Working with Customers & the Public Recruitment & Selection Policy
December 2025
daa depends on people’s talent, energy and commitment: our people are at the heart of everything we do. Our values guide us in the delivery of our vision to be an airport industry leader that connects Ireland to the world.
As a company, we have defined our values as respecting each other’s value, brilliant at the essentials; passing the baton, not the buck; and always better. With these principles in place to guide us, daa policies and procedures are the basis for working well together.
Because we have responsibilities to each other as well as to customers and passengers, this Recruitment & Selection Policy is relevant to all of us at daa.
People Policies
Section 1: Policy Statement and Purpose
daa relies on the capability of its People to deliver on its vision and goals. The first stage in the development of a quality and diverse workforce that embraces constant improvement, and personal growth is attracting and retaining the right People
As an organisation committed to equality, diversity, and fairness, it is our goal to ensure that all individuals are treated with dignity and respect at each stage of the recruitment and selection process. All selection decisions are made based on clearly defined criteria such as knowledge, skill, experience, and qualifications required for the role
The business work to ensure the timely identification of the company’s resourcing needs, both current and future and this informs the implementation and monitoring of an appropriate resourcing strategy.
This Policy is written to ensure that:
• Selection systems and processes are merit-based, equitable, fair, and transparent, and fully meet the requirements of equality of opportunity and confidentiality
• People Leaders are provided with clear guidelines at each stage of the recruitment and selection process
At all times, it is essential that recruiting and selection practices meet with appropriate legal, ethical, and regulatory requirements.
Section 2: Role Analysis
2.1 The first step in the process is the approval of a role through the appropriate channels Once approval is secured a detailed role specification can be developed. The role specification will clearly outline the responsibilities, competencies, any niche (specific/particular) skill set, and behaviours required for the role. This is completed by the hiring manager and local HR and will inform any job posting(s) that subsequently issue.
2.2 Once the role profile has been agreed, the Reward team will evaluate the role’s size. A comprehensive job sizing process is conducted with external benchmarking data utilised to determine the proposed pay band for the role. The pay bands for all roles take account of market rates of pay for roles requiring similar skillsets. Collectively bargained for roles also have pay bands adjusted for any subsequent pay agreements.
2.3 If the role analysis identifies niche skill set as part of the role requirements and requires the application to be open to employees who have successfully passed probation but have less than 12 months in current role, the HRBP must submit this request with the job requisition to Head of Talent Acquisition for approval Approval must be confirmed before the job is posted.
Section 3: Advertising
3.1 The job will be posted internally and, where appropriate, externally through various communications and sourcing channels. To ensure full transparency around how roles are being filled, any adverts placed externally must also be issued internally. The exceptions to posting roles (either internally or externally) are outlined as follows:
• Developmental moves approved as part of the Executive People Review Process
• Appointments at executive level
• Employees returning from a Career Break
• Employees returning from an International Assignment
• Short-term agency support
• Roles identified as part of medical redeployment process
3.2 Any exceptions to the above must be approved in advance by the Chief Executive and Chief People Officer.
3.3 All significant external media adverts must be approved by the Chief People Officer and the Director of Communications.
Section 4: Information Sessions
4.1 Where appropriate and practical, an information session may be carried out for internally advertised positions.
Section 5: Internal Applications
5.1 Employee Eligibility
All internally advertised positions are open to daa employees and fixed-term agency workers. Please note the following eligibility criteria:
5.1.1 Employees are only eligible to apply for another vacancy within daa once they have successfully passed probation and they have been in their current role for at least 12 months at the first date of job posting.
5.1.2 In limited circumstances, where niche (specific/particular) skills are required for the role as identified at the role analysis stage, an exception, to the 12 months’ time in
current role requirement, must be made to the Head of Talent Acquisition in advance of the job being posted
5.1.3 A live disciplinary sanction on an employee’s record at the first date of job posting will also render a candidate ineligible to apply for a role.
5.1.4 Secondments: If an employee is placed on a secondment for any period up to 12 months, at the end of the secondment the employee will revert to their previous role If an employee is placed on secondment for a period in excess of one year, the business area can seek to backfill the role the employee on secondment held on a permanent basis This is subject to the relevant approval process and the employee’s previous role may no longer be available to them. This will be discussed with the employee at the time of the offer of secondment. In such circumstances at the end of their secondment the employee will be redeployed to a similar role in their original business unit.
5.2 Application Process
5.2.1 All internal applications should be made on the internal career portal via HRi Internal applicants must inform their People Leader before applying for any role.
5.2.2 Unsolicited applications from external candidates will not be kept on file. Vacancies which are open to external candidates will be advertised on the Company career site.
5.2.3 Canvassing may result in a candidate being disqualified from a selection process. If any member of the selection committee is related to or on personal terms with a candidate, they should make Talent Acquisition aware of this fact and should not form part of the selection process.
Section 6: Selection Process & Tools
6.1 The selection process is designed to assess the skills and competencies of potential candidates as set out in the role specification & to ensure the best fit candidate is selected for the role. The selection panel will include the appropriate line representative and nominated Talent Acquisition Partner/HR Representative.
6.2 To ensure full transparency of the selection process, all candidates will be screened based on criteria that are determined and agreed in advance of the selection process.
6.3 To ensure a fair and robust process, Talent Acquisition utilise several selection tools can be employed at various stages of the selection process. These may include the following:
• Review of CV & screening questions
• Aptitude & personality assessments
• Competency-based interview(s)
• Presentation assessment
• Group Assessment Centres
• Internal Checks e.g. live disciplinary sanctions, attendance and performance
Section 7: Use of Recruitment Agencies
7.1 Talent Acquisition has a framework agreement in place with several external recruitment suppliers for various job categories. The framework agreement will be reviewed by talent acquisition on an agreed basis to ensure business needs are being met. Speculative applications from agencies should not be accepted or responded to by the business.
