ACT Public Service Recruitment

Guidelines

A Better Practice Guide 2015

Table of Contents

Introduction...........................................................................................................................................5

Principles of Better Practice Recruitment..............................................................................................6

Principles of Recruitment in the ACTPS.............................................................................................6

Merit..............................................................................................................................................6

Fairness..........................................................................................................................................7

Efficiency and Transparency...........................................................................................................7

Equity and Diversity.......................................................................................................................7

Reasonable Adjustment.................................................................................................................8

Confidentiality...............................................................................................................................9

Roles and Responsibilities..................................................................................................................9

ACTPS Directorates........................................................................................................................9

The Contact Officer........................................................................................................................9

The Chairperson...........................................................................................................................10

The Selection Committee.............................................................................................................11

The Delegate................................................................................................................................12

Shared Services............................................................................................................................13

Better Practice Recruitment Guidance.................................................................................................14

Aim of the Recruitment and Selection Process................................................................................14

Stage 1: Identify the Vacancy...........................................................................................................14

Identify the Need to Fill...............................................................................................................14

Decide the Filling Method............................................................................................................15

Stage 2: Define the Position.............................................................................................................16

Define the Position Description...................................................................................................16

Develop the Selection Criteria.....................................................................................................17

Stage 3: Advertise the Vacancy........................................................................................................17

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 Select an Advertising Strategy.....................................................................................................18

Write a Job Advertisement..........................................................................................................19

Post Advertisement.....................................................................................................................19

Stage 4: Plan and Conduct Assessment...........................................................................................19

Form the Selection Committee....................................................................................................20

Excess and Potentially Excess Officers..........................................................................................20

Short-list Applicants.....................................................................................................................20

Plan Assessment Methods and Conduct Assessment..................................................................21

Referee Checks............................................................................................................................22

Stage 5: Selection............................................................................................................................22

Selecting the Best Applicant........................................................................................................22

Selection Committee Report........................................................................................................23

Minority Report...........................................................................................................................23

Delegate Decision........................................................................................................................23

Confidentiality.............................................................................................................................24

Providing Feedback to Applicants................................................................................................24

Appeals........................................................................................................................................24

Stage 6: Engaging/Advising the Successful Applicant......................................................................25

Providing Verbal Advice to the Successful Applicant...................................................................25

Formal Letter of Offer..................................................................................................................26

Salary on Commencement...........................................................................................................26

Pre-Employment Checks..............................................................................................................26

Notification in the ACT Government Gazette...............................................................................27

Myth busting ACTPS Recruitment........................................................................................................28

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Better Practice Guidance Tools

Tool 1 – ACTPS Vacancy Filling Options

Tool 2 – Writing a Position Description

Tool 3 – A Sample Position Description

Tool 4 – Developing Selection Criteria

Tool 5 – Selecting an Advertising Strategy

Tool 6 – Writing a Job Advertisement

Tool 7 – Tips for Effective Short-listing

Tool 8 – A Guide to Assessment Methods

Tool 9 – Developing your Interview questions

Tool 10 – Understanding Pre-Employment Checks

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Introduction

The way we undertake recruitment in the ACT Public Service (ACTPS) is essential to delivering high
quality and responsive services to the ACT Community and serving the Government of the day. A
well run recruitment process ensures that the right person is selected, in the right job, at the right
time.

These guidelines outline and describe better practice recruitment methods and principles intended
to support the ACTPS in managing recruitment activity. They are intended to provide ACTPS
employees undertaking recruitment processes with a detailed understanding of the better practice
recruitment and selection process. With this knowledge the ACTPS will be able to improve
recruitment processes to be efficient, timely and to attract and select the best applicants possible.

These guidelines have been written to be specifically applicable to the ACTPS as prescribed by the
Public Sector Management Act 1994 (PSM Act) and the Public Sector Management Standards 2006
(PSM Standards). Further information about the ACT Public Sector Employment Framework can be
found on the ACT Public Sector Employment Framework Portal.

The guidelines will assist users to:

 understand the principles of recruitment in the ACTPS;

 understand the roles and responsibilities of parties involved in the recruitment and selection
process (including the role of the chairperson, selection committee and delegate);
 understand the range of different vacancy filling options;
 write consistent position descriptions and selection criteria;
 select the most appropriate and effective assessment methods;
 develop effective interview questions;
 understand and make the most of recruitment advertising;
 understand pre-employment checks; and
 select and engage the most suitable applicant/s for the job.

The guidelines are accompanied by several practical guidance tools. These tools are intended to
provide users with further information about specific components of the recruitment and selection
process in the ACTPS context. These practical guidance tools can be found at the end of the
guidelines.

These guidelines are based on better practice recruitment methods and principles, and are
consistent with the legislative framework that governs ACTPS employees.

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Principles of Better Practice Recruitment

All employment within the ACTPS is governed by ACTPS Enterprise Agreements, the PSM Act and the
PSM Standards. Enterprise Agreements provide the terms and conditions of employment for ACTPS
employees. The PSM Act establishes the ACTPS and sets out general provisions and primary
employment issues including categories of employment, promotion, transfer, appeal and review
mechanisms and discipline. The Enterprise Agreements and the PSM Standards outline specific
employment conditions of the ACTPS. The Enterprise Agreements override the PSM Act and PSM
Standards in the event of inconsistency.

Recruitment processes in the ACTPS must follow the principles outlined in the PSM Act and PSM
Standards. Effectively applying these principles is integral to recruitment processes in the ACTPS. The
fundamental principle of recruitment in the ACTPS is that selection is based on merit, fairness and
open competition without patronage or favourtism (i.e. bias or prejudice).

Principles of Recruitment in the ACTPS

Merit
Merit is the foundation for recruitment in the ACTPS. Merit requires that:

1. job opportunities are publicised so that there is, so far as practicable, a reasonable
opportunity for members of the community to apply for the position;
2. selection is fair and objective at each stage of the recruitment process so that there is no
patronage or unjustified discrimination in the decision making process;
3. those appointed have the necessary qualifications, skills and competencies required for the
position;
4. the best applicant is chosen for the job, taking into account potential for development; and
5. it is demonstrated that the principles of recruitment have been applied and the recruitment
decision can be justified.
In accordance with Section 65 of the PSM Act, the merit principle must be applied to selection
processes for all permanent appointments, engagement of executives and Directors-General for a
period of over nine months, promotions, temporary transfers and acting arrangements over three
months, and fixed term temporary contracts over twelve months.

