Recruitment for early years and childcare providers - Print version

Building a strong early years workforce

Recruiting and retaining a professional, skilled and qualified workforce is essential to helping your childcare organisation thrive in an increasingly competitive market. Having the right staff in place supports the effective operation of your organisation and enables you to provide high-quality early education and childcare for children and families.

Promoting the wide range of roles, career pathways and professional development opportunities available within the early years and childcare sector can help to:

• Encourage new people to consider a career in early years and childcare
• Attract suitable applicants to current vacancies
• Support existing practitioners to develop and progress their careers
• Improve staff retention across the sector

Effective recruitment is about more than simply filling vacancies. Taking time to consider how you plan your workforce, advertise roles, promote your organisation and support career development can help you build a stable, skilled and motivated workforce for the future.

Do you need to recruit?

Employing a new member of staff is a significant commitment and can be costly if recruitment is not carefully planned. Before deciding to recruit, assess whether there is a genuine staffing need and consider all the available options.

Ask yourself the following questions:

• Has your organisation budgeted for an additional member of staff?
• Have you reviewed your staff-to-child ratios to determine whether additional staff are required?
• Have you considered the number of children currently on your waiting list and their likely start dates?
• Are there particular times of the day when additional staff are needed to maintain ratios or meet children’s needs?
• Do you require additional staff on a long-term or short-term basis?
• Could existing staff increase their hours, either temporarily or permanently, to meet the need?
• On which days and at what times do you experience the greatest demand for staffing?
• Do you require higher staffing levels during term time than during school holidays?
• Are there specific days when children’s attendance levels are particularly high or low?
• Do staff regularly attend training, professional development, supervision or meetings that take them out of ratio?
• Are there planned staff absences, such as maternity leave, long-term sickness or retirement, that need to be considered?

Taking time to evaluate these factors will help you decide whether recruitment is necessary and, if so, what type of role and contract will best meet the needs of your organisation.

Careful workforce planning may also identify alternative solutions, such as:

• Adjusting existing employees’ working hours
• Reviewing staff deployment arrangements
• Offering additional hours temporarily
• Reorganising shifts or working patterns
• Using temporary or bank staff where appropriate

If you have determined that recruitment is necessary, the next step is to define the role clearly before advertising the vacancy.

Defining the job role

Before advertising a job vacancy, clearly define the role to ensure it meets the needs of your organisation and attracts suitable applicants.

Consider:

• The purpose of the role
• The main duties and responsibilities
• The hours and working pattern required
• Is the role is permanent, temporary, fixed-term or casual
• Salary and benefits available
• Qualifications, skills and experience required
• If the role must be included within staff-to-child ratios
• Development and progression opportunities available

Preparing the job description

A job description is often a candidate’s first impression of your organisation. A clear and well-written job description can help attract high-quality applicants who are suitable for both the role and your organisation.

The job description should:

• Job purpose
• Main duties and responsibilities
• State who the employee will report to
• Describe the hours and working arrangements
• Reflect the full scope of the position
• Explain any safeguarding responsibilities
• Be consistent with the requirements set out in the person specification
• Provide an accurate and realistic account of the role

The requirements included should be necessary and proportionate. Avoid asking for qualifications or experience that are not genuinely needed to perform the role.

Writing an effective job advert

A well-written and targeted job advertisement is one of the most effective ways to attract high-quality candidates. Your aim should be to attract a diverse pool of suitable applicants while ensuring equality of opportunity through inclusive and wide-reaching recruitment practices.

Your job advert should:

• Clearly explain the purpose of the role
• Outline the main tasks and responsibilities
• State the essential qualifications, skills and experience required
• Reflect the full scope of the position
• Provide accurate information about the salary, hours, contract type and benefits
• Information about your organisation and what makes it a positive place to work
• Explain how to apply and the closing date
• Include relevant safeguarding and pre-employment-check required

Make the advert easy to read

A clear, welcoming and informative advert is more likely to attract suitable candidates. Make the most important information easy to find and give applicants a clear reason to continue reading.

When preparing your advert:

• Start with a clear and recognisable job title
• Use headings, short paragraphs and bullet points
• Use clear and straightforward language
• Avoid jargon and unnecessary technical terms
• Explain the role and its main responsibilities clearly
• Include your organisation’s name and location
• State the salary, working hours, contract type and closing date
• Explain how candidates can apply and what information they need to provide
• Provide contact details for candidates who would like an informal conversation about the role
• Highlight opportunities for training, career progression and professional development

A clear and engaging job advert helps potential applicants understand the role quickly, builds confidence in your organisation and increases the likelihood of attracting suitable candidates.

Write an engaging introduction

Capture candidates’ attention with a strong opening sentence. You could use a question that reflects the skills and qualities you are looking for, such as:

• Are you passionate about making a difference to children’s lives?
• Do you have experience of creating safe, nurturing and stimulating learning environments?
• Would you like to join a supportive team with opportunities to learn and progress?

Keep the introduction welcoming and concise. It should help applicants understand the purpose of the role and why they might enjoy working for your organisation.

Showcase your organisation

Help potential job applicants understand what makes your organisation a positive and rewarding place to work.

Consider including:

• Brief description of your setting
• Ages or needs of the children you care for
• Size and structure of your team
• Organisation values and approach to early education and childcare
• Commitment to equality, diversity and inclusion
• Your organisation’s culture and working environment
• Anything distinctive about your setting or the role
• Links to your website or social media pages where applicants can find further information

Photographs or a short video can help bring your organisation to life. You could also feature employees talking about why they value working for your organisation.

Make sure you have appropriate consent before using photographs, videos or personal information.

Promote the benefits

Clearly describe the benefits of working for your organisation. Depending on what is available, these may include:

• Flexible working arrangements
• Pension scheme
• Paid annual leave
• Additional leave - for example a birthday day off
• Discounted or subsidised childcare
• Free or subsidised meals
• Free uniform
• Employee recognition or reward schemes
• Funded training and professional development days
• Support to gain further qualifications
• Opportunities for career progression
• Employee wellbeing support

Only include benefits that are genuinely available with the post.

