performance of the Legal Adviser and business need. Recommendations in respect of succession planning and career development will be made by the Regional Legal Adviser Resource Committee.

The Regional Legal Adviser Resource Committee will have the responsibility to bench mark and make recommendations as to the number of posts required at each Tier allocated to the Region, depending upon staff turnover and business need.

A Tier 1 fully competent Legal Adviser also has the career development opportunity to become a Mentor. Mentors will be required to Mentor Trainee Legal Advisers and Legal Advisers in Training.

Secondments

Within the Legal Adviser Career structure, a fully competent Tier 1 Legal Adviser has the opportunity to apply for and be considered for legal and non-legal secondments within the wider departments of the HMCTS, MoJ and other Government agencies.

Additional information:

The principal address for the Ministry of Justice is 102 Petty France, London, SW1H 9AJ.

You will be based at one location within the Clerkship. You may however be required to travel to a different location across business/functional areas, within reasonable distance and travel time on a non-permanent basis.

When this happens it will be principally to cover short-term requirements at other locations.

Temporary transfers will be for no longer than one month, unless specified at appointment. As these sometimes occur at short notice or for short periods, any representations you may raise can be heard by appeal by the line manager of your manager. If there is to be a short-term move your manager will discuss the basis of this with you, in accordance with The Managing Organisation Change framework, which can be found on the Ministry’s intranet.

Any permanent moves will be dealt with in accordance with The Managing Organisational Change Framework, which can be found on the Ministry’s intranet.

This job description is a guide to the principal current duties of the post. It is not an exhaustive list of the duties and responsibilities of the post and the postholder may be required to undertake any other duties from time to time that are commensurate with the seniority and nature of the post.

Core Competence Profile

Legal Adviser

Competence

High Level Summary

Examples of how these demonstrate effective behaviour

Seeing the Big Picture

Seeing the big picture is about having an in-depth understanding and knowledge of how your role fits with and supports organisational objectives and the wider public needs. For all staff, it is about focusing your contribution on the activities which will meet Civil Service goals and deliver the greatest value. At senior levels, it is about scanning the political context and taking account of wider impacts to develop long term implementation strategies that maximise opportunities to add value to the citizen and support economic, sustainable growth.

  • Be alert to emerging issues and trends which might impact or benefit own and team’s work
  • Develop an understanding of own area’s strategy and how this contributes to Departmental priorities
  • Ensure own area/team activities are aligned to Departmental priorities
  • Actively seek out and share experience to develop understanding and knowledge of own work and of team’s business area
  • Seek to understand how the services, activities and strategies in the area work together to create value for the customer/end user

Changing and improving

People who are effective in this area are responsive, innovative and seek out opportunities to create effective change. For all staff, it’s about being open to change, suggesting ideas for improvements to the way things are done, and working in ‘smarter’, more focused ways. At senior levels, this is about creating and contributing to a culture of innovation and allowing people to consider and take managed risks. Doing this well means continuously seeking out ways to improve policy implementation and build a leaner, more flexible and responsive Civil Service. It also means making use of alternative delivery models including digital and shared service approaches wherever possible

  • Find ways to improve systems and structures to deliver with more streamlined resources
  • Regularly review procedures or systems with teams to identify improvements and simplify processes and decision making
  • Be prepared to take managed risks, ensuring these are planned and their impact assessed
  • Actively encourage ideas from a wide range of sources and stakeholders and use these to inform own thinking
  • Be willing to meet the challenges of difficult or complex changes, encouraging and supporting others to do the same
  • Prepare for and respond appropriately to the range of possible effects that change may have on own role/team

Leading and Communicating

At all levels, effectiveness in this area is about leading from the front and communicating with clarity, conviction and enthusiasm. It’s about supporting principles of fairness of opportunity for all and a dedication to a diverse range of citizens. At senior levels, it is about establishing a strong direction and a persuasive future vision; managing and engaging with people with honesty and integrity, and upholding the reputation of the Department and the Civil Service.