As defined in Section 65 of the PSM Act, the merit principle ensures that:

1) all people who are eligible have, as far as practicable, a reasonable opportunity to apply for
the appointment, engagement, transfer or promotion; and

2) the decision is made on the basis of an assessment of the relative efficieny of the applicants,
having regard to –

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  the nature of the duties to be performed; and

 the relevant abilities, qualifications, experience, personal qualities and potential for
development of the applicants.

The merit principle is central to selecting the most suitable applicant to fill a vacant position, and
ensures a comprehensive and competitive selection process.

Recruitment decisions should be made on an assessment of the applicants’ relevant abilities,

qualifications, experience, personal qualities and the potential for development in relation to the
duties genuinely required of the position. This merit-based assessment is the primary consideration
when making an employment decision.

Fairness

Each applicant has a right to a fair and unbiased consideration of their application. Treating everyone
the same, however, does not necessarily make a process fair. You may need to account for an
individual’s circumstances to give them an equal chance to present their case.

Efficiency and Transparency

All elements of the recruitment process should be carried out in a timely manner and be supported
by transparent procedures and processes. Efficiency should not compromise consistent, appropriate
and merit-based recruitment.

Unnecessary delays, however, may mean the loss of a high quality prospective employee to a
competing organisation. The recruitment process therefore should be conducted in as efficient
manner as possible without sacrificing attention to detail.

The benchmark for completing a Selection Process within the ACTPS, from the time a vacancy is
advertised through to the date that the written letter of offer of employment is sent from Shared
Services to the successful applicant, is 40 working days.

Equity and Diversity

Equity and diversity in recruitment ensures everyone is given equal opportunity to compete for
positions, and is not denied employment opportunities because of discrimination on the grounds of
any of the attributes (such as race, sex, sexual preference, marital status, pregnancy, age or physical
or mental disability) under the Discrimination Act 1991. Recruitment processes may need to be
modified in certain cases to ensure that discrimination does not occur, for example providing
reasonable adjustment for an applicant so that they have equal opportunity to be considered for
selection, appointment, promotion or transfer.

A fair and transparent recruitment process allows applicants to equally compete for positions. In this
sense, equity does not mean all applicants are treated the same, but rather that there is fair
opportunity for all. Diversity is about recognising the value of individual differences and integrating
these into an inclusive workplace environment.

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 Inclusion Programs
Inclusion programs are designed to ensure that the appropriate action is taken to eliminate
discrimination against designated groups in relation to employment matters in the ACTPS.
Inclusion programs are created so that measures are taken to enable people in designated
groups to compete for appointment, engagement, transfer or promotion, and pursue careers in
the ACTPS as effectively as other persons.

 The ACTPS Employment Strategy for People with Disability aims to remove barriers and
increase access to employment opportunities and to assist in retaining and attracting
people with disability to the ACTPS.

 The ACTPS Employment Strategy for Aboriginal and Torres Strait Islander People aims to
increase the participation of Aboriginal and Torres Strait Islander People in the ACTPS and
provide supported employment and development opportunities for this cohort.

Other Programs
Under Section 65(5) of the PSM Act, approved programs may be run to increase workforce
participation rates in specific diversity groups to reflect the diversity of the ACT Community. An
approved program is an equal employment opportunity program or a prescribed program to
encourage the appointment, engagement, promotion or transfer of women or people in a
designated group.

Reasonable Adjustment

A recruitment process should allow all people to compete on an equal basis for employment
opportunities. In line with the ACTPS’s commitment to the principles of equity and diversity, all
ACTPS Directorates must follow the principles of reasonable adjustment. Additionally, the ACTPS has
obligations under the Disability Discrimination Act 1992 (Cth), the Discrimination Act 1991 (ACT), Fair
Work Act 2009 (Cth), the Human Rights Act 2004 (ACT), and the Human Rights Commission Act 2005
(ACT). These obligations include ensuring that all employees and potential employees can participate
fully in all aspects of employment.

Reasonable adjustment involves administrative, environmental or procedural modification that

assists an individual to meet the requirements of a position. Further information is contained in the
ACT Public Sector Reasonable Adjustment Policy 2015.

The principles of reasonable adjustment must be applied to all stages of the recruitment and
selection process to ensure that all applicants have the opportunity to compete for the position
equally and fairly. Reasonable adjustment may include a change to a process, practice or procedure
to enable an individual with a disability or injury to compete for a position in a way that minimises
the impact of their disability or injury. For example, a person with an anxiety disorder or who is vision
impaired may be given (extra) time to read through interview questions or undertake scenario based
assessments.

It is the responsibility of the selection committee to ask applicants if any reasonable adjustments are
required to enable them to participate equally in the recruitment process. It is better practice to ask

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all applicants when inviting them to an interview or assessment process, regardless of whether they
have indicated that special requirements are required on their application form.

Selection committees must ensure that all applicants are assessed on their ability to meet the
inherent requirements of the role. ‘Inherent requirement’ means the ability to perform the essential
functions required to be able to undertake the role.

Confidentiality

ACTPS employees are bound by various legal obligations including Section 9 of the PSM Act and the
Information Privacy Act 2014 to preserve the confidentiality of information available to them as a
result of their duties. As such, any ACTPS employee involved in a recruitment process must
understand their responsibilities to maintain confidential information.

Confidential information is information acquired by an ACTPS employee as a consequence of their

employment, or information acquired from a document to which an ACTPS employee has access to
as a consequence of their employment. It is an ACTPS employee’s duty not to disclose such
confidential information. Where a breach of confidentiality occurs, the entire recruitment process
can be questioned and in extreme cases may negate the whole process.

Roles and Responsibilities

ACTPS Directorates

ACTPS Directorates and statutory authorities are responsible for the employment of staff under the
PSM Act. As such, it is the responsibility of the Director-General (i.e. person with Directorate
responsibility) or delegate to establish recruitment processes and procedures that accord with the
legislative employment framework. This guide will assist the ACTPS in managing this responsibility.

Directorate Human Resource (HR) areas support and advise on recruitment processes, and often
manage elements of the recruitment process. Delegates, members of selection committees and
those involved in recruitment need to familiarise themselves with the legislative and procedural
requirements of the recruitment and selection process before commencing a process. Advice should
be sought from the relevant HR area (of your Directorate) about local processes and the employment
framework.

The Contact Officer

The contact officer is the first point of contact for applicants, making the role vital to a successful
selection outcome. The contact officer is often the first avenue for potential applicants enquiring
about the role and seeking information that will assist them to decide if they wish to apply for the
position.

