8354 - Legal Adviser (Tier 2)

£34,419 - £45,494
2
12 Months
East of England, South East
Cambridge , Peterborough
CAMBRIDGE MAGISTRATES CAMBRIDGE, CB2 3AX, PETERBOROUGH MAGISTRATES PETERBOROUGH, PE1 1ED
SEO
Bc
Permanent
Full Time
Legal Services

THE ROLE

The purpose of the role is to represent the Justices’ Clerk as Legal Adviser to the Magistrates and 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.

To function as a Tier 2 Legal Adviser, the role holder is also required to regularly undertake the additional responsibilities as set out at Tier 2 in the Legal Adviser Career Structure and to achieve and maintain competence in this (or these) practice areas.

All Tier 2 Legal Advisers are expected to have a level of legal specialism over and above that of Tier 1 Legal Adviser and for this to be used for the benefit of the team and to support their colleagues. The Tier 2 role provides the opportunity to gain recognition for the knowledge and skills in a recognised legal practice area.

On appointment a Tier 2 Legal Adviser, role holder will be appointed on the entry point of Tier 2 on the Legal Adviser Career Structure.

The roles and responsibilities for a Tier 2 Legal Adviser should contribute and impact on the work of the courts throughout HMCTS and including working across another legal jurisdiction eg tribunals.

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

Key Responsibilities

In addition to the Tier 1 main activities, the following roles and key responsibilities are applicable to Tier 2 practice areas:-

Increased Delegated Powers/Management of Complex Cases

Appointment to a Tier 2 post means that the role holder has demonstrated the baseline Tier 1 competences and has developed initial case management skills. This additional responsibility provides the opportunity for the role holder to develop those skills with a high level of autonomy.

Key responsibilities include:-

  • The ability to exercise the full range of delegated powers assigned by their Justices’ Clerk
  • Take a primary lead role in supporting effective case management (e.g. CJSSS and similar initiatives)
  • Experience of exercising judicial discretion and pro-active case management
  • Acting as a champion to ensure that cases are progressed as effectively as possible in respect of minimising delay and upholding the interests of justice
  • Taking responsibility for the achievement of case management targets
  • The ability to effectively case manage complex cases
  • The ability to competently sit as a delegated Legal Adviser in case management hearings
  • The ability to assertively manage the court process
  • The ability to manage the effective trial management process: and
  • The knowledge and experience to effectively manage a complex case at short notice

And /or

Panel/Committee Responsibility

The role of the Tier 2 Legal Adviser for panel and committee work will be to manage and support the responsibilities of the respective committee. This may link in to committee responsibility in the wider HMCTS area.

Key responsibilities include:-

  • Knowledge of the rules and procedures relating to statutory committees and panels
  • Setting up and managing the respective committee meetings
  • Managing the process of election of officers
  • Managing the obligations and duties of the committees
  • Managing committee responsibilities
  • Advising the committee on respective legal issues
  • Preparing reports
  • Drafting papers
  • Making representations and recommendations
  • Being an advocate for the committee; and
  • Support for committee when requested

This role is more than just assisting with committee work but involves full autonomy and responsibility for the relevant area of the committee’s work subject to normal line management direction.

And /or

Small Development Projects

A Tier 2 Legal Adviser with responsibility for small development projects will require the ability to organise and manage projects which have an impact on local courts and/or the impact on the legal process of the court or courts in the wider area.

Key responsibilities include:-

  • The ability to set up the management of a small development project
  • The ability to liaise effectively with all stakeholders
  • The ability to plan the required process
  • The ability to complete the appropriate documentation; and
  • The ability to communicate information regarding the project

And /or

Local/Area Training Responsibility

The role of a Tier 2 Legal Adviser with the responsibility of Local/Area training, design and delivery will require the role holder to be regularly delivering training events to Magistrates and staff at a Local and Area level or they may also contribute as part of a wider team of trainers, under supervision, to deliver an organisational training programme. Legal Advisers involved with this level of responsibility will have been assessed as a competent Legal Adviser, and has met previous training objectives, with a depth of experience in the subject/topic area to be delivered.

Key responsibilities will include:-

  • Delivering knowledge and skills training to staff and magistrates
  • Develop and support Tier 1 Trainers
  • Assist in identifying future training needs and developing solutions as to how best to meet those needs.
  • To be involved in the evaluation of programmes they deliver and provide feedback to the Judicial Studies Board and the business regarding the progress of programmes and the impact of programmes in the workplace; and
  • Design training events for delivery to staff and magistrates

Training

It is expected that a candidate appointed to a Tier 2 role would be fully functional in that role no later than 6 months from appointment.