  • Take opportunities to regularly communicate and interact with staff, helping to clarify goals and activities and the links between these and Departmental strategy
  • Recognise, respect and reward the contribution and achievements of others
  • Communicate in a succinct, engaging manner and stand ground when needed
  • Communicate using appropriate styles, methods and timing, including digital channels, to maximise understanding and impact
  • Promote the work of the Department and play an active part in supporting the Civil Service values and culture
  • Convey enthusiasm and energy about their work and encourage others to do the same

Building Capability for All

Effectiveness in this area is having a strong focus on continuous learning for oneself, others and the organisation. For all staff, it’s being open to learning, about keeping one’s own knowledge and skill set current and evolving. At senior levels, it’s about talent management and ensuring a diverse blend of capability and skills is identified and developed to meet current and future business needs. It’s also about creating a learning and knowledge culture across the organisation to inform future plans and transformational change.

  • Identify and address team or individual capability requirements and gaps to deliver current and future work
  • Identify and develop all talented team members to support succession planning, devoting time to coach, mentor and develop others
  • Value and respond to different personal needs in the team using these to develop others and promote inclusiveness
  • Proactively manage own career and identify own learning needs with line manager, plan and carry out work-place learning opportunities
  • Continually seek and act on feedback to evaluate and improve their own and team’s performance

Managing a Quality Service

Effectiveness in this area is about being organised to deliver service objectives and striving to improve the quality of service, taking account of diverse customer needs and requirements. People who are effective plan, organise and manage their time and activities to deliver a high quality and efficient service, applying programme and project management approaches to support service delivery. At senior levels, it is about creating an environment to deliver operational excellence and creating the most appropriate and cost effective delivery models for public services.

  • Make effective use of project management skills and techniques to deliver outcomes, including identifying risks and mitigating actions
  • Develop, implement, maintain and review systems and service standards to provide quality, efficiency and value for money
  • Work with team to set priorities, goals, objectives and timescales
  • Establish mechanisms to seek out and respond to feedback from customers about service provided
  • Promote a culture that tackles fraud and deception, keeping others informed of outcomes
  • Develop proposals to improve the quality of service with involvement from a diverse range of staff, stakeholders or delivery partners

Delivering at Pace

Effectiveness in this area means focusing on delivering timely performance with energy and taking responsibility and accountability for quality outcomes. For all staff, it’s about working to agreed goals and activities and dealing with challenges in a responsive and constructive way. At senior levels, it is about building a performance culture to deliver outcomes with a firm focus on prioritisation and addressing performance issues resolutely, fairly and promptly. It is also about leaders providing the focus and energy to drive activities forward through others and encourage staff to perform effectively during challenging and changing times.

  • Successfully manage, support and stretch self and team to deliver agreed goals and objectives
  • Show a positive approach in keeping their own and the team’s efforts focused on the goals that really matter
  • Take responsibility for delivering expected outcomes on time and to standard, giving credit to teams and individuals as appropriate
  • Plan ahead but reassess workloads and priorities if situations change or people are facing conflicting demands
  • Regularly monitor own and team’s work against milestones or targets and act promptly to keep work on track and maintain performance
  • Coach and support others to set and achieve challenging goals for themselves

Annex C: Legal Adviser Competence Framework

A: Building & Maintaining Effective Working Relationships with Magistrates

Competence in this area is about facilitating a structured decision-making process and working in partnership with Magistrates at all times, both in and out of court

These competences are applicable to all tiers in the Legal Advisers Career Structure

I facilitate a structured decision-making process based on my knowledge of appropriate techniques, manuals, guidelines and current statutory and case law developments

  • I advise magistrates on points of law and judicial precedent, in open court and as appropriate, whether elicited or not, in an accurate, balanced and structured way
  • I ensure that decisions address all relevant issues and that these are incorporated into reasons
  • I communicate in a clear, structured and courteous way, paraphrasing and summarising the views and opinions of magistrates and assist magistrates in drawing up reasons

I work in partnership with Magistrates, to ensure we both recognise and understand local practices, procedures, policies, current issues and relevant training opportunities