The role of the contact officer is to provide all applicants with consistent advice. The contact officer
should be able to provide details of the vacancy, such as:
 details of the position (including specific requirements such as shift work, overtime or travel);

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  background of the workplace and team;
 details of the Position Description and Selection Criteria;
 assessment methods to be used; and
 the deadline for acceptance of applications and the timeframe for an outcome.

The contact officer must be available to answer queries from potential applicants from the time the
advertisement is published until the closing date, and be familiar with the Position Description and
Selection Criteria. The contact officer should also be familiar with the application documentation
available on the ACT Government’s Jobs ACT website and/or any Directorate specific requirements.

The contact officer should not, in any circumstances, be an applicant. Particular issues that could give
rise to lodgment of appeals or grievances or negative publicity for the ACTPS include:

 directly suggesting that applicants should not apply for positions;

 providing incorrect information about the vacancy or requirements of the position; or
 any suggestion of predetermined selection outcomes.

The Chairperson

The chairperson is responsible for the overall running of the recruitment and selection process. In all
circumstances the chairperson must be at least one substantive level above that of the vacancy, to
ensure that the integrity of the merit selection process is maintained, and minimise the perception
that a conflict of interest may exist.

The role of the chairperson is to:

 convene the selection committee;
 advise the selection committee members of their roles and responsibilities;
 manage the selection committee including organising meetings, times for assessment and
times for evaluation of applicants;
 manage the write up of the Selection Committee Report; and
 make the verbal offer to the successful applicant/s.
When convening a selection committee the chairperson should give consideration to the
employment status of committee members, such as temporary employees or employees on higher
duties. In these circumstances the chairperson should determine whether the employee is an
appropriate individual to involve in the recruitment process, or whether there is another more
suitable employee. Employees on higher duties should have a substantive position at the same level
as the vacancy, or higher.

The Selection Committee

There are two types of selection committees that can be used to fill a vacancy;

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 1. Selection Advisory committee – primarily used for individual vacancies. Some decisions in
relation to the promotion or transfer of an officer based on the advice of a Selection Advisory
committee are appealable, for positions at or below an Administrative Service Officer Class 6
(or equivalent classification).

2. Joint Selection committee – may be used for individual vacancies, bulk recruitment rounds
(where there are several vacancies to be filled from the same recruitment process), or for
vacancies that are likely to be highly contested. Joint Selection committees are established
under the PSM Act and include a union representative. Decisions based on the advice of a
Joint Selection committee are non-appealable.

The selection committee is responsible for the recruitment process from the assessment of
applicants through to making a final recommendation to the delegate. The selection committee
comprises the chairperson and, in most circumstances, two other members.

Selection committee members should maintain a close liaison with the delegate. They should consult
the delegate on issues such as choosing an alternative assessment option or exploring issues around
reasonable adjustment, and bring to their attention any concerns regarding the process.

The role of the selection committee is to:

 ensure that the merit selection process is followed (noting that positions being filled under
inclusion programs may not need to involve all or some elements of a competitive selection
process);
 investigate the claims of the applicants and endeavor to recommend the applicant who best
meets the needs of the Directorate , having regard to the merit principle;
 ensure that a smooth, timely and transparent process occurs; and
 put recommendations to the delegate.

A selection committee, should, in most cases, consist of a minimum of three members, with one
member being external to the work area. In all cases, selection committees should be made up of
the following:

 male and female representation;

 one person from the immediate work area (often the Manager);
 one independent person, who may be from outside the work area but still within the
Directorate, or external to the Directorate. The independent person does not have to be a
member of the ACTPS; and
 other members of the selection committee should be at the same substantive level or higher
than the vacancy.

When forming a selection committee it is important to ensure that members have an appropriate
level of knowledge of the job content and/or skill and experience required for the position. For this
reason it is highly desirable to include the immediate supervisor or manager on the selection
committee.

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Care should be taken to avoid selecting committee members who may have (or be perceived to have)
a conflict of interest in the process, e.g. personal interest in the success (or otherwise) of a particular
candidate. Ahead of the process commencing, committee members must disclose any conflicts of
interest such as personal relationships or knowledge they have of particular applicants that may
influence their selection decision. If a member of a selection committee is a referee for an applicant,
a written referee report must be provided prior to reviewing or short-listing of applicants
commences. Should there be any concerns regarding the makeup of a selection committee, please
contact your Directorate HR area.

It is highly desirable that selection committee members are trained. At a minimum, the chairperson
of every selection committee should have completed a recruitment course to ensure they have the
appropriate knowledge and skills to conduct a recruitment process. Shared Services maintains a
panel of preferred training providers which can be found on the ACT Government Training and
Development Website.

Selection committee members are advised to keep all notes of their assessment of each applicant.
These notes will form the basis of a statement in the event of an appeal and may also be used to
provide feedback to applicants. It is recommended that the chairperson keep all notes for a period of
12 months.

The Delegate

The delegate has responsibility for the administration of the recruitment and selection process and
has the authority to employ a person under the relevant section of the PSM Act. The delegate will
consider the recommendation made by the selection committee and make the formal decision to
appoint, promote, transfer or engage the selected applicant. Delegations should be exercised by an
employee holding a substantive position at least one level above the position to which the decision
relates.

The delegate is not normally a member of the selection committee. There is no legislative barrier to
the delegate being part of the committee but care must be taken to ensure no actual or perceived
conflict of interest occurs. In instances where the delegate is part of the selection committee, it is
necessary to ensure clear, transparent and accountable process is followed.

The delegate’s role is to ensure a selection decision has been made in accordance with legislative and
policy requirements and the principles of merit. The delegate has responsibility to ensure that the
chairperson and members of the selection committee have the necessary skills and experience, and
are appropriate to conduct the recruitment process.

It should be noted that the delegate can choose, for appropriate reasons, to reject a selection
committee’s recommendation. There are a number of options available to the delegate before they
make a decision:

 request further information from the selection committee;

 request those not interviewed be interviewed, or request the committee re-interview some
or all of the applicants;

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  change the order of merit;
 appoint, promote, transfer or engage someone other than the recommended applicant;
 if interviews have been conducted, determine that a different committee be convened to
re-interview applicants;
 have the vacancy re-advertised;
 if the selection committee cannot agree, and a minority report is submitted, the delegate
may approve the minority or majority recommendation, request further information,
convene a new committee or re-advertise the position; or
 approve an officer’s temporary placement in the position to review their ability to perform
their duties.

Should the delegate’s decision differ from the recommendation provided by the selection committee
the reasons for this must be documented for transparency.

Shared Services

Shared Services provides information and advice, verbally and through documents such as forms and
fact sheets, to support clients in relation to recruitment services. Shared Services’ role includes
advertising of vacancies, administration of applications, and notification of selection outcomes, pre
employment checks, administering employee commencement documentation and reporting against
whole of government key performance indicators such as the 40 day Time to Hire KPI provided for in
a number of public documents.