Section 8: Employment References and Background Checks
8.1 To progress the security clearance process, Talent Acquisition will ensure that the mandatory full five-year background check is completed in accordance with our Standard Operating Procedures.
8.2 Where it is a requirement for the role, the original educational certificates will be requested from the candidate and verified by HR.
8.3 Candidates are responsible for ensuring eligibility for employment within the EU and for the role they have applied for. Visa details will be verified by Talent Acquisition in advance of an offer being made and individuals will also be required to update the relevant visa details on their employment record upon commencement of employment
8.4 Prior to an offer being made to an internal candidate, internal checks will be completed by Talent Acquisition in conjunction with local HR, in relation to the candidate’s attendance, live disciplinary sanctions and performance record to inform the final decision around suitability for the role.
8.5 Attendance records are considered valid for one previous rolling year. In the case of excessive absence, as outlined in the Attendance & Absence Management Policy the candidate’s record may be checked over the preceding two-year period to allow for consideration of any particular circumstances
8.6 daa, through Talent Acquisition, reserves the right to seek character reference(s) for senior roles.
Section 9: Job Offer / Appointment to Role
/Establishment of Panel
9.1 The relevant paperwork will be issued to all employees and new hires on acceptance of the role and should be signed within 10 days of receipt of same An individual, either internal or external, will not be confirmed in the position until a signed contract has been returned.
9.2 Where it is anticipated that there will be additional vacancies arising, a panel of suitable candidates may be established from a recruitment campaign. Candidates will be advised of their placement onto the panel and will be contacted in the event of a vacancy arising. All sections as outlined in this Policy apply where a panel may be established. Prior to an offer being made to a candidate on a panel, internal checks will be completed by Talent Acquisition in conjunction with local HR, in relation to attendance, live disciplinary sanctions and performance record to inform the final decision around suitability for the role.
9.3 The release date for employees moving to a new role internally should not exceed the employee’s contracted notice period. However, an alternative date may be accommodated if agreed between relevant managers & local HR.
9.4 As an internal candidate, where you fail any mandatory training required for the new role, you will be assigned to a role that is equivalent to your previous role in the Company on terms and conditions applicable to that role. In such circumstances, and in line with business requirements, you may not return to the exact same role that you previously held.
Section 10: Requesting Feedback after the Selection Process
10.1 All candidates can avail of the opportunity to receive feedback after the selection process has been completed. Requests for post interview feedback must be made within four weeks of the notification of the selection outcome.
10.2 Internal candidates can request feedback and should raise a help desk request on HRi.
10.3 External candidates may request feedback post interview/assessment, and daa will endeavour to provide the feedback where they are able to do so.
10.4 Due to the volume of applications received, feedback solely on application or CV cannot be provided.
Section 11: Abuse of Policy
Our policies are designed to provide information and support to all our colleagues, and we expect everyone to adhere to the intended purpose of each policy and comply with all its aspects.
Where the company has reasonable grounds for believing that an employee is not using or complying with a policy in accordance with its intended purpose, the employee may be subject to an investigation under the Disciplinary Policy. If, following an investigation, it is established that an employee has abused the policy, they may be subject to disciplinary action, up to and including dismissal, in accordance with the Disciplinary Policy.
Appendix A – Other Related Information
Related daa policies
This policy should be read in conjunction with the following daa documents:
• Double Employment Form
• Probation Policy
• Cushioning Policy
• Disciplinary Policy
• Time and Attendance Policy
• Attendance & Absence Management Policy
• Exit Policy
Document Control
Owner Talent Acquisition, HR
Author HR Policies & Governance Support Lead
Version Control
Version Title & Short Description Date
Version 1 daa policy and procedures relating to recruitment and selection September 2013
Version 2 Updates to eligibility to apply, selection tools and employment reference. Reformatting for iConnect update. February 2014
Version 3 Update to application process including link to career portal March 2015
Version 4 Reviewed by HR Policy Forum August 2023
Updated to include clarity on Temporary Assignments and Establishment of Panels
Version 4.1 Updates and clarity provided within Sections 2 (Job Sizing), 4 (Information Sessions), 5.1, 5.2 (Employee Eligibility), 6 (selection process & tools), 8 (Employment References & Background Checks), 9 (Job Offer / Appointment to Role /Establishment of Panel) and 10 (Requesting Feedback after the Selection Process)
Version 4.2 Inclusion of sub-section numbering
S.2 Amendment re role analysis process
S.3 Revised for clarity
S.5 Change to the minimum service re employee eligibility
S.6 Update re checks in selection process
S.8 Updates to points 8.1, 8.3 process re visa details and 8.4 checks completed on internal candidates, new 8.6
S.9 Update to 9.2, inclusion of point 9.4
S. 10 Update to timeframe for post interview feedback
S. 11 Inclusion of this section
Policy Responsibilities
January 2025
December 2025
The following are responsible for developing, communicating, and implementing this Policy:
• Group Human Resources - policy formulation and communication
• daa Executive Team - approval of changes to the policy
• People Applications and Operations: for developing and agreeing appropriate procedures and systems to implement this policy
• All Employees – adhere to this Policy
Policy Review
This policy will be reviewed every two years. In addition, the policy may be reviewed in the event of any of:
• A change in legislation
• Significant changes in the workplace