  • I assist magistrates in making accurate pronouncements and in making appropriate corrections, without detracting from the authority of the bench
  • I ensure reasons contain relevant case law, facts relevant to findings and statutory criteria where appropriate and follow a structured approach to decision making, using precedents and formulae
  • I prepare written reasons in such a way that the court Chairman can communicate these clearly
  • I take action to ensure that legal advisers and bench work as a team, by agreeing respective roles and duties with the court chairman, giving and receiving regular feedback to/from the bench and encouraging open discussion with magistrates
  • I summarise contents of list for magistrates prior to each court session and participate in post sitting reviews when required
  • I encourage feedback on performance of the court and inform relevant colleagues on issues that arise
  • I act professionally at all times and recognise the need for confidentiality
  • I demonstrate knowledge of bench practices, policies and procedures
  • I demonstrate that I am aware of current legal issues
  • I am aware of current training events and ensure that magistrates are able to take advantage of potential training opportunities, in consultation with the Deputy Clerk or Justices’ Clerk

Sources of evidence

Individuals can demonstrate their competence and knowledge evidence required through: observation, records of discussions and meetings outside of the courtroom, feedback from all three members of the bench, authenticated evidence from relevant people, and their response to ‘what if’ questions.

B: Facilitating the Business of the Court

Competence in this area is about preparing, planning and the execution of activities to enable court/direction hearings, courtroom activity and the wider activities that progress the business of the court, including provision of advice and written legal documentation

These competences are applicable to all tiers in the Legal Advisers Career Structure

I can prepare appropriately in order to act as a legal adviser in the courtroom and when using own judicial powers

  • I check court papers and take action to ensure completeness
  • I research appropriate legal issues and prepare relevant notes for the court file and provide relevant supporting material when required

I can plan and progress the business of the court

  • I ensure the particular needs of individual court users are identified and make sure something is done to accommodate these needs, by checking available facilities and communicating in an appropriate manner
  • I prioritise cases appropriately and either manage the list directly or manage the usher in calling the list
  • I manage the workflow of the court to ensure the time available is used efficiently and productively
  • I identify when and how to use delegated powers both in and out of court

I provide professional advice and documentation both in and out of court

  • I demonstrate an awareness of the targets for court performance and contribute appropriately to meeting these targets
  • I clearly understand case histories, what progress can realistically be expected and advise magistrates and other parties as to effective next steps
  • I identify and clarify issues with all parties to assist magistrates
  • I ensure appropriate directions are given

I can plan, conduct and conclude case management hearings effectively, when sitting with or without a bench

  • I complete and action court results accurately and promptly and distribute a written record of proceedings where appropriate
  • I transfer necessary cases to colleagues without disruption to the cour
  • I provide advice to court users when necessary and assist unrepresented defendants in order for them to represent their case
  • I summarise salient points to the court and unrepresented defendants
  • I respond appropriately to court users regarding feedback or concerns
  • I explain what is happening in court and ensure the dignity of the court is maintained
  • I undertake further legal research when required, present legal opinions and documents and advise court users appropriately
  • I comply with relevant law, practice, procedure and local protocols

I apply my specialist knowledge and skills both in and out of court as well as with administration teams and in related meetings, based on my knowledge of appropriate manuals, current textbooks, procedures and current statutory and case law developments

  • I anticipate and plan for hearings that involve complex or contentious issues
  • I exercise those powers conferred on me by delegated authority judicially
  • I establish the framework and purpose of the hearing and communicate this clearly at the start

I support the work of the court through contact with Panel Committee members during meetings, on a one to one basis and at training/development sessions and by liaising with the relevant agencies involved in specialist court and Committee work