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Better Practice Recruitment Guidance

This section details key policy and procedural issues and recruitment methodology, such as
attraction, assessment and selection. It is designed to provide better practice guidance to ACTPS
Directorates on recruitment and selection, including a structured and systematic process to assist
those involved in recruitment to make effective selection decisions.
Further information and better practice tips can be found in the Tools at the end of the Recruitment
Guidelines. These tools are intended to assist Directorates to conduct efficient and effective
recruitment and selection processes.

Aim of the Recruitment and Selection Process

The aim of a well structured recruitment process is to attract and select high quality individuals to
the ACTPS. A well run recruitment process reflects positively on the Directorate and the ACTPS as a
whole, and will ensure that the Directorate selects the right person for the job at the right time.
The recruitment and selection process should:
 recruit staff with the right skills to deliver the key objectives of the position, business unit
and organisation;
 ensure that equality of opportunity is considered as a fundamental part of recruitment
practice, thus encouraging diversity;
 promote the organisation by using recruitment activities as an effective public relations tool;
 ensure that recruitment is based on merit and is fair and open;
 ensure the recruitment process is efficient and cost effective; and
 be continuously monitored, reviewed and improved in light of experience and information
obtained from those involved in the process.

Stage 1: Identify the Vacancy

Identify the Need to Fill

A vacancy presents an opportunity to re-examine the duties, responsibilities and classification of a

position, as well as considering restructuring or abolishing the position.

Before deciding to recruit to fill a vacancy, consideration should be given to the following points:
 does the position need to be filled?
 does the budget support filling the vacancy?
 is there the possibility of retraining existing employees?
 can the position be filled on a part-time or job share basis?

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  does the position need to be filled doing the existing duties, at the existing classification?
 does the position description or duty statement require updating?
 can work be re-distributed across the team?
 is it timely to change reporting lines, or review supervisory arrangements?
 are you able to use an existing order of merit from a recent relevant selection exercise?
 do you have the relevant approval to fill the position?
 does the position require a specific security clearance, and/or a Working With Vunerable
People (WWVP) clearance?
Directorates should examine the area’s current resources including staff, skills and budget to
determine whether they can be used more productively. Job re-design and work area review, in
consultation with Directorate HR areas, are processes that can help to improve effectiveness and
efficiency. Where significant changes to work areas are proposed, consultation with employees and
unions should occur.

Decide the Filling Method

Upon deciding to fill a vacancy, a selection committee should be established immediately and
Chairperson identified. This ensures that each committee member is involved in the entire
recruitment process and enables timely scheduling of short-listing and assessment.

There are several methods that may be used to fill a vacancy depending on whether the position is to
be filled permanently or temporarily. Managers should keep in mind the Government’s commitment
to promoting permanent employment and to minimise the use of consultants/contractors in the
ACTPS.

Advertising a vacancy and conducting a competitive merit-selection process is a better practice

method of filling a vacancy and attracting new talent to the ACTPS. However, specific workforce
considerations (such as a recruitment freeze, budgetary limitations or the outcome of a work-area
review) may indicate that an alternative filling option is more appropriate.

Things to consider when determining the method to fill a vacancy will include considerations such as
the placement of excess or potentially excess employees and when periods of higher duties are
appropriate.

When deciding to fill a vacancy temporarily, managers should keep in mind that:

 for the purposes of Section 106 of the PSM Act, an officer ‘available’ in the service means an
officer available at level;

 the application of the merit principle applies when filling a vacancy for more than three
months (Section 65 of the PSM Act); and

 if a vacancy is to be filled for a period of 6 months or longer, the position must be advertised
in the ACTPS Gazette, incorporated on the Jobs ACT website, and a competitive merit

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 selection process undertaken (Section C of the Enterprise Agreements and Section 37 of the
PSM Standards).

For practical guidance that will assist you in making a filling decision, please refer to:
Tool 1 – ACTPS Vacancy Filling Options

Tool 1 ‘ACTPS Vacancy Filling Options’ outlines the options for filling a permanent and temporary
vacancy. The better practice options outlined in Tool 1 are supported by the PSM Act, PSM Standards
and Enterprise Agreement.

Stage 2: Define the Position

Define the Position Description

The position description defines the position and its duties, assists induction of employees who are
new to a job, and assists with the progression of performance management and the development of
learning and development plans.

A position description must be developed for newly created positions. For existing vacant positions it
is better practice to review the current position description. There are several benefits that come
with reviewing a position description, including the opportunity for the team to assess current and
future organisational structures and to accurately define the role to be filled.

Where a position is to be filled, consideration must be given as to whether the existing position
description is sufficient to describe:

 the intended duties of the position;

 the intended level of responsibility;
 the skills and/or experience required by the occupant of the position;
 any mandatory qualifications required by the occupant of the position; and
 the need to satisfactorily meet other requirements such as physical fitness and other
standards inherent to the nature of the job.

If the duties, responsibilities, and skills of the position have changed, the position description should
be updated to reflect the contemporary nature of the position. This should be completed before the
position is advertised.

For practical guidance in developing a position description, please refer to:

For a sample position description template, please refer to:
Tool 2 – Writing a Position Description
Tool 3 – A Sample Position Description

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Develop the Selection Criteria

Selection criteria should be precisely related to the needs of the job. They should complement the
position description and take into consideration the ACTPS Values and Signature Behaviours,
ACTPS Shared Capability Framework, and focus on the skills, knowledge and behaviours that are
required for the position. When developing selection criteria consideration should be given to how
the job is to be done and to the potential of applicants.
Well developed selection criteria should:
 identify the essential elements of the position; and
 provide a reliable standard that applicants can be considered against.
Well developed selection criteria provide fair and objective job-related standards by which to assess
an applicant’s capabilities and potential, and justify a selection decision to the delegate. They provide
a transparent foundation on which to base other elements of the recruitment process including
short-listing, interview questions, reference-checking and applicant feedback.

For practical guidance in developing selection criteria, please refer to:

Tool 4 – Developing Selection Criteria

Where possible, Directorates should use the better practice method of using four selection criteria
and asking applicants to restrict their responses to two pages. This practice facilitates easy
comparison of applicants for selection committees and ensures that applicants are articulating their
skills, knowledge, behaviours and potential in a succinct manner.

