Guideline 1

GUIDELINE RECRUITMENT, SELECTION, INDUCTION

GENERAL DISCUSSION

This section provides information, sample procedures and references regarding recruitment, selection and induction.

The practices and procedures related to this area have been grouped into six parts:-

Part 1:Identification and Approval to Fill a Vacancy

Part 2:Job Description

Part 3:Advertising and Recruiting

Part 4:Selection for Appointment or Promotion

Part 5:Induction

PART 1: IDENTIFICATION AND APPROVAL TO FILL A VACANCY

The relevant Manager and Supervisor should consider operational needs, together with the impact upon, and interaction with, stakeholders within the Council. A series of questions need to be asked:-

In the first instance, consider questions regarding services required of the operational area or department?

  • What services do we currently provide, and what services should we provide?
  • Who do we provide services to, and who should we be providing services to?
  • Is this position consistent with the strategic, corporate and workforce plans of Council?
  • Is the section structured to provide the required services in the most efficient way?
  • Is appropriate use being made of technology?
  • Are there obstacles to the delivery of effective and efficient services?
  • Could existing resources provide these services if used differently?
  • Should the position be permanent, full time, part time, fixed term contract, casual or should outsourcing be considered?

Issues regarding what the job is to achieve should also be considered, as follows:

  • What is the overall purpose of the job?
  • What tasks are performed or required?
  • Where does the position fit in relation to other functions and positions?
  • What responsibilities does the job have?
  • Is adequate equipment/technology available to perform the work?
  • What are the required skills and qualifications to perform the work?
  • What performance indicators have already been developed?

Sample Procedure

The documented procedure would usually spell out the links to the policy objective/s and statement/s through either numerical referencing or repeating the statements contained in any related policies. Procedures will also be different depending on the size of a Council. The following is one example:-

The Chief Executive Officer has the authority to appoint employees to any vacancy and may, in certain circumstances, confer delegated authority to appoint employees to Departmental Managers. The following procedure should be followed when a vacancy has been identified.

Managers and/or Supervisors should complete anEmployee Requisition Formfor consideration by the relevant Manager. The Manager, in turn, will complete the recommendation section on the form, and unless delegated otherwise, submit it for approval to the Chief Executive Officer.

PART 2: JOB DESCRIPTION

Once the need to fill a position has been established and approval given, it is necessary to develop a job description. The job description should specify the following:

  1. Position Title
  1. Reporting Relationships
  1. Award and Classification Level
  1. Objectives of the position
  1. Key result areas and key tasks
  1. Performance indicators
  1. Person specification, ie personal attributes qualifications, skills, knowledge, experience
  1. Extent of authority and special job requirements
  1. Reference to training and occupational health safety and welfare

The job description is an essential tool in recruitment and selection, providing parameters and guidelines to candidates in assessing their suitability to a position as well as for those responsible for the selection process.

The person specification component of the job description forms the selection criteria and is an important tool to be used in the selection process.

PART 3:ADVERTISING AND RECRUITING

The procedure for advertising and recruiting should have links to the overall policy. The following is an example:-

Managers will consider all options for filling a vacant position, ie check the possibility of providing employee development opportunities through the performance of higher duties as well as considering the placement of any suitably qualified employee currently on rehabilitation programs or redeployment duties prior to advertising a vacancy.

In most cases, external advertising will be utilised where the relevant Manager and Chief Executive Officer determine that there are no suitable internal candidates and/or where special circumstances exist. (Vacancies may be advertised internally and externally, depending on the nature of the position and enterprise agreement provisions.)

When an advertisement is to proceed, it should contain the following information:

  • The title of the position and brief details of the role drawn from the job description.
  • The qualifications, experience and skill requirements of the position.
  • Special conditions pertaining to the job, if relevant.
  • Basic conditions of employment such as salary, status (ie permanent, fixed term or casual, full-time or part-time).
  • Contact name and telephone number for further information and to access a copy of the job description.
  • Any requirements for applicants to nominate referees.
  • Where applications are to be sent and a closing date.

In response to telephone and written requests, prospective applicants should be forwarded a copy of the job description, an application for employmentand any other relevant information, eg reports, corporate plans etc. Applications should be formally acknowledged by letter as soon as possible.

All applications should be date stamped when received, recorded, placed on file and securely stored to maintain applicants’ confidentiality.

When the period for receiving applications has closed, a file containing all applications and a covering list detailing the name, address and contact telephone number of all applicants should then be forwarded to the relevant manager to commence the selection process.

PART 4: SELECTION FOR APPOINTMENT (EXTERNAL) OR PROMOTION (INTERNAL)

There are several procedural decisions, which will need to be made regarding the selection and appointment process, which are highlighted throughout this section.