Give candidates a reason to apply

Show potential applicants why they should choose your organisation. Be specific about what is different or special about working for you and what support the successful candidate can expect.

This could include:

• A welcoming and experienced team
• A supportive induction programme
• Regular supervision and development opportunities
• Access to funded training
• Opportunities to gain further qualifications
• Clear routes for career progression
• A strong focus on employee wellbeing
• Opportunities to contribute ideas and help shape practice

Avoid general statements such as “we are a great place to work” unless you explain what makes your organisation a positive and supportive workplace.

Using inclusive language

Carefully consider the words and phrases used in your advertisement. You do not want to discourage people who have the skills you need but feel the opportunity is not intended for them.

Check that the advert:

• Uses clear, welcoming and inclusive language
• Focuses on the skills and experience genuinely required for the role
• Avoids unnecessary qualifications or requirements
• Is free from stereotypes, assumptions and potentially discriminatory wording
• Avoids unnecessary jargon or overly complex language
• Explains whether flexible-working requests will be considered
• Provides information about reasonable adjustments during the recruitment process
• Encourages applications from underrepresented groups

Some words may be perceived as gender-coded and could unintentionally suggest that a role is more suited to one gender. This may discourage suitable candidates from applying and reduce the diversity of your applicant pool.

Consider which groups are underrepresented in your organisation and how your recruitment activity could reach and welcome them. For example, men continue to be underrepresented in many early years and childcare roles.

Recommended wording for job adverts

The following wording can be adapted for inclusion in early years and childcare job advertisements.

Disclosure and Barring Service checks

This post is subject to a satisfactory Enhanced Disclosure and Barring Service (DBS) check. [https://www.gov.uk/government/organisations/disclosure-and-barring-service]Appointment to the role will only be confirmed following the satisfactory completion of all required pre-employment checks, in line with safeguarding and safer recruitment requirements.

Qualification checks

Where an early years qualification is required for the role, applicants’ qualifications will be checked using the Department for Education’s Check an Early Years Qualification service. [https://www.gov.uk/guidance/check-an-early-years-qualification] This is to ensure that qualifications are recognised as full and relevant for working within staff-to-child ratios in England. Applicants will be required to provide evidence of their qualifications as part of the recruitment process.

Right to work in the UK

Before employment can begin, the successful applicant will be required to provide evidence of their legal right to work in the UK. The appropriate right-to-work checks will be completed before employment is confirmed.

How an individual proves their right to work will depend on their nationality and immigration status. This may include providing a passport, immigration documents or a share code that allows the employer to verify their status online.

Managers should ensure that right-to-work checks are completed in line with current Home Office requirements as part of their safer recruitment procedures.

Further information is available at:

Prove your right to work to an employer [https://www.gov.uk/prove-right-to-work]

Before you publish

Before publishing your vacancy, check that:

• Job title is clear and recognisable
• Responsibilities accurately reflect the role
• Essential requirements are necessary and proportionate
• Required qualifications are stated clearly
• Salary, working hours and contract type are included
• Benefits listed are accurate and genuinely available
• The language is clear, inclusive and welcoming
• Information about reasonable adjustments is provided
• The application process is easy to understand
• Closing date is correct
• Contact details are accurate
• All web links work
• The required safeguarding statements are included
• Relevant qualification, DBS and right-to-work checks are explained
• Advert meets your equality and data-protection responsibilities

Ask someone who has not been involved in writing the advert to complete a final proofread. This can help identify unclear information, spelling or grammatical errors and any unintended barriers before the vacancy is published.

Why include salary information in job adverts?

Clearly stating the salary or salary range in a job advert helps potential applicants make informed decisions about whether the role is suitable for them. Being transparent about pay can improve a candidates attraction to the job, support equality and fairness in recruitment and contribute to a positive employer reputation. It also helps reduce unnecessary applications and can improve retention by ensuring candidates have a clear understanding of the salary offered from the outset.

Job advertisements that do not include salary information may attract less interest. If the salary varies according to qualifications or experience, include the full salary range and explain how the starting salary will be decided. 

Paying at least the National Minimum Wage or National Living Wage is a legal requirement and demonstrates a commitment to valuing staff. Fair pay can help attract and retain skilled Early Years and Childcare practitioners, improve staff morale and wellbeing, and support the delivery of high-quality care and education for children.  Pay rates should be regularly reviewed to ensure they remain compliant and competitive.

National Minimum Wage Rates from 1 April 2026 

Employers are legally required to pay eligible workers at least the appropriate National Minimum Wage. The hourly rate depends on the worker’s age and whether they are an apprentice. 

From 1 April 2026, the minimum hourly rates are: 

Worker category	Minimum hourly rate
Aged 21 and over	£12.71
Aged 18 to 20	£10.85
Aged under 18	£8.00
Apprentice rate	£8.00

Workers aged 21 and over are entitled to the National Living Wage. Workers under 21 must receive the appropriate National Minimum Wage rate for their age.

Apprentice eligibility 

The apprentice rate applies to apprentices who are: 

• Aged under 19; or 
• Aged 19 or over and in the first year of their apprenticeship

Apprentices aged 19 or over who have completed the first year of their apprenticeship must receive the appropriate minimum wage rate for their age. 

Minimum wage rates normally change on 1 April each year. Employers should regularly check the official government guidance [https://www.gov.uk/national-minimum-wage-rates] to ensure that all workers receive the correct rate. 

Advertising and managing your job vacancies

Promoting and dealing with your job vacancies

Choosing the right places to advertise will help your vacancy reach applicants with the skills, experience and personal qualities you need. Using a combination of advertising methods can help you attract a wider and more diverse range of candidates.

