Pathways to Shortlisting

Purpose: To assist the Hiring Manager (or Chair) plan various assessment methods to develop a shortlist of suitable candidates.

Introduction:

There are many ways to assess candidates to develop a shortlist, and it is recommended that the Selection Committee not only assesses candidates on their written application, but through other methods as well. Assessment starts from the first time a potential candidate calls or emails regarding a vacancy. The Hiring Manager can use this contact as an opportunity to enquire into the potential candidate's skills and background and start thinking of potential job fit.

More formally, the Selection Committee (or sub-committee) conducting the shortlisting are encouraged to use a three-pronged approach to shortlisting. This will enable candidates to be assessed in a more comprehensive manner than by assessment on the written application alone.

An example of a three pronged approach to shortlisting:

This example of assessment by written application, skills test and pre-screening phone call ensures that particular skills and behaviours are validated. It also gives the candidate an opportunity to find out more about the role and the organisation.

Equal Employment Considerations

When shortlisting, and particularly when assessing written documents such as resumes and statements addressing the capabilities, the Selection Committee should keep in mind equity and diversity matters. For example, a candidate with moderate English language skills should be assessed based on the capabilities required by that particular position, which may not include a very high level of English language skills.

Discussions with potential candidates during the advertising period:

When a potential candidate contacts the Hiring Manager during the advertising period to enquire about a vacancy, the Hiring Manager is encouraged to discuss the role and the individual’s knowledge, skills and abilities. If asked by the individual about potential job fit, the Hiring Manager has an opportunity to considerately advise for or against the individual making an application based on the required capabilities. Individuals who appear to not meet the required capabilities can then opt out of making an application, saving them and the Hiring Manager time and resources. The Hiring Manager can encourage individuals who appear to possess the required capabilities to apply for the vacancy.

Capability Assessment Key
5 / Well above requirements
4 / Above requirements
3 / Met capability
2 / Marginal
1 / Did not meet capability

Formal Pre-Screening of Candidates:

There are many ways of assessing candidates to develop a shortlist of high performing candidates. Hiring Managers should plan which assessments to use based on what is the most important information they want to attain.

For example, if a vacant position requires complex knowledge of spreadsheets, the Hiring Manager can ask candidates to complete a spreadsheet activity to assess skill level.

It may be useful to use the assessment scale outlined on the Shortlisting Matrix for each assessment method.

Please note that selecting a candidate for pre-screening does not mean that the candidate has been shortlisted. Candidates should be made aware that the shortlisting process has not been finalised and they will be notified of whether they have been shortlisted or not in due course.

Examples of Assessment

  1. Assessing resumes and statements addressing the position's capabilities.

Reviewing resumes and statements addressing capabilities are the first steps to assessing candidates' skills, knowledge, abilities and values. Hiring Managers should look closely at these documents to establish potential job fit, and note areas that need further investigation, such as length of previous jobs or employment gaps. Candidates without relevant experience, skills or qualifications can be removed from the assessment process at this stage.

  1. Pre-Screening of Candidates by phone or video link.

Pre-screeningcandidates by phone or video link can be a beneficial and effective recruitment activity used to clarify the role’s functions and requirements, and ECU’s culture and values. Pre-screening conversations are particularly useful when the recruitment process Involves overseas or interstate candidates, or requires specific technical skills.

In addition, pre-screening can also be used to reduce a large volume of high quality applications.

As this is a formal stage of the recruitment process,plan what you are going to communicate about the position and ECU to the candidates. Write out the questions so that each conversation is consistent, equitable and based on the position's capabilities. Keep notes of each conversation, including candidate name, vacant position title, date/time, questions asked, and brief notes on responses. Use the assessment scale to indicate the candidate's capabilities in each particular area.

Objectives of Pre-Screening by phone or video link:

  • To confirm the candidate’s interest in the position.
  • To explain the position in more detail to ensure it matches the candidate’s expectations.
  • To describe the University’s culture and values. (This is particularly important with overseas and interstate candidates, as they may have inaccurate understanding of ECU and Perth.)
  • To clarify the knowledge, skills and abilities (capabilities) required for the position.
  • To assess the candidate’s Knowledge, Skills and Abilities by asking behaviour-based and technical questions.
  • To offer the candidate the opportunity to ask questions about the role and the University.

Closing the Conversation:

There are two options when closing the conversation:

  1. Thank the candidate for their time.Advise the candidate when the shortlist will be decided and how/when they will be notified of the outcome.

OR

  1. Thank the candidate for their time.Invite the candidate to an interview, and follow up with an email confirmation.
  1. Skills Testing

The Selection Committee is encouraged to perform skills testing prior to confirming a shortlist. This may involve the candidates submitting pieces of previous work, such as peer reviewed journal articles, conference papers, or prepared documents. Candidates can also be asked to perform a specific skills test before shortlisting or interview, such as a word processing or spreadsheet test, preparing a process map, mock lecturing or marking.

It may be beneficial to perform several skills tests for certain positions. For example, if recruiting for a Senior Lecturer position, the Selection Committee may ask candidates to submit their 'top three' papers, a recording of the candidate delivering a lecture, and their academic transcripts - all prior to formal shortlisting.

If you have any questions about shortlisting, contact HRSC: 6304 5995 or .

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