1.The Selection Panel

Links to the overall policy need to be made along with decisions regarding statements within the procedure, which will qualify requirements such as the preferred number of panel members, gender balance, etc. Once again, it should be kept in mind that the approach will depend on the size and structure of the Council. The following is one example:-

The Manager will approve the selection panel, comprising 3 members, with gender balance on the panel whenever applications are received from both genders. This assists in overcoming issues around personal bias, gender bias or split decision making. At least one panel member should be conversant with the role and duties of the position and, in keeping with the underlying principles of self managed work teams, it is appropriate that at least one member be from the team that the position will work within.

All panel members have the responsibility for assessing applications in a fair, unbiased and objective manner, with each member having an equal say in the selection process. They are to familiarise themselves with the job description for the position, and each candidate's application.

The panel should maintain strict confidentiality throughout the process, which includes keeping files and applications secure and not discussing any aspect of the selection process or details of candidates outside of the panel forum.

Issues of delegation, that is who has the final decision, along with administrative support for the selection panel should also be given consideration in developing the above statement. The following is an example:-

Matters such as relocation costs for external applicants are to be discussed with the Chief Executive Officer prior to conducting the interview enabling such matters to be discussed with candidates at the time of the interview.

In all cases, procedures will need to take account of organisational requirements and be practical in their application. Processes around recruitment and selection may of necessity be different, such as for inside employees compared to field workers or perhaps country compared to a metropolitan context.

2.Short Listing

Panel members may be involved in short listing the applications and compiling the preferred list of candidates for interview. Generally, no more than six candidates will reach the shortlist stage, however this will be determined by preliminary assessment of the applicants’ claims against the role requirements of the position.

Where there are a large number of candidates, this process can be streamlined through checking all criteria against only those applicants who, on initial examination, meet all of the essential criteria.

A letter to advise applicants that they have been unsuccessful in progressing to interview stage should also be an integral part of the process.

3.Interviewing

3.1Arranging Interviews

As soon as a short list has been finalised and a date, time and place for interviews arranged candidates should be notified.

It is preferable that candidates be given a week’s notice of interview, and advised whether they are required to bring anything to the interview, eg references, copies of qualifications, examples of work/projects undertaken. If it is applicable to the job, candidates should also be advised at this time that they will be required to undergo a competency test. As an example, a candidate for a finance position may be asked to complete a 30 minute finance calculation/task, or a word processing position may be required to undertake a typing test, and so on.

Each member of the panel will require copies of the relevant candidate applications, together with a copy of the job description, interview schedule, job advertisement, and any other material relevant to the selection process.

Sufficient time should be allowed for each interview. This will be dictated by the nature of the position being filled, but generally 45 minutes to an hour is adequate, with a 15 minute break between interviews for the panel to discuss their initial reactions and complete their interview check sheets. These notes must be adequate enough to utilise as a reference point in the event of any investigation of a complaint of discrimination or unfair process lodged by a candidate.

3.2Interview Venue

An appropriate venue that provides a relaxed atmosphere for the exchange of information between the panel and candidates should be selected. This should be a room that is private, comfortable and free from interruptions. Physical barriers between the candidate and panel members should be avoided. Arrangements should be made in such a way that the timing of interviews and the receiving process avoids the possibility of candidates encountering each other.

3.3Non-local Applicants

In circumstances where distance will incur high travel costs, an applicant may be given an initial telephone interview. This will require gaining from the applicant details for contact and availability for the duration of the interview, and take into account the need for the applicant to find a private location to participate effectively.

Each member of the selection panel should be present for a telephone interview utilising loudspeaker telephone, teleconferencing or video conferencing facilities.

Should the selection panel consider the applicant a leading candidate at the conclusion of all interviews, consideration should be given to proceed to a personal interview with the applicant. Before this occurs however, the selection panel may wish to contact referees.

Before making a commitment to interview interstate applicants, the costs and benefits involved should be considered, particularly when flying interstate applicants for interview for short-term contracts.

3.4Interview Format

The selection panel will normally prepare a set of questions or topics covering all the elements of the selection criteria and their relative weighting. The panel usually allocate questions to each member and each candidate is asked the same set of questions. Whatever the method the panel decide upon, it is important that the approach and format is consistent.

Questions should be behaviourally based, ie the candidate will be required to demonstrate his/her experience by describing achievements etc in their previous employment or studies.

Questions should be ‘open’, ie seeking responses which provide the opportunity for the panel to explore particular areas of expertise, particular behaviours and experiences.

At the conclusion of the interview the applicant should be advised of the likely time frame for informing them of the outcome of the interview.