  • I liaise with other court staff throughout the proceedings, to ensure that sufficient information is available prior to decision making
  • I find out why participants have failed to comply with directions or timetables, speaking directly to parties where appropriate
  • I identify issues for resolution at future case management hearings and ensure the understanding of those responsible for next steps is checked
  • I ensure that everyone who should be is consulted prior to decision making and interpret and analyse key information provided by participants
  • I identify and summarise the key issues and facts, promptly and effectively
  • I present my own view logically and clearly
  • I encourage contributions from all participants and control the exchange of views and information using a structure and checklist to facilitate discussion
  • I aid the decision-making process by questioning, listening actively, interpreting and analysing key information, summarising key issues and facts, checking understanding and resolving conflicts
  • I challenge inappropriate, inaccurate or unhelpful contributions
  • I ensure that individual issues are considered and explored in sufficient depth, within the context of the whole decision and clarify outstanding matters prior to decision making
  • I use appropriate and non-discriminatory language
  • I make decisions in a judicial manner and announce directions clearly
  • I maintain my knowledge of ‘specialist court’ procedures, practice, sentencing issues and current case law developments in order to advise magistrates in these areas
  • I use clear, concise and appropriate language, according to the type of ‘specialist court’ or Panel Committee and the participants present
  • I demonstrate empathy and sensitivity where appropriate
  • I intervene between parties in order to progress the case, in the absence of magistrates
  • I identify and bring to the attention of the person responsible for the Panel Committee any issues of relevance to the court
  • Where required, I attend appropriate Panel Committee meetings and contribute constructively
  • I attend training sessions on topics of relevance to the court and communicate relevant feedback to the person responsible for the Panel Committee

Sources of evidence

Individuals can demonstrate their competence and knowledge evidence required through: observation, records of discussions and meetings outside of the courtroom, feedback from all three members of the bench, authenticated evidence from relevant people, appropriate performance data and their response to ‘what if’ questions.

C: Advising & Working with Staff

Competence in this area is about working in partnership with other staff and carrying out administrative duties, both in court and in the office environment

These competences are applicable to all tiers in the Legal Advisers Career Structure

I can work in partnership with other staff, using knowledge of relevant protocols, procedures, processes and constraints

  • I identify administrative issues that need attention and suggest solutions
  • I discuss work related issues with staff and identify their priorities, needs and concerns and ensure these are taken into account when carrying out my own duties
  • I support staff by managing time effectively and giving clear, simple and timely instructions

I can carry out administrative duties using local scheduling, listing and case management protocols, within statutory and non-statutory time limits

  • I provide legal advise to other staff when appropriate
  • I record court decisions accurately, promptly, clearly and legibly
  • I communicate unusual or complex issues face-to-face, by telephone or in writing
  • I complete administrative tasks according to local standards and targets

Sources of evidence

Individuals can demonstrate their competence and knowledge evidence required through: observation, records of discussions and meetings outside of the courtroom, feedback from all three members of the bench, authenticated evidence from relevant people, appropriate performance data and their response to ‘what if’ questions.

The jobholder must be able to fulfil all spoken aspects of the role with confidence in English or (when specified in Wales) Welsh.

Job descriptions and advert attached in Welsh for this advert *

All Locations for Regions are:

North East, North West, Wales, Midlands, South East, South West, London. The actual court locations will be discussed further at interview.

Interviews will be held in both Manchester and London to cover the whole of England and Wales           

Please specifiy what region it is that you wish to be considered for.

It is anticipated that Legal advisers in training will need to demonstrate competencies to become Tier 2 Advisers.

Whilst regions are shown not all court buildings are specified, all post holders will be required to travel between venues within that region when required and must be willing and able to travel. Base locatoin will be discussed at interview.

For interview, there are legal quality competencies attached for this role which are: a) Buildiing and maintaining effective working relationships with the magistrtes and b)facilitating the business of the court. At interview a legal scenario will be provided in order for candidates to demonstrate these competencies

Working Arrangements & Further Information

Some of MoJ’s terms and conditions of service are changing as part of Civil Service reform. The changes will apply to staff joining MoJ who are new to the Civil Service. Staff joining MoJ from other civil service employers will transfer onto the new MoJ terms if they are already on 'modernised' terms in their current post or onto 'unmodernised' MoJ terms if they are on 'unmodernised' terms at their current post. Details will be available if an offer is made.

Flexible working hours

The Ministry of Justice offers a flexible working system in many offices.