Advertise through Coventry Early Years 

Coventry Ofsted-registered early years and childcare providers can advertise their job vacancies free of charge by completing our quick online form.  [https://forms.office.com/e/egJHWhH6RQ]

Vacancies submitted through the form will be: 

• Advertised in the jobs section of the Coventry Family Information Directory 
• Shared with the Coventry Job Shop and Jobcentre Plus, helping your vacancy reach a wider audience 
• Promoted at local careers and jobs fairs

Advertising internally 

Consider advertising your vacancy internally as well as externally. This helps demonstrate that your recruitment process is transparent and fair. 

Internal advertising also recognises the contribution of existing employees and gives them an opportunity to develop and progress within your organisation.

Use social media 

Social media can be a cost-effective way to promote a vacancy and reach your target audience. Post clear and accurate information about the role on your organisation’s social media accounts and encourage followers to share the vacancy with people who may be suitable and interested. You could also promote the role through relevant professional networks where appropriate. 

Platforms such as LinkedIn, Facebook, Instagram, TikTok and X can help you reach a large audience for little or no cost. 

When advertising through social media: 

• Use an eye-catching image, such as your organisation’s logo or a suitable photograph of the setting 
• Include the job title, salary, working hours and location 
• Highlight the main benefits of working for your organisation 
• Include a clear closing date 
• Provide a direct link to the full vacancy information and application process 
• Make sure photographs and other content comply with your safeguarding, consent and data-protection requirement 

Attending jobs and careers fairs 

Local jobs and careers fairs provide an excellent opportunity to meet potential applicants, promote vacancies, and raise awareness of the rewarding career opportunities available within the early years and childcare sector. These events can help organisations engage with individuals who may be considering a new role, career change, apprenticeship, or training pathway.

When attending a jobs or careers fair, consider bringing: 

• Information about your current vacancies, including job descriptions and person specifications 
• Details of salaries, staff benefits, and career progression opportunities
• Photographs, displays, or short videos that showcase your setting and working environment
• Information about apprenticeships, work experience placements, volunteering opportunities, and entry routes into the sector
• A simple way for interested candidates to register their details, express an interest, or apply for vacancies
• A current member of staff who can share their experiences of working in the setting and answer questions from prospective applicants

Being well prepared and engaging positively with attendees can help attract a wider range of candidates and promote early years and childcare as a rewarding and fulfilling career choice.

Dealing with job advert enquiries 

Establish a clear and consistent approach for managing enquiries relating to current or future vacancies, including speculative applications. All enquiries should be responded to promptly, professionally, and courteously, providing potential candidates with a positive impression of the organisation. 

Applications received through speculative enquiries should be considered and processed fairly and consistently in line with the organisation's recruitment and selection procedures. Managers must ensure compliance with employment legislation, safeguarding requirements, data protection regulations, and equal opportunities policies. This approach helps to promote a transparent, inclusive, and legally compliant recruitment process, ensuring all applicants are treated with fairness and respect. 

Why a well-managed approach to enquiries is important:

A well-managed approach to vacancy enquiries can:

• enhance the organisation's reputation as an employer
• encourage high-quality candidates to apply for future opportunities
• support equality, diversity, and inclusion within recruitment practices
• ensure compliance with recruitment, safeguarding, and employment legislation
• help build a talent pipeline for future workforce needs

The shortlisting process

Good practice when shortlisting 

Once the closing date for your job vacancy has passed, you can begin shortlisting the applications received. A fair, consistent, and evidence-based shortlisting process will help you identify the candidates who most closely meet the requirements of the role.

• Involve at least two people in the shortlisting process
• Wherever possible, those shortlisting applications should also be members of the interview panel
• Use a shortlisting score sheet based on the essential criteria set out in the Job Description and Person Specification 
• Assess each applicant solely against the information provided in their application form
• Do not introduce or assess applicants against additional criteria that were not included in the application form or recruitment information
• It is a good idea to use a simple numerical scoring system to support consistent and transparent decision-making
• Consider weighting criteria that are particularly important to the role. For example, holding an approved Level 3 qualification may be an essential requirement for the role 
• Keep clear records of scores and decisions, including the reasons why applicants have or have not been shortlisted

Benefits of a structured shortlisting process 

A structured shortlisting process: 

• Promotes fairness and equality by ensuring decisions are based solely on evidence against the published criteria 
• Helps minimise unconscious bias by applying the same assessment process to every applicant
• Supports transparent decision-making by providing a clear record of how each application was assessed
• Enables constructive feedback by identifying which criteria an applicant demonstrated effectively and where sufficient evidence was not provided 
• Contributes to safer recruitment by ensuring essential qualifications, experience, knowledge and safeguarding requirements are considered consistently
• Supports a robust final selection decision when used alongside the interview, reference checks and any relevant assessment tasks
• Helps identify the most suitable candidate for the role through a consistent, evidence-based approach

Interview preparation

A well-planned interview process helps candidates perform at their best and supports fair, consistent and safer recruitment decisions. The following guidance will help you prepare candidates, organise the interview panel and make an evidence-based appointment.

Preparing candidates for interview 

Where possible, give candidates at least five working days’ notice of the interview. This allows them sufficient time to prepare and make arrangements to attend. 

Think carefully about the candidate’s experience. A professional, welcoming and well-organised process will give applicants a positive impression of your setting. 

You may wish to: 

• Send candidates a link to a video or information on your website that showcases your organisation and the benefits of working for you. 
• Offer a tour of the provision, either before or on the day of the interview. 
• Build time into the interview schedule for candidates to see the working environment and ask questions. 
• Explain who they will meet and what the interview process will involve. 
• Ask whether they require any reasonable adjustments to participate fully in the selection process. 
• A tour can help candidates feel more relaxed and give them an opportunity to formulate relevant questions based on what they observe.

Preparing the interview environment 

Consider how the interview room is arranged and whether it provides a comfortable, professional, and accessible environment. 