Although under ACTPS employment legislation, there is no requirement to utilise selection criteria,
its use is the most common form of selection in the ACTPS. Directorates should consider the nature
of the position being filled to determine whether selection criteria or an alternate form of selection
is more appropriate, noting that other methods must enable a comparative assessment of the
relative efficiency of applications according to merit.

Stage 3: Advertise the Vacancy

Once there has been a decision to fill a vacancy and the position description and selection criteria
have been developed/reviewed, the next step in the recruitment process is advertising. The aim of
recruitment advertising is to make people aware of an ACTPS vacancy, encouraging a wide-range of
suitable applicants to apply so that a competitive merit selection process may be undertaken.

It is a legislative requirement that the following ACTPS vacancies are advertised in the online ACT
Government Gazette, incorporated on www.jobs.act.gov.au:

 Permanent ACTPS vacancies (where a suitable employee from within the ACTPS has not been
identified, see Tool 1 ‘ACTPS Vacancy Filling Options’ for further information);

 Short term, temporary vacancies of six months or longer; and

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  Long term (fixed term) temporary vacancies between 12 months and 5 years.

Short term temporary vacancies should not normally extend beyond 12 months. If after 12 months
a temporary position is nominally vacant it will require advertising unless there are exceptional
circumstances.

It should be noted that under Section 106 of the PSM Act, temporary vacancies should be filled by a
permanent officer of the ACTPS where an office is available at level. Where no such permanent
officer is available (at level) a merit process must be undertaken.

In the ACTPS, Shared Services arranges the advertising of vacancies on behalf of Directorates. To
have a vacancy advertised on the Jobs ACT website, Directorates are required to submit a
Recruitment Request Package containing:

 a completed Advertise a Vacancy form, signed by the appropriate delegate in your

Directorate;
 the completed position description and selection criteria;
 how the application is to be assessed (e.g. by application only);
 if the position is to be advertised in external media, details of where the position is to be
advertised and wording for an effective recruitment advertisement; and
 details of a suitable contact officer.
Full approval of this documentation by your Directorate’s delegate is required prior to submission to
Shared Services. The Recruitment Request Package must be received by Shared Services no later
than five days prior to when the vacancy is to be published on the Jobs ACT website.

The Shared Services Recruitment Request Instruction Checklist provides a further guide to the
procedural steps involved in advertising a vacancy. The Checklist and the Recruitment Request
documentation are available on the Shared Services Customer Service Portal at:
http://sharedservices/ACTGovt/HRforms/RecruitmentRequest/.

Select an Advertising Strategy

After deciding that advertising of the vacancy is required, you must then decide on your
advertising strategy. Different vacancies require different methods of advertising, and it is
important to select an advertising strategy that considers which recruitment channel is likely to be
most successful in attracting the desired applicants. In accordance with the principle of
competitiveness, it is important to try and attract sufficient applicants to enable a competitive
selection process to be undertaken.

In addition to advertising your vacancy on the Jobs ACT website, it may be advantageous to utilise
other advertising channels such as online services (e.g. SEEK and Career One), social media or
specialist publications. Factors to consider include the type of vacancy being advertised and the
type of target audience you need to reach.

For further information that will assist you to select an advertising strategy, please refer
to:
Page 18 of 32
Tool 5 – Selecting an Advertising Strategy
Write a Job Advertisement

An integral component of an effective recruitment advertising strategy is an effective advertisement.

Recruitment advertisements are the first experience for many people interested in a career in the
ACTPS.

Alongside the position description and key selection criteria, the text and format of a recruitment
advertisement is one of the key elements that will attract suitable applicants and promote a strong
image of the ACTPS. If using the better practice method of asking applicants to submit a maximum
two page application against a small number of selection criteria, this should be noted in the
advertisement.

If using the better practice method of asking applicants to submit a maximum two page application
against a small number of selection criteria, this should be noted in the advertisement.

Directorate’s should critically analyse an advertisement from an applicants’ perspective, and consider
the elements that will attract a suitable target audience.

For practical guidance in writing an effective recruitment advertisement, please refer to:
Tool 6 – Writing a Job Advertisement

Post Advertisement

Following the closing date for positions listed on the Jobs ACT website, Shared Services will collate all
applications and forward them electronically to the contact officer (excluding those positions less
than six months that have called for an expression of interest). If any applications are sent directly to
the contact officer during the advertisement period, these must be forwarded to Shared Services
immediately to be recorded in the Shared Services Recruitment Management System.

Stage 4: Plan and Conduct Assessment

The next stage of the recruitment and selection process is to plan and conduct the assessment of
applicants. There are a range of assessment methods available to Directorates to select the best
suited applicant for the position.

Form the Selection Committee

The selection committee should be formed immediately after the decision to advertise a vacant
position, in order to allow sufficient time to identify and develop assessment methods.

Selection committee members must disclose any conflicts of interest, such as personal relationships,
at the outset of the committee formation. If a member of a selection committee is a referee for an
applicant, a written referee report must be provided prior to reviewing or short-listing of applicants
commences.

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For selection committees recruiting to an Aboriginal and Torres Strait Islander identified position, it is
preferable to include an Aboriginal and Torres Strait Islander as a member of the selection committee
where possible. Similarly, it is preferable to include a Person with a Disability on a selection
committee recruiting to a Person with Disability identified position.

Excess and Potentially Excess Officers

Under Section K7 of the Enterprise Agreement, employees who have been declared excess or
potentially excess must be assessed in isolation from all other applicants for a vacancy that is at their
substantive (equivalent) level.

Shared Services maintains a register of excess and potentially excess officers from across the ACTPS.
Shared Services will review the register of excess or potentially excess employees against any
requests for advertising to identify a match of skills and classification. Where a match is identified,
Shared Services will refer the employee to the contact officer for the selection committee to make an
assessment of the employee’s skills and experience in isolation. The contact officer should then
advise Shared Services of the outcome of the assessment. If the employee is found unsuitable,
publishing of the advertisement will proceed.

An excess or potentially excess officer may also apply for a vacancy (at their substantive level, or in
exceptional circumstances, at a lower level) following its advertisement on the Jobs ACT website. In
both circumstances, the selection committee must consider the application of an excess or
potentially excess officer in isolation and not in competition with other applicants. An excess or
potentially excess officer will be regarded as suitable so long as they can demonstrate they will be
suitable with reasonable training within a reasonable period of time (generally three to six months).
Where more than one excess or potentially excess officer applies, a merit selection process must be
conducted between these applicants, prior to consideration of any other applicants.

Short-list Applicants

Short-listing is the process of identifying which applicants have the competencies, knowledge, skills,
attributes, experience, and/or qualifications required to be considered for further assessment.
Effective short-listing is important to improve timeliness by enabling Directorates to quickly identify
which applicants are most suitable to move to the next stage of assessment.