Where the position has physical demands, all candidates should be advised that a medical examination, to determine their functional capacity for various work demands, may be required as part of the selection process and before appointment is offered.

3.5Equal Opportunity

The overall policy for recruitment and selection should include a statement of support for equal employment opportunities. The following is an example:-

Equal Opportunity laws prohibit discrimination in employment, therefore panel members are to ensure candidates are treated equally, with their claims to the position clearly assessed in terms of their merit.

It is useful to take into account the sorts of things that a panel may consider in defining the merit of applications. The following is an example:-

The following principles of personnel management must be observed in relation to employment:

  • all selection processes must be directed towards and based on a proper assessment of merit;
  • there must be no unlawful discrimination against officers or employees or persons seeking employment in the administration of the council on the ground of sex, sexuality, marital status, pregnancy, race, physical impairment, intellectual impairment, age or any other ground;
  • employees must be afforded equal opportunities to secure promotion and advancement in their employment;

4.Reference and other Checking

4.1References

The selection panel should contact nominated referees regarding preferred candidates’ suitability for the position. Questions to referees should attempt to gain specific comments, which demonstrate a candidate's behaviour, style, achievements, particular strengths and weaknesses, and the overall capacity to undertake the job. Such investigation is important in confirming the panel's initial assessment on a candidate's suitability for the position. Where adverse comments are made, an attempt should be made to verify them with another referee.

Reference checks provide an opportunity to clarify issues such as:

  • if an applicant held previous positions discussed with the panel and for what period
  • confirm the range of duties
  • skills/ability, strengths and weaknesses
  • team/individual player
  • work approach

References from the most recent or current employer are particularly relevant, however consent to obtain these must be given by the applicant so as not to jeopardise a candidate’s ongoing employment.

4.2Psychological Testing

Some Council’s will have a specific policy regarding psychological testing, whilst others will decide on the use of this form of testing on an “as needs” basis. If this type of testing is to be utilised, it should be made clear to the candidate that it is a part of the selection process. Such testing will often incorporate verbal and numeric reasoning, personality profiling and other testing relevant to the position in question.

While tests of this nature may provide a general picture of a candidate’s strengths and weaknesses, it is inappropriate to use the test results to make the final decision. A decision based on the overall picture of the candidate’s achievements, character, demonstrated skills and proven competencies is essential.

Results of psychological testing should always be held in the strictest confidence and prior to the commencement of the process, decisions regarding providing results to candidates, should be discussed with the consultant undertaking the testing as there may well be Privacy Act issues to consider here, ie. provision of results if requested by the candidate.

4.3Competency Testing

Where a particular competency or proficiency is identified in the person specification as a minimum requirement (eg. word processing, numeric calculations, or other technical skills), it is good practice to test candidates’ abilities.

It is usually more convenient to do this on the same day the person is interviewed and the candidate should be advised of this at the time they are offered an interview.

All candidates must be given the same tasks or test, and be able to undertake the test in a quiet area, free from interruption or distractions and under appropriate supervision. At what stage this occurs is at the discretion of the selection panel. There are a range of firms that provide this form of testing, eg. employment agencies.

4.4Medical Assessment

Once short listing is complete, prior to the final selection process, the preferred candidate/s may be requested to undergo a medical examination having regard to position requirements and work environment, such as, the physical demands of the position, exposure to extensive noise from machinery, plant, equipment, etc.

5.Recommendation of a successful candidate

Following interviews, the selection panel should confer and reach agreement on the order of merit for candidates considered suitable for the position. Brief comments addressing each candidate’s suitability against the selection criteria are useful to support the nomination. It should be remembered that all documentation will form part of formal records and that individuals may have access to the documents in the future.

6.Offer of Appointment or Promotion

Issues of delegation and approval become crucial at this stage of the process. When the overall policy and delegations are being decided consideration needs to be given to just who can approve what, and at what stage the process will need to be referred to a higher authority? The following is an example:-

The Manager is authorised to negotiate a salary within the prescribed limits for the position, and other conditions of employment.

External candidates

For an external candidate, a formal offer of appointment should outline the date of commencement and conditions of employment.

Prior to commencement, ensure the appointee agrees to the terms and conditions of the appointment and signs a copy of the job and person specification.

7.Unsuccessful Applicants

Issues around timing of notification to successful and unsuccessful candidates need to be well thought out and planned.

For example, where the successful candidate is external to the Council, unsuccessful candidates may not be notified, as formal offers for varied reasons are not always accepted by the candidate. Only after an offer for employment has been accepted, confirmed in writing, should other applicants be notified. The result of the selection process should be treated as confidential until all applicants have been advised.