Functions of the role

Undertaking main Tier 1 Functions plus expected legal specialisation

Undertaking additional Tier 2 practice areas:-

  • Increased delegated powers/complex cases
  • Personal responsibility for case management
  • Panel/Committee Work
  • Small development Projects
  • Area/Local Training responsibility.

KNOWLEDGE AND SKILLS

Knowledge, skills and experience include Tier 1 skills:-

  • Detailed knowledge of the legal and administrative functions of the court room
  • Detailed knowledge of criminal and/or family law
  • 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, district judges, magistrates and court users, at all levels.
  • Excellent organisational skills in order to manage the court room
  • Ability to analyse problems and situations quickly and effectively; and
  • Competent agreed IT use.

Additional skills required to meet the requirements of the additional practice areas in Tier 2;-

  • Experience of exercising judicial discretion and pro-active case management
  • Knowledge of rules and procedures relating to committees and panels
  • Knowledge and skills relevant to their specialist expertise in a legal practice area
  • Time Management
  • Personal Management of workload
  • Working as part of a team; and
  • Project management skills.
  • The capability to work across varying legal jurisdictions in HMCTS including Family, Reciprocal Enforcement, Tribunals, Confiscation and Proceeds of Crime.

Where relevant to the individuals practice area(s);

  • The ability to organise and manage small development projects
  • Training skills to design, develop and evaluate local and area training programmes

PROBLEM SOLVING

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

The nature and volume of work assigned to a court room is inherently unpredictable. A Tier 2 role holder is required to have an extensive 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 2 role holder must be capable of undertaking the most complex of cases conducted in the Magistrates’ court.

DECISION MAKING

There are three main areas of decision making:

  • Judicial,
  • Legal and
  • Administrative.

Judicial Decisions

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

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.

Administrative Decisions

Administrative decisions include decisions that relate to progressing cases swiftly 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 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

Tier 2 Legal Adviser are required to participate in team administrative functions as directed by their Legal Team Manager.

Out of Hours

Tier 2 Legal Adviser will take responsibility for ensuring that they are equipped and able to participate in occasional courts and other out of hours responsibilities. A Tier 2 Legal Adviser will have the level of experience to deal with the full range and more complex out of hour’s applications that need to be dealt with.

Advice to Others

Examples of information and advice provided by the post holder include:

  • Advising the bench – Magistrates and District Judges during cases, - including the preparation of reasons for their decisions
  • 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 law and legal procedure
  • Providing advice and guidance to other external organisations and members of the public in relation to all aspects of law and procedure
  • Providing advice and guidance to colleagues in other courts who need immediate help on a point of law
  • Providing advice and guidance to both prosecution and defence advocates in relation to all aspects of law and legal procedure.
  • Providing advice and guidance on various aspects of law and procedure to the Police.

MANAGEMENT OF RESOURCES

Financial and Other Resources

The post holder is not a budget holder but must ensure that they make effective use of time and resources.

Leadership and Team working

The post holder is a member of a team of Legal Advisers. It is likely that a Tier 2 Legal Adviser will be required to give advice to Tier 1 colleagues and other colleagues who may require advice specific to the role holder’s specialist practice area. Legal Advisers are senior members of HMCTS and are expected to demonstrate the behaviours appropriate to a leader/manager

A Tier 2 role holder will not have line management responsibility.

Career Development

Tier 2 also has the opportunity, if there is a defined business need, to develop their career through one or more of the professional development career streams of ‘Professional Services’ and ‘Education’, whilst also starting to develop their management skills if progression to the ‘Management’ route commencing in Tier 3 is aspired.

Career progression to Tier 3 will depend upon the ongoing performance of the role holder and business need. Recommendations in respect of succession planning and career development will be made by the Regional Legal Adviser Resource Committee (it is not expected that a Tier 2 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 3 post).

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.

It is expected that a Tier 2 Legal Adviser will assume the responsibility to become a mentor. Mentors will be required to Mentor Trainee Legal Advisers; Legal Advisers in Training; and other Legal Advisers who are in the process of developing their skills through the career structure. For this purpose it will relate to Legal Advisers within Tiers 1 and 2 or other Legal Advisers returning from career breaks, secondments etc.

Secondments

Within the Legal Adviser Career Structure, a Tier 2 Legal Adviser has the opportunity to apply for and be considered for legal and non-legal secondments within the wider departments of HMCTS, MoJ and other Government Agencies.