All members of the selection committee should be involved in the short-listing process. Initial
short-listing can be undertaken by individual committee members, however, the selection committee
should meet to discuss and determine which applicants to short list and progress to the next
assessment stage.

To ensure a consistent standard of short-listing the selection committee may wish to use the ACTPS
Recruitment Rating Scale, located on the Jobs ACT website: http://www.jobs.act.gov.au/about-the-
actps/selection.

Once the selection committee has determined the short-list, these applicants should be contacted
and informed of the details of the assessment (e.g. interview, assessment centre) as well as the date
and location of the assessment. Applicants should be given 48 hours notice. Those applicants that

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For further information on how to short list applicants, please refer to:
Tool 7 – Tips for Effective Short-listing
are short listed should also be asked whether they require any reasonable adjustments and to verify
any qualifications they have cited in their application.

Plan Assessment Methods and Conduct Assessment

There are a range of assessment methods that may be used to select the most suitable applicant for
the position. Each assessment method has advantages and disadvantages which should be carefully
considered when deciding which method to choose.

To increase the likelihood of recruiting individuals who possess the right skills and abilities to be
successful at their jobs, it is important to choose a selection option that is relevant to the
competencies required for success in the role.

For further information relating to assessment methods, please refer to:

Tool 8 – A Guide to Assessment Methods

While interviews are one of the most common assessment methods in the ACTPS, Directorates
should reflect on the nature and duties of the vacancy when selecting this assessment method.
Interviews are not mandatory, and consideration should be given to whether an interview is the most
appropriate assessment method to evaluate applicants, particularly in non-office based roles.

A selection committee may make a selection decision based on applications and referee reports only,
however, this should be advised in the advertisement for the vacancy.

For information relating to the development of behaviourally based interview questions,

please refer to:
Tool 9 – Developing your Interview Questions

Referee Checks

While it is not mandatory to conduct referee checks, they may be used by the selection committee to
substantiate the claims of the applicant. Referee checks can be used to explore an applicant’s work
performance and understand what the applicant has done in the past. Typically, referee checks are
conducted during the final stages of the selection process, unless required to be prepared in
advance, by committee members.

Should the selection committee decide to use referee checks it is better practice to seek referee
comments for at least the highest ranked applicant. There is no requirement to seek referee
comments for all applicants that are interviewed/assessed, however if there are several applicants
that are highly ranked after interview/assessment, it is better practice to seek referee comments
from at least one referee for each applicant. If the selection committee does not believe that an
applicant is in contention for the position they are not required to obtain referee comments. Further
information on referee checks can be found in Tool 8 ‘A Guide to Assessment Methods’.

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Stage 5: Selection

Following the assessment of applicants the selection committee will then evaluate the information
gathered in Stage Four to decide on the preferred applicant and make a recommendation to the
delegate. All selection committee members should:
 participate equally in the decision making process;
 consider all information obtained through the various selection methods used; and
 make judgments based only on how well applicants meet the selection criteria for the job,
having regard to potential, as well as current skills sets.

Selecting the Best Applicant

The better practice approach to making a recruitment decision is to consider all aspects of the
assessment process and rank applicants according to merit. Each member of the selection committee
should summarise how well each applicant meets the selection criteria (or alternate method of
selection used). Then as a group the selection committee should:

 discuss the reasons for any differences in the assessment of applicants;

 fill any information gaps (e.g. through further referee checks or additional interviews);

 rate each applicant against each selection criteria using all available information;
 based on these ratings, decide which applicants are suitable for the job and which are
unsuitable;

 rank the suitable applicants in order of merit. As part of this process, the selection
committee should also consider:
o the variety of ways in which people can be effective in a job; and

o that undue weight is not given to lack of skills which may be overcome by a short
period of on-the-job training.

When skills deficiency is not serious enough to prevent the applicant from carrying out the duties of
the position, the selection committee should consider whether a period of training would be
sufficient to develop the necessary skills.

Selection Committee Report

The Selection Committee Report is the official record of the selection process. It conveys the
selection committee’s recommendation and provides enough information for the delegate to make
an informed decision. The chairperson usually writes the selection report, however, a scribe may be
engaged to prepare the report on behalf of the chairperson.

All members of the selection committee must agree to and sign the selection report. For the
purposes of review, the selection report should demonstrate that applicants have been provided

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with natural justice and the opportunity to see that the selection decision was based on open,
unbiased merit assessment of all applicants. Should the delegate decide to make a different decision
than the one recommended in the selection committee report it is their responsibility to document
their reasons.

Shared Services requires that the Recruitment Selection Package is reviewed and relevant documents
completed and approved to appoint and/or promote the selected applicant. The Recruitment
Selection Package, along with a checklist to assist you with collating the necessary documentation,
can be accessed on the Shared Services website: http://www.jobs.act.gov.au/about-the-
actps/selection.

Minority Report

Any selection committee member in disagreement with the final recommendation can prepare a
minority report detailing the disagreement. A minority report must be submitted to the delegate
with the Selection Committee Report.

Delegate Decision

It is the delegate’s responsibility to consider the recommendation made by the selection committee
and make the formal decision to appoint, promote, transfer or engage the selected applicant. As
discussed in the ‘Roles and Responsibilities’ section of this guide, the delegate has the authority to,
for appropriate reasons, reject a selection committee’s recommendation, providing this is adequately
documented.

Once the delegate has approved the selection committee’s recommendation and signed the
selection report, the Directorate can proceed to appoint, promote, transfer or engage the selected
applicant.

Confidentiality

Selection committee members should not discuss the content of the report with applicants or
anyone else until after the delegate has approved the selection committee’s recommendation and
signed the report and the decision has been formally announced. Care must be taken to ensure the
confidentiality of the selection report, interview notes, electronic records or other documents
relating to the recruitment process. These records should be stored securely at all times. This
includes not storing documents in locations which may be accessed by unauthorised employees.

Providing Feedback to Applicants

The chairperson and other members of the selection committee must provide feedback to any
applicant who seeks it. Feedback should only be provided to applicants after the delegate has signed
the selection committee report. Providing feedback offers constructive advice to applicants, giving
them the opportunity to discuss their strengths and weaknesses and identify development needs
that may assist them in future selection processes. Providing feedback also helps to prevent
inaccurate views or rumours.

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It is important that feedback is provided to internal staff from within the work area who were
unsuccessful (not short-listed or not selected). This will assist them in assessing areas for
improvement, and ensure that the motivation, morale and confidence of the work area is
maintained. Feedback should be related to the recruitment process only, and should not include
feedback on general work performance, which should have otherwise been provided as part of an
ongoing performance management process.