Check that: 

• The room is accessible and suitable for any reasonable adjustments. 
• There is a table and suitable chairs for the candidate and panel members. 
• The room is private and free from interruptions. 
• The temperature, lighting and ventilation are comfortable. 
• Drinking water is available. 
• All required paperwork and interview materials are ready. 
• Confidential information cannot be seen or overheard by others. 

Preparing yourself and the interview panel 

Allow enough time for each interview. This should include time for the panel to discuss, record, and score each candidate’s responses before the next interview begins. 

Good practice includes: 

• Having at least two people on the interview panel. 
• Ideally involving the same people who completed the shortlisting. 
• Using the same panel members for every candidate to support consistency and fairness. 
• Agreeing in advance who will chair the interview, ask each question and record the responses. 
• Ensuring panel members understand safer recruitment, equality, inclusion and data protection requirements. 
• If using a scoring system, agree the system and what evidence would represent a strong response before interviews begin. 
• Declaring and managing any potential conflicts of interest. 
• Scheduling breaks to help panel members remain focused and objective. 

Consider whether an interview alone will provide enough evidence. Candidates could also be asked to demonstrate their knowledge and skills through: 

• A prepared activity. 
• A short presentation. 
• A written or practical task. 
• scenario-based exercise. An observed interaction or activity with children. A discussion about how they respond to a safeguarding concern. 

Any practical activity involving children must be appropriately planned, risk assessed and supervised. Candidates should not be left unsupervised with children. 

Information to send candidates - before the interview 

Candidates are more likely to demonstrate their skills and knowledge effectively when they understand what to expect. 

The interview invitation should include: 

• The date, time and location of the interview
• The name and contact details of the person candidates should report to
• Directions to the setting and information about parking or public transport
• The expected length and format of the interview
• Details of the interview panel, where appropriate
• Information about any tour, task, activity, presentation or observation
• Clear instructions about anything the candidate needs to prepare
• Guidance about suitable clothing and footwear, particularly if the process includes working alongside children
• Information about requesting reasonable adjustments
• a list of original documents the candidate should bring

Documents may include: 

• Original qualification certificates 
• Original certificates from development courses undertaken 
• Original Proof of identity
• Evidence of the right to work in the UK 
• Other documentation specified as part of your recruitment and safeguarding procedures. 

Viewing original documents at the interview stage, where appropriate, can reduce delays later in the recruitment process. Documents should be checked, copied and stored in line with your setting’s procedures and data protection requirements. 

Preparing effective interview questions

Developing interview questions

Develop interview questions based on the requirements outlined in the job description and person specification. The questions should assess all essential criteria and explore any desirable attributes that may help identify the strongest candidates. 

Questions should enable candidates to provide relevant examples of their: 

• Knowledge
• Skills
• Experience
• Behaviours and values 
• Understanding of safeguarding responsibilities
• Ability to reflect on and improve their practice 
• Suitability for the specific role 

Open and competency-based questions often provide the strongest evidence. For example:

• “Tell us about a time when you supported a child with an emerging additional need. What did you do, and what was the outcome?” 
• “How would you respond if you were concerned about the behaviour of a colleague towards a child?” 
• “Describe a situation in which you had to adapt an activity to meet the needs of individual children.” 
• “Tell us about a time when you received feedback that challenged your practice. How did you respond?” 

Panel members may ask appropriate follow-up questions to clarify a response or obtain further evidence. However, ask the core questions consistently of every candidate. 

Conducting fair and inclusive interviews

Interview questions must relate directly to the requirements of the role. Avoid asking questions about personal circumstances or protected characteristics that are not relevant to the candidate’s ability to carry out the job. 

This includes inappropriate questions about: 

• Age or retirement plans
• Disability or health conditions, except where permitted and relevant to reasonable adjustments or essential job requirements 
• Marital or civil partnership status
• Pregnancy, maternity or plans to have children 
• Parental or caring responsibilities
• Race, nationality, religion or belief 
• Sex, gender reassignment or sexual orientation.

Actively promote equality of opportunity by: 

• Using clear and inclusive language
• Applying the same assessment criteria to every candidate 
• Making reasonable adjustments where required
• Focusing on evidence rather than personal impressions 
• Being aware of unconscious bias, assumptions and individual preferences 
• Avoiding decisions based on whether a candidate is perceived as a good “fit” with the existing team 
• Recording objective evidence to support scores and decisions 

Safer recruitment questions

For roles that involve working with children, interview questions should include safeguarding elements that assess candidates’ knowledge of safeguarding requirements, their ability to respond appropriately to concerns, and their suitability to work with children in line with safer recruitment principles.

Asking these questions helps the interview panel explore: 

• The candidate’s attitudes, values and motivations for working with children 
• Their understanding of appropriate professional boundaries
• How they respond to concerns about a child or colleague
• Any gaps, inconsistencies or unusual patterns in their employment history
• Reasons for leaving previous roles
• Their ability to reflect on previous experiences and feedback 
• Their understanding of safeguarding responsibilities and reporting procedures

Where a response raises a concern, the panel should explore it professionally and record the candidate’s explanation. Any discrepancies between the application form, employment history, references and interview responses should be followed up before an appointment is confirmed. 

Interview scoring and qualification checks

Interview scoring

If a scoring sheet is used, it should be prepared before the interviews take place and aligned with the job description, person specification and agreed selection criteria.

A simple scoring system could be:

• 0 = No evidence provided
• 1 = Very limited evidence
• 2 = Some evidence, but below the required standard
• 3 = Meets the required standard
• 4 = Strong evidence and exceeds the required standard
• 5 = Exceptional and highly relevant evidence

Certain criteria, such as safeguarding knowledge, qualifications or leadership experience, may be weighted more heavily where they are critical to the role. Any weighting should be agreed in advance by the panel and applied consistently to all candidates.

Checking early years qualifications meet the Department of Education (DfE) requirements 

It is the responsibility of managers and those involved in the recruitment process to ensure that an applicant's early years qualification is recognised by the Department for Education (DfE) as full and relevant for working within staff: child ratios in England. 