Benefits

The MoJ offers a range of benefits:

Annual Leave

Generous allowances for paid holiday starting at 25 days per year, and rising as your service increases. There is also a scheme to allow qualifying staff to buy or sell up to three days leave each year. Additional paid time off for public holidays and 1 privilege day. Leave for part-time and job share posts will be calculated on a pro-rata basis.

Pension

The Civil Service offers a choice of pension schemes, giving you the flexibility to choose the pension that suits you best.

Training

The Ministry of Justice is committed to staff development and offers an extensive range of training and development opportunities.

Support

  • A range of ‘Family Friendly’ policies such as opportunities to work reduced hours or job share.
  • Access to flexible benefits such as salary sacrifice arrangements for childcare vouchers, and voluntary benefits such as retail vouchers and discounts on a range of goods and services.
  • Paid paternity, adoption and maternity leave.
  • Free annual sight tests for employees who use computer screens.

Networks

The opportunity to join employee-run networks that have been established to provide advice and support and to enable the views of employees from minority groups to be expressed direct to senior management. There are currently networks for employees of minority ethnic origin, employees with disabilities, employees with caring responsibilities, women employees, and lesbian, gay, bisexual and transgender employees.

Working for the Civil Service

The Civil Service Code sets out the standards of behaviour expected of civil servants.

We recruit by merit on the basis of fair and open competition, as outlined in the Civil Service Commission's recruitment principles.

The Civil Service embraces diversity and promotes equality of opportunity.

There is a guaranteed interview scheme (GIS) for candidates with disabilities who meet the minimum selection criteria.

To Be Confirmed
N/A

08/03/2019, 23:55 hours

Closing Date: 8th March 2019 at 23:55 hours

If you require any assistance please call 0845 241 5359 (Monday to Friday 8am - 6pm) or email moj-recruitment-vetting-enquiries@sscl.gse.gov.uk Please quote job reference.

cheryl.woods2@justice.gov.uk or legal.operations@justice.gov.uk

Baseline Personnel Security Standard (BPSS)
Please note the successful applicant will need to undertake a Disclosure and Barring Security Check for this post.

To apply for roles in MOJ you will need to confirm your employment history for at least 3 years prior to the date of application so that pre-employment checks (BPSS) can be undertaken. If you have spent significant time abroad (a total of 6 months in the past 3 years) you would be required to give a reasonable account of the reasons why. 

For some roles you will be required to successfully complete National Security Vetting at Counter Terrorism (CTC), Security Clearance (SC) or Developed Vetting (DV) level as a condition of appointment. To meet CTC/SC/DV requirements you will normally need to have been resident in the UK for at least 3/5/10 years prior to the date of application (The level of checks that are required are stated in the advert).

If you do not meet the above requirements, you may still be considered if, for example:

  • You've been serving overseas with HM Forces or in some other official capacity as a representative of HM Government
  • You were studying abroad
  • You were living overseas with parents

In such cases you will need to be able to provide referee cover for the period(s) of residence overseas. The duration of overseas residence and the country of abode will also be taken into account.

Candidate Information

You may be required to provide statements describing your skills and experience relevant to each of the selection criteria. We recommend that you structure any examples as Situation, Task, Action and Result. For more information about the recruitment process and answers to general queries, please click the below link which will direct you to our Candidate Information Page.

Link: https://justicejobs.tal.net/vx/candidate/cms/About%20the%20MOJ

In the event of a large number of applications, we reserve the right to undertake the following processes:


  • An automated online test where a benchmark must be passed to progress;
  • A sift on the lead selection criteria. If this happens, the lead criteria will be the first one listed in the advert.

During the selection process, you may be asked to undertake an additional assessment (such as written test). If this is applicable you will be notified of this when you are invited to interview.



if you feel that your application has not been treated in line with the Civil Service Recruitment Principles, please contact SSCL (Moj-recruitment-vetting-enquiries@sscl.gse.gov.uk) in the first instance
Leading and Communicating
Making Effective Decisions
Managing a Quality Service
The candidate must be qualified as a solicitor or barrister under the the Assistant's to Justice's Clerks (Amendment ) Regulations 2007

This Vacancy is closed to applications.