The chairperson is responsible for providing feedback, but may nominate a member of the selection
committee to undertake the process. Feedback may be sought at several stages during the
recruitment process, including when an applicant is:
 Not short-listed: chairperson or committee member should provide verbal feedback.
 Not selected: chairperson or committee member should provide verbal or written feedback,
in the form of their individual statement, in regard to the assessment outcome. If verbal
advice is being provided the chairperson or committee member should take care to ensure
privacy and confidentiality is maintained.
Feedback should focus on the applicant’s performance in relation to the selection criteria,
emphasising the strengths of the applicant and recommending means whereby weaknesses can be
improved.

Appeals

Under Section J of the Enterprise Agreements, ACTPS employees may have a right to lodge an appeal
in relation to selection decisions involving promotions or temporary transfer to higher duties. Appeal
procedures are in place to ensure the transparency and accountability of the ACTPS.

An ACTPS employee may lodge an appeal against a selection decision where:

 the decision relates to a promotion or temporary transfer to higher duties for a period of
more than six months (except decisions made on the unanimous recommendation of a JSC);

 the decision relates to a vacancy at or below an Administrative Service Officer Class 6 (or
equivalent classification); and
 the appeal is made on the grounds that the ACTPS employee (making the appeal) would be
more efficient in performing the duties of the position than the person promoted or selected
for the temporary transfer.

The appeal period for positions relating to a vacancy at or below an Administrative Service Officer
Class 6 (or equivalent classification) closes 14 calendar days from the date the promotion is posted
on the Jobs ACT website. The promotion takes effect seven days after the appeal period closes.

Internal Review

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For positions above an Administrative Service Officer Class 6 (or equivalent classification) an
application may be made for an internal review of the selection process (not the selection decision).
Further information about internal reviews can be found at Section I of the Enterprise Agreement.

It is important that the Selection Committee Report documents all necessary evidence that
appropriate processes have been applied in the assessment of applicants. Following sound selection
techniques will mitigate against an appeal being lodged, and the likelihood of its success. For further
advice about appeals and internal reviews, please contact your Directorate HR area.

Stage 6: Engaging/Advising the Successful Applicant

Providing Verbal Advice to the Successful Applicant

When the delegate has made a decision and signed off on the Selection Committee Report, the
chairperson can contact the successful applicant and inform them of the outcome of the recruitment
process. If the successful applicant is an existing ACTPS employee, the chairperson should arrange for
the appropriate documentation to be completed and provided to Shared Services along with the
Selection Committee Report.

Where the successful applicant is a new ACTPS employee, the chairperson can make a verbal offer of
employment. The applicant can also be informed as to when they should expect a formal offer in
writing, what the timeframes are for commencement, and ask any other questions. The chairperson
should advise the applicant that the offer of employment is dependent on satisfactory completion of
the relevant pre-employment checks and that caution should be exercised where the applicant is
resigning from another position prior to the completion of those pre-employment checks.

Formal Letter of Offer

A formal offer (written) of employment will be sent by Shared Services to any new ACTPS employee
following the receipt of the completed and signed Recruitment Selection Package. This letter of offer
will include a statement that the offer is made on the basis that the applicant satisfies all relevant
pre-employment checks. The letter of offer will also indicate any applicable period of probation.

Salary on Commencement

Under Section C5 of the Enterprise Agreement, a new ACTPS employee, or an employee who is
promoted or is approved to perform higher duties, will be employed at the first pay point of the
relevant classification level. Exceptions to this may be recommended for approval to the delegate,
who may authorise payment of salary at a higher salary point within the classification.
Recommendations for consideration of payment above base salary may include:
 the skills and experience of the applicant, particularly whether the applicant holds
specialised skills and experience that are necessary, or would be beneficial, to the position;
 the length and nature of the applicant’s work experience, and how relevant that experience
is to the position;

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  what sort of immediate contribution the applicant will make to the position, and to the
team;
 the applicant’s present salary and the lowest salary they are prepared to accept; and/or
 how difficult it has been to find a suitable applicant for the position.

A higher salary on commencement can be negotiated on approval by the delegate, by using the
‘Justification for Payment above Base Salary’ form located on the Jobs ACT website:
http://www.jobs.act.gov.au/about-the-actps/selection.

Pre-Employment Checks

Prior to commencing employment all new ACTPS employees must complete a Pre-employment
Check Package to confirm that they are eligible for appointment. An offer of employment is made to
the successful applicant on the basis that they satisfy all pre-employment checks relevant to the
ACTPS and other identified position specific requirements. Should the successful applicant fail to
pass any of the required pre-employment checks their offer may be repealed.

Under Section 68 of the PSM Act, a pre-employment check must be undertaken prior to
commencement and cannot be conducted during the probationary period. Directorates should not,
unless for exceptional circumstances, employ persons in a temporary or casual capacity whilst
awaiting these checks to be completed. The only checks that can be conducted during the
probationary period are medical checks or checks for non-mandatory qualifications.

There is no legislative requirement to conduct identity, criminal or qualification checks for temporary
or casual positions, however, it is strongly recommended that Directorates confirm the identity of
employees and conduct criminal and qualifications checks where appropriate.

A manager may assist a new ACTPS employee with completion of pre-employment paperwork or
Shared Services will email the successful applicant requesting all necessary pre-employment
documentation and advise the applicant to return all original documentation to either the requesting
manager or to hrsharedservices@act.gov.au.

For further information relating to pre-employment checks, please refer to:

Tool 10 – Understanding Pre-Employment Checks
Notification in the ACT Government Gazette

Under Section 66 of the PSM Act, all appointments, transfers and promotions must be notified in the
ACT Government Gazette. Where a promotion is non-appealable this information should be included
in the notification. Notification in the ACT Government Gazette is arranged by Shared Services.

Some recruitment actions, such as temporary transfers (or higher duties) for a period less than six
months are not required to be notified in the Gazette. However, where a temporary transfer is
appealable (higher duties of six months or more, with a salary at or below an Administrative Service
Officer Class 6 or equivalent classification) notification must be placed in the ACT Government
Gazette.