Before using the DfE Qualification Checker, you should have the following documents available: 

• The applicant's qualification certificate 
• The qualification transcript that includes details of the modules studied 

Some qualifications have additional requirements that must be met before they can be considered full and relevant. The DfE Qualification Checker [http://https://www.gov.uk/guidance/check-an-early-years-qualification] will identify whether any additional requirements apply and provide details of what evidence is needed. 

Further information to support early years managers and practitioners regarding the Dfe Qualification Checker can be found here

Using the checker as part of your recruitment process can help ensure compliance with the Early Years Foundation Stage (EYFS) [https://www.gov.uk/government/publications/early-years-foundation-stage-framework--2] requirements and support informed recruitment decisions.

Making and recording the decision

Making the appointment decision

The appointment decision should be based on the evidence gathered throughout the selection process, including: 

• The application and shortlisting information 
• Interview responses
• Practical tasks or observations 
• Evidence of qualifications and experience
• Safeguarding information
• References and other pre-employment checks 

The highest-scoring candidate should normally be the person who most closely meets the agreed criteria. The panel should clearly document the reasons for its final decision, particularly if the person appointed is not the highest-scoring candidate. 

Any offer should be made in line with the setting’s recruitment procedures and should be conditional upon the satisfactory completion of all required pre-employment and safer recruitment checks. 

Providing feedback 

Specific, evidence-based feedback can be helpful to both successful and unsuccessful candidates. 

Using the completed scoring sheet, feedback can highlight: 

• Areas in which the candidate demonstrated strong evidence
• Areas in which their evidence was limited
• Skills, knowledge or experience they may wish to develop
• How their responses compared with the requirements of the role 

Feedback should be constructive, professional and based only on the agreed selection criteria. Avoid sharing information about other candidates.

Record keeping and Data Protection

All recruitment documentation should be accurate, factual and stored securely in line with the setting’s: 

• Recruitment and selection procedures
• Data protection [https://www.gov.uk/data-protection] and UK GDPR requirements [https://ico.org.uk/]
• Privacy notice
• Document retention schedule
• Safeguarding and safer recruitment procedures

Records may include: 

• Shortlisting score sheets
• Interview notes
• Interview and activity scoring sheets 
• Copies or records of documents checked
• Panel decision records
• Correspondence with candidates 

Interview notes should record relevant evidence rather than personal or subjective comments. Access should be limited to authorised individuals, and records should be retained and securely disposed of in accordance with the organisations agreed retention periods.

Making an offer of employment

Appointing the successful candidate

Once applications have been reviewed and interviews completed, you may have identified a suitable candidate for the role. 

The successful candidate should initially be contacted by telephone and given a verbal, conditional offer of employment. This conversation also provides an opportunity to thank them for attending the interview, provide constructive feedback and explain the next steps in the recruitment process. 

Once the candidate has verbally accepted the offer, this must be followed by a written conditional offer letter. The letter should confirm the main details of the proposed appointment and make it clear that the offer is subject to the satisfactory completion of all required safer recruitment and pre-employment checks.

Writing a job offer letter 

Once you have selected your preferred candidate, you should confirm the job offer in writing. A clear, professional offer letter helps the candidate understand the proposed terms of employment and reduces the risk of misunderstandings. 

A job offer letter should clearly state whether the offer is conditional or unconditional. This distinction is important because an unconditional offer may become legally binding once it has been accepted, even if the offer was originally made verbally. 

Information to Include in the offer letter:

• Consider including the following information in your offer letter: 
• Your logo and setting details 
• Use headed paper or include your setting’s logo, address and contact details to provide authenticity and present a professional image. 
• The date 
• The candidate’s full name and address 
• Greeting and opening paragraph 

Address the candidate formally, for example,“Dear [full name]”. Begin with a welcoming statement confirming the offer, such as: “Following your recent interview, we are delighted to offer you the position of [job title] at [organisation name]. 

Job details 

Clearly set out the main details of the offer, including:

• Job title; 
• Employment type, such as permanent, fixed-term or temporary; 
• Name or job title of the manager or supervisor; 
• Proposed start date 
• Place of work 
• Contracted hours and normal working pattern 
• Salary or hourly rate and how often the employee will be paid 
• Annual leave entitlement 
• Pension arrangements 
• Probationary period 
• Notice period 
• Brief explanation of the role or reference to the enclosed job description

It is advisable that the offer letter should include the job title, salary, hours, benefits, pension arrangements, annual leave entitlement, work location/s, proposed start date and details of any probationary period.

Conditions of the offer 

If the offer is subject to pre-employment checks, clearly describe it as a conditional offer of employment. List each condition that must be completed satisfactorily before the appointment can be confirmed. 

Depending on the role and your safer recruitment procedures, conditions may include: 

• Receipt of satisfactory references
• A satisfactory Enhanced Disclosure and Barring Service check [https://www.gov.uk/government/organisations/disclosure-and-barring-service], including a check of the relevant barred list where legally required 
• Confirmation of the candidate’s right to work in the UK [https://www.gov.uk/prove-right-to-work]
• Verification of identity 
• Confirmation that relevant qualifications meet current requirements - as defined by the Department of Education (DfE) Qualification Checker  [https://www.gov.uk/guidance/check-an-early-years-qualification]
• Verification of employment history and explanations for any gaps
• Confirmation of the person’s suitability for the role
• Completion of any other checks required by legislation, registration requirements or the setting’s safer recruitment policy

Avoid confirming an unconditional start date until all required checks have been completed. If a conditional offer is withdrawn because the candidate has not met one or more of its stated conditions, the candidate should be informed of the reason. 

Benefits

To encourage the candidate to accept the offer, briefly summarise the main benefits of working for your setting. Only include benefits that the employee will genuinely be entitled to receive.