Judicial Appointment

Within the Legal Adviser Career Structure a Tier 2 Legal Adviser has the opportunity to apply for and be considered for Judicial Appointment

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 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

Seeing the Big Picture

High Level Summary

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.

Examples of how these demonstrate effective behaviour

  • 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

High Level Summary

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

Examples of how these demonstrate effective behaviour

  • 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

High Level Summary

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.

Examples of how these demonstrate effective behaviour

  • 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

High Level Summary

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.

Examples of how these demonstrate effective behaviour

  • 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

High Level Summary

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.

Examples of how these demonstrate effective behaviour

  • 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

High Level Summary

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.

Examples of how these demonstrate effective behaviour

  • 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 development
  • I work in partnership with Magistrates, to ensure we both recognise and understand local practices, procedures, policies, current issues and relevant training opportunities
  • 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 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 power
  • I can plan and progress the business of the court
  • I provide professional advice and documentation both in and out of court
  • I can plan, conduct and conclude case management hearings effectively, when sitting with or without a bench
  • 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 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 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 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 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 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 court
  • 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 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 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 can carry out administrative duties using local scheduling, listing and case management protocols, within statutory and non-statutory time limits
  • 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 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 job holder must be able to fulfil all spoken aspects of the role with confidence in English or (when specified in Wales) Welsh.

This post will be based at either Cambridge or Peterborough Magistrates' Court subject to agreement, however the successful candidate will also be required to attend the other site and and Huntingdon Magistrates' Court as and when required.

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.

Eligibility

Staff on fixed term appointments must have been recruited through fair and open competition.

To be confirmed

08/05/2017, 23:55 hours.

Closing Date: 8th May 2017 at 23:55 hours

If you require any assistance please call 0845 010 3512 (Monday to Friday 8am - 6pm) or e mail Moj-recruitment@noms.gsi.gov.uk Please quote the job reference 8354

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@gov.sscl.com) in the first instance
Seeing the Big Picture
Changing and Improving
Leading and Communicating
Building Capability for All
Managing a Quality Service
Delivering at Pace
Professional competency
(a) Building and Maintaining Effective Working Relationships with Magistrates
Professional competency
(b) Facilitating the Business of the Court
(c) Advising and Working with Staff
The post holder must be a qualified barrister or solicitor

We have provided detail of the assessment stages and areas being assessed to help you prepare for completing your application form, and to advise of what will be assessed following this, if you successfully pass the application stage.


Application form stage assessments

Interview stage assessments

There are interview stages for this vacancy.

A Great Place to Work for Veterans

The "Making the Civil Service a Great Place to work for veterans" initiative includes a guaranteed interview scheme to those who meet the minimum criteria to provide eligible former members of the Armed Forces with opportunities to secure rewarding jobs. Allowing veterans to continue to serve their country, and to bring highly skilled individuals with a broad range of experience into the Civil Service in an environment, which recognises and values your previous service in the Armed Forces.
For further details about the initiative and eligibility requirements visit : https://www.gov.uk/government/news/making-the-civil-service-a-great-place-to-work-for-veterans

Redeployment Interview Scheme

Civil Service departments are expected to explore redeployment opportunities before making an individual redundant. The MoJ are committed, as part of the Redeployment Interview Scheme, to providing opportunities to those who are 'at risk of redundancy'.

MoJ are able to offer an interview to eligible candidates who meet the minimum selection criteria, except in a limited number of campaigns. Candidate's will not be eligible for the Redeployment Interview Scheme if they are applying on promotion.

This job is broadly open to the following groups:

· UK nationals

· nationals of the Republic of Ireland

· nationals of Commonwealth countries who have the right to work in the UK

· nationals of the EU, Switzerland, Norway, Iceland or Liechtenstein and family members of those nationalities with settled or pre-settled status under the European Union Settlement Scheme (EUSS) (opens in a new window) https://www.gov.uk/settled-status-eu-citizens-families

· nationals of the EU, Switzerland, Norway, Iceland or Liechtenstein and family members of those nationalities who have made a valid application for settled or pre-settled status under the European Union Settlement Scheme (EUSS)

· individuals with limited leave to remain or indefinite leave to remain who were eligible to apply for EUSS on or before 31 December 2020

· Turkish nationals, and certain family members of Turkish nationals, who have accrued the right to work in the Civil Service

Further information on nationality requirements (opens in a new window) https://www.gov.uk/government/publications/nationality-rules

This Vacancy is closed to applications.