These could include: 

• Workplace pension arrangements 
• Annual leave entitlement
• Working arrangements
• Training and professional development opportunities 
• Funded qualifications  
• Any employee assistance or wellbeing programmes 
• Childcare discounts 
• Additional leave or length-of-service benefits 
• Paid time off for example leave day for birthday  
• Any other employee benefit schemes

Acceptance deadline 

You may wish to include a reasonable deadline for the candidate to accept or decline the offer. This can help you manage the recruitment process and avoid losing other suitable candidates unnecessarily. For example: 

“Please confirm whether you wish to accept this offer by signing and returning a copy of this letter by [date].” 

The letter should explain what the candidate must do to accept or decline the offer and provide the name and contact details of someone they can approach with questions. It is recommended asking the successful candidate to confirm their job acceptance in writing. 

Issuing employment contracts

Written Statement of Employment Particulars and Employment Contract 

A job offer letter is not necessarily a substitute for an employment contract or the employee’s written statement of employment particulars. 

Employers must give employees and workers a principal written statement on or before their first day of work. Certain additional information, known as the wider written statement, must be provided within two months of employment starting. The written statement summarises the main conditions of employment, but it is not the entire employment contract.

The principal written statement should include: 

• The employer’s full name 
• The employee’s or worker’s full name 
• The job title or a description of the work 
• The employment start date 
• The date continuous employment began, where applicable 
• Salary and how frequently it will be paid 
• Expected working hours and days 
• Working hours or days and if they may vary and, if so, how 
• Any requirement to work additional hour 
• Holiday entitlement, including whether this includes public holidays 
• The normal place of work and details of any requirement to work at other location 
• The expected duration and end date if the role is fixed term; 
• The length and conditions of any probationary period 
• Details of any benefits 
• Details of compulsory training and whether the employer will pay for it
• Sick pay and sickness reporting procedures
• Information about other paid leave 
• Notice periods the employer and employee must give.

Information about pension arrangements, collective agreements, non-compulsory training and disciplinary and grievance procedures must also be provided as part of the wider written statement within two months of the start date. 

Further information and resources for employers are available from ACAS. [https://www.acas.org.uk/]

Employers may also include other appropriate contractual provisions, such as confidentiality, data protection, safeguarding expectations, use of the organisation property, and carefully drafted restrictions that apply after employment ends. 

Types of working arrangements 

Organisations may use different contractual or working arrangements depending on the requirements of the role, including: 

• Permanent full-time contracts
• Permanent part-time contracts
• Fixed-term contracts
• Casual contracts
• Agency worker arrangements

The appropriate arrangement should reflect how the role will operate in practice.  

Important legal considerations 

A job offer letter should not automatically be described as “informational” or “not legally binding”. Once an applicant accepts an unconditional job offer, a legally binding employment contract may be created, whether the offer and acceptance were made verbally or in writing.  

Employers should therefore ensure that an offer letter: 

• Accurately reflects the proposed terms of employment 
• Clearly identifies whether the offer is conditional or unconditional
• Lists all conditions that must be satisfied, such as satisfactory references, right-to-work checks, qualification verification and an appropriate Disclosure and Barring Check (DBS) [https://www.gov.uk/government/organisations/disclosure-and-barring-service]
• Does not contain commitments the setting cannot offer or meet 
• Explains how and by when the applicant should accept the offer 
• A conditional offer may usually be withdrawn if the applicant does not meet a clearly stated condition. Withdrawing an unconditional offer, or an offer where all conditions have been met, could result in a breach of contract claim.

Offer letters, contracts and written statements and other relevant legal documentation should be reviewed by a suitably qualified Human Resource or Legal Professional before they are issued. Your setting may already have access to employment and/or legal advice through a professional membership organisation, insurance policy, local provider association or retained Human Resource individual or service. The following websites provide useful information and guidance for employers.

• ACAS [https://www.acas.org.uk/]
• Job Offer and your rights [https://www.gov.uk/job-offers-your-rights]
• Employment contracts [https://www.gov.uk/employment-contracts-and-conditions/written-statement-of-employment-particulars]

Obtaining references

References following a conditional job offer

Once a conditional job offer has been made and accepted, the setting must obtain and verify appropriate references before confirming the appointment or allowing the successful candidate to begin work.

The Early Years Foundation Stage (EYFS) statutory framework [https://www.gov.uk/government/publications/early-years-foundation-stage-framework--2] requires early years providers to obtain references before recruiting a new member of staff. References are an important part of the safer recruitment process, helping employers verify the information provided by the candidate and assess their suitability to work with children.

Requesting and checking references 

When obtaining references, employers should:

• obtain the candidate’s permission before contacting their referees 
• ideally request references from the candidate’s current or most recent employer
• obtain 2 references wherever possible 
• ensure references are factual, relevant, and provided by an appropriate person with sufficient knowledge of the candidate 
• request information about the candidate’s employment history, role, responsibilities, conduct and suitability to work with children 
• include appropriate questions about safeguarding concerns, allegations, and relevant disciplinary matters 
• check that the information provided is consistent with the candidate’s application form and interview responses 
• follow up any unclear, incomplete, vague or contradictory information directly with the referee/s 
• verify the authenticity of each reference, for example by contacting the organisation using independently obtained contact details 
• keep an appropriate written record of the references received, the verification checks completed, and any follow-up action taken 

Open references addressed “To whom it may concern” should not be accepted. Testimonials or references brought to the interview by the candidate should not be relied upon, as their authenticity may not be verifiable. 

Candidates without a recent employment history 

References should normally relate to the candidate’s most recent employment, particularly where the role involved working with children. 

If the candidate is applying directly from college, university or a training provider, a reference should be requested from the relevant place of study. Where possible, providers should also obtain a second reference from another suitable source, such as a work placement, or voluntary work. 

Personal references should only be considered where employment, education or training reference is not available. They should not be provided by a family member or close friend. Any gaps in employment, education or training should be discussed with the candidate and satisfactorily explained before the appointment is confirmed.

Early years employment reference template

The Department for Education has published an Early Years Employment Reference Template  [https://www.gov.uk/government/publications/early-years-employment-reference-template]that early years providers can use when giving references for current and former employees. 

The template includes questions about the individual’s: 

• role and employment history
• safeguarding history and
• suitability to work with children

Important 

The appointment should remain conditional until satisfactory references and all other required pre-employment and suitability checks have been completed. If a reference raises any concerns, these should be explored carefully and recorded before a final recruitment decision is made.

Careers in early years and childcare

Do Something Big – Choose a career in early years and childcare

A career in Early Years and Childcare is both rewarding and fulfilling. It offers the opportunity to make a real difference to children's lives, supporting their learning, development and preparation for school during their most important early years. 

Whether you are leaving school, returning to work after a break, or considering a career change, there are many routes into the childcare sector. Working in early years allows you to build a meaningful career while gaining valuable qualifications, skills and experience. 

As an early years professional, you will play a vital role in helping children develop confidence, curiosity and a love of learning, while also supporting families within your community.

Why choose a career in early years and childcare? 

Make a difference every day 

You will play a key part in helping children learn, develop and thrive during their formative years

No two days are the same 

One day you may be supporting children with creative activities such as painting and storytelling, while the next you could be planning an exciting visit to a local farm or park. Every day brings new experiences and opportunities. 

Enjoy an active and varied role 

If you prefer a career that is energetic, engaging and flexible, childcare could be the perfect choice. 

Job security 

High-quality childcare is always needed, meaning there are ongoing opportunities within the sector. 

Spend time outdoors 

Early years settings value outdoor learning, giving you the chance to support children's exploration, discovery and development in the fresh air. 

Have fun at work 

Working with children allows you to be creative, imaginative and playful. Whether you're leading a sports day, building dens, reading stories or encouraging role play, your work will be enjoyable and rewarding.

Do you have the right skills and qualities? 

Successful early years practitioners come from many different backgrounds, but they often share the following qualities: 

• Enjoy spending time with children and have an interest in child development. 
• Have a good standard of spoken and written English. 
• Excellent communication and listening skills. 
• Imaginative and creative. 
• Friendly and approachable. 
• Fun and enthusiastic, with a good sense of humour. 
• Patient, empathetic and caring. 
• Hardworking and a strong team player. 
• Trustworthy, punctual and flexible. 

If you recognise yourself in many of these qualities, a career working with young children could be the perfect choice for you. 

Find out more 

Visit the Do Something Big website  [https://earlyyearscareers.campaign.gov.uk/]to explore: 

• Different job roles within the Early Years and Childcare sector. 
• Routes into employment and career progression opportunities. 
• Real-life case studies and "day in the life" stories from people already working in the sector. 

Start your journey today and discover how you can Do Something Big by making a difference in the lives of children and families. 

Starting your career in early years and childcare

There are many ways to start or develop a rewarding career in early years and childcare. Whether you are exploring entry-level positions, specialist roles, leadership opportunities, or self-employment, there are a wide range of pathways available to suit your interests, skills and career aspirations.

Explore careers in early years and childcare 

A career in early years and childcare can offer a variety of flexible working opportunities, including full-time, part-time and term-time roles.

Where could you work?

Opportunities are available across a range of early years and childcare settings, including:

• Day nurseries
• Preschools and playgroups
• Wraparound care settings
• Holiday playschemes
• School nurseries
• Childminding

What roles are available?

Depending on your experience, qualifications and career aspirations, you could work or progress into roles such as:

• Volunteer
• Apprentice
• Early Years Pracitioner
• Early Years Assistant
• Room Leader or Supervisor
• Deputy Manager
• Manager
• Owner of a childcare business

To learn more about the different settings and services, visit our Childcare options [https://www.coventry.gov.uk/early-years-childcare/childcare-options/3] webpage.

Gain experience through volunteering

Volunteering is a great way to develop your skills, gain practical experience and learn more about working with children and families. It also gives you valuable, up-to-date experience that you can add to your curriculum vitae (CV).

Contact childcare providers in your local area to find out whether they offer volunteering opportunities. You can also visit Voluntary Action Coventry t [https://www.vacoventry.org.uk/]o explore volunteering opportunities across the city.

Childminding

Childminding is a rewarding career that enables you to provide high-quality childcare and early education in a welcoming, home-from-home environment. Childminders care for small groups of children of different ages and may also offer wraparound care before and after school, as well as childcare during the school holidays.

If you are interested in becoming a childminder, visit our childminding webpage [https://www.coventry.gov.uk/early-years-childcare/childminding] to learn more about the role, registration requirements and the support available to help you get started.

Disclosure checks

People who work directly with children, including those who provide or manage a childcare setting, will require  an Enhanced DBS check (DBS)

DBS checks help employers and childcare providers make safer recruitment decisions. The appropriate level of check is based on the responsibilities and activities associated with the role.

Find out more about DBS checks and the Disclosure and Barring Service [https://www.gov.uk/government/organisations/disclosure-and-barring-service/about]. [https://www.gov.uk/government/organisations/disclosure-and-barring-service]

Early years and childcare qualifications

Training and qualification options

If you are starting a career in early years and childcare, an introductory course can help you develop a basic understanding of the sector and the responsibilities involved in working with young children. 

Explore local early years and childcare courses [https://www.coventry.gov.uk/early-years-childcare/workforce-development-early-years-childcare-providers/5], from introductory and entry-level training to higher-level qualifications and apprenticeships.

Apprenticeships 

An apprenticeship combines paid employment with training and study, enabling you to gain valuable skills, experience, and qualifications while you work. 

Benefits of an apprenticeship include: 

• Learning on the job 
• Earning a salary while studying 
• Gaining a recognised qualification 
• Building skills and experience that can lead to senior roles and career progression 

Find out more about apprenticeships [https://www.apprenticeships.gov.uk/] and early years apprenticeships  [https://earlyyearscareers.campaign.gov.uk/early-years-apprenticeships/]

Apprenticeships with Coventry City Council

Coventry City Council offers a range of apprenticeship opportunities in Education and Childcare to help you gain practical experience, develop your skills and work towards a recognised qualification.

Visit the Coventry City Council website [https://www.coventry.gov.uk/future-talent/apprenticeships-early-careers] to explore current opportunities and find out how to apply.

Skills bootcamps

Skills bootcamps are flexible training courses designed to help adults develop new skills, improve their employment prospects and progress in their careers.

To access most Skills Bootcamps, you must:

• Be aged 19 or over
• Have a good level of English
• Be willing to learn

Most courses do not require previous knowledge or experience, although some may have specific entry requirements. Any additional requirements will be included in the individual course information.

Find out more about Skills Bootcamps [https://www.skillsforcareers.education.gov.uk/pages/training-choice/skills-bootcamp] and available courses.

T levels

T Levels are technical qualifications for young people aged 16 to 19. They offer an alternative to A Levels, apprenticeships and other post-16 study options. Equivalent to three A Levels, T Levels combine classroom learning with practical experience to help students develop the knowledge and skills needed to progress into:

• Skilled employment
• Higher education
• Higher-level apprenticeships

Online training and qualifications

Online courses can support your professional development and help you gain early years and childcare qualifications. Before enrolling, check that the course meets your career goals. To work as a qualified practitioner with children aged 0 to 5, your qualification must meet the Department for Education’s full and relevant requirements. Qualifications that do not meet these requirements cannot be counted in statutory staff-to-child ratios.

Use the DfE’s Check an Early Years Qualification [https://www.gov.uk/guidance/check-an-early-years-qualification] service before starting a course.

Before you enrol on a course

• Check that the qualification is recognised as full and relevant by the Department for Education (DfE)
• Make sure it supports your chosen career pathway
• Confirm whether practical placement hours are required
• Research the training provider’s reputation and accreditation
• Discuss the qualification with your current or prospective employer, where appropriate
• Consider how the course will fit around your work and personal commitments
• Check whether funding is available

Choosing the right course or qualification will help ensure your learning supports your career progression in early years and childcare.

Qualifications gained outside the UK

If you gained an early years qualification outside the UK and want to work in an early years setting in England, you may need to have your qualification assessed.

You may also need to provide supporting evidence or meet additional requirements before your qualification can be recognised for inclusion in staff-to-child ratios.

Find out how to apply for recognition of an overseas qualification [https://www.gov.uk/government/publications/early-years-qualifications-achieved-outside-england/how-you-make-an-application-for-recognition-of-overseas-qualifications]

You can also apply to UK ENIC for a Statement of Comparability [https://www.enic.org.uk/individuals/statement-of-comparability], [https://www.enic.org.uk/our-role/about] which compares international qualifications with the UK education system.

Career progression

A career in early years and childcare offers many opportunities to develop your skills, take on greater responsibility and progress into new roles.

You may begin as an apprentice, early years assistant or nursery practitioner before progressing to roles such as:

• Room Leader
• Senior Practitioner
• Deputy Manager
• Nursery Manager
• Early Years Teacher
• Special Educational Needs Coordinator 
• Childminder or Childminding Assistant
• Area Manager
• Early Years Trainer or Assessor
• Family Support Worker
• Wraparound Manager
• Owner

With experience and further qualifications, you could move into leadership, advisory, inspection, training or higher education roles. You may also choose to set up and run your own childcare business.

Continuing professional development, specialist training, additional qualifications and leadership experience can all support your career progression.

Early years and childcare offers a rewarding career where you can continue learning while making a positive difference to children and families.

Discover the career possibilities available in early years and childcare through these inspiring case studies. [https://earlyyearscareers.campaign.gov.uk/getting-started-and-progression/]

Support whilst you study

Help with childcare costs while studying

Care to Learn

If you are a parent aged under 20 at the start of your course, Care to Learn may help with childcare costs while you study on a publicly funded course in England. Find out more about the Care to Learn Scheme [https://www.gov.uk/care-to-learn]

Childcare grant

If you are a parent studying full-time in higher education, you may be eligible for a Childcare Grant to help with childcare costs. The grant does not usually need to be repaid and is paid alongside other student finance. Find out more about this grant [https://www.gov.uk/childcare-grant]

Childcare for parents and carers

If you are a parent or carer, you can find information about local childcare, activities and organisations for children and young people across Coventry on the Family Information Service Directory [https://cid.coventry.gov.uk/kb5/coventry/directory/family.page?familychannel=0]

Job opportunities in early years and childcare

Discover job opportunities and employment support in Coventry

Explore a range of early years and childcare job opportunities in Coventry and discover the support, advice, and resources available to support you.

Coventry Family Information Service

Visit the Coventry Family Information Service [https://cid.coventry.gov.uk/kb5/coventry/directory/family.page?familychannel=0] to explore current early years and childcare job opportunities in the local area.

Coventry Job Shop

Coventry Job Shop are situated in West Orchards Shopping Centre Coventry and offer a wide range of support including access to local job opportunities and:

• 1-to-1 job coaching and personalised support
• CV writing, interview preparation and confidence building
• Local outreach support
• Job fairs and employer events
• Careers advice and guidance
• Training and skills support
• Money and benefits advice
• Support with travel, childcare and interview costs
• Health and wellbeing support
• Signposting to other helpful services

For further information about the service, including how to register, please visit their website. [https://www.coventry.gov.uk/employment-support/job-shop-services-people-looking-work]

Department for Work and Pensions

Explore local and national job opportunities using the Department for Work and Pensions' Find a Job service. [https://www.gov.uk/browse/working/finding-job]

Work Hub - Government - Find a Job Service

This Find a Job Service [https://www.jobs.service.gov.uk/] provides support to help you create or improve your CV and search for suitable job vacancies.

Local Jobs Fairs

Job fairs are a great way to meet local employers, discover vacancies, and receive careers advice. Look out for announcements on local websites, community noticeboards, and social media.