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Myth busting ACTPS Recruitment
Varying recruitment practices across the ACTPS have led to the formation of myths about
recruitment processes. The purpose of this section is to dispel some common myths that persist
about the recruitment and selection process in the ACTPS.
Myth Type Myth
Filling a Recruiting and employing a
vacancy person through a
merit-selection process is
the only way I should fill a
vacancy.
Filling a If I decide to advertise a
vacancy vacancy, I don’t have to
consider available excess
employees.
Advertising It is discriminatory if, when
advertising a vacancy, I call
for particular demographic
groups to apply.
Advertising ACTPS vacancies need to
be advertised in the
Canberra Times.
Better Practice
No. In addition to advertising a vacancy and
conducting a merit-selection process, there are other
options as detailed in Tool 1 ‘ACTPS Vacancy Filling
Options’. Some common alternatives to fill a vacancy
include:
1. Place an excess ACTPS employee
2. Arrange Permanent or Temporary Transfers
(at level)
3. Appoint or promote from an existing order of
merit
4. Arrange a Temporary Transfer with Higher
Duties Allowance
No. Under the Enterprise Agreements, excess and
potentially excess employees have absolute
preference for transfer to a vacancy at their
substantive level (and in exceptional circumstances,
below level) and must be considered in isolation
from other applicants for any vacancy within the
ACTPS, regardless of how the vacancy was advertised
and whether the excess officer was referred, or
subsequently applied for the position.
No. Making a call for under-represented groups
within the workforce to apply for a position is not
discriminatory. You may decide, for workforce
strategy reasons, it is beneficial to call for a particular
group to apply for a vacancy.
An applicant of a certain background may add depth
or value to the position or workplace. For example
you may decide to recruit to an identified position
for a specific group such as People with Disability or
Aboriginal and Torres Strait Islander People.
No. There is no ACT Government requirement for
vacant ACTPS positions to be advertised in the
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Selection A selection committee
committee must have three members
and a gender mix.
Short-listing I cannot shortlist or select
applicants who have not
had past experience
Assessment To fulfill the merit
principle, I must include
interviews as part of my
Canberra Times Newspaper or other media.
Due to the significant costs of Print Media
Advertising, ACTPS vacancies must only be
advertised in the Canberra Times for certain
positions or employee groups where it is considered
advantageous or relevant.
It is a legislative requirement that ACTPS vacancies
are advertised on the Jobs ACT Website.
If the vacancy you are advertising sits within a
specialised field, or may benefit from more targeted
advertising, you should seek advice from Shared
Services. They will assist you in determining the
most effective and appropriate means of advertising
for your specific vacancy.
No. There is no requirement to have a three person
selection committee, however, for the purposes of
balance and moderation it is highly recommended.
A gender mix is not required, however, it is better
practice to include male and female representation
on a selection committee where possible.
No. Selection criteria and selection processes should
not unfairly disadvantage potential applicants. Over-
emphasis on specific types of job experience should
be avoided, unless the position genuinely requires
specific skills and experience to perform the
requirements of the position.
For example, a senior ACTPS Project Manager role
may require proven experience in project
management, but may not require specific
experience in Government.
It is better practice not to specify or preference
experience as essential if it could be easily obtained
in the job. Consideration should focus on the
applicant’s potential to meet the job requirements,
and develop with the right kind of support and
training.
No. There is no requirement, legislative or otherwise,
to use interviews in a recruitment process. The
suitability and value of conducting interviews is
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 selection process. contextual and depends on the type of vacancy being
filled.

Structured interviews are, however, a good way to

assess interpersonal skills, communication skills and
technical knowledge, and provide the selection
committee with an opportunity to meet applicants.
Structured interviews also provide a consistent,
standardised manner by which to assess applicants.

There are several assessment methods that may be

used by a selection committee to assess applicants,
including a work sample test or assessment centre.
Selection committees should consider which method
will most adequately identify the most suitable
applicant for the position.

Assessment Out of all selection No selection technique is 100% accurate in

methods, interviews are identifying whether or not an applicant will perform
the most effective. well in a particular role.

For example, an applicant’s written application may

be of a high standard because they have received
assistance writing it, or their interview performance
may be negatively affected by anxiety, which may not
provide an accurate picture of their job performance
potential.

To increase the likelihood of selecting an applicant

who possesses the right skills and abilities to be
successful in the position, it is important to choose a
selection option that is relevant to the competencies
required for success in the role.

While interviews are one of the most common

assessment methods in the ACTPS, Directorates
should reflect on the nature and duties of the
vacancy when selecting this assessment method.
Interviews are not mandatory, and consideration
should be given to whether an interview is the most
appropriate assessment method to evaluate
applicants.

It is important not to over-emphasise the value of a

particular selection method. Merit is more properly
assessed by a fair and balanced consideration of all
evidence supporting the applicant’s claims.

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Assessment During interviews, I need
to ask applicants exactly
the same questions.
Selection Referee checks must be
conducted for every
applicant.
Selection Verbal referee comments
need to be documented.
Selection If I conduct referee checks I
must obtain referee
ratings.
No. If you are conducting interviews as part of your
merit-selection process, it is better practice to ensure
that your interviews are structured or semi-
structured, and that all applicants are presented with
the same set of core questions.
This provides each applicant with an equal chance of
winning the employment opportunity and makes
comparison between applicants easier.
However, it may be necessary to ask additional or
different questions of an applicant to clarify their
responses, or seek further information. Not doing so
may make it difficult to properly assess an applicant,
thus disregarding the merit principle.
It may also be necessary in making a reasonable
adjustment, to simplify or adjust the wording of
particular interview questions. This will depend on
the applicant you are interviewing and what
reasonable adjustment they have requested.
No. There is no requirement to conduct referee
checks for every applicant. If the selection
committee does not believe that an applicant is in
contention for the position there is no requirement
to obtain referee comments.
Should the selection committee decide to use
referee checks it is better practice to seek referee
comments for at least the highest ranked applicant. If
there are several applicants that are highly ranked
after interview/assessment, referee comments
should be sought from at least one referee for each
applicant.
Yes. If verbal referee comments are sought, the
comments should be recorded and read back to the
referee for their agreement.
No. In most recruitment circumstances, ratings
provided by a referee should not be considered by
the selection committee. Doing so can give an
unreliable result when determining an applicant’s
suitability, as they are subjective assessments, the
understanding and application of which can vary
from person to person.
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 It is better practice to consider only the referee
comments provided to confirm an applicant’s work
history and to confirm examples cited in an
applicant’s application or at interview.

Selection A manager or supervisor No. It would be unfair to an applicant if their

cannot be an applicant’s supervisor or manager could not support their
referee if they are on the application due to selection committee participation.
selection panel Any committee member that is listed as a referee for
an applicant should declare this when they are made
aware of the fact.

Where a member of the selection committee is

providing a reference for an applicant, this reference
must be in written form and be finalised and signed
prior to the commencement of the short-listing
stage.

Committee members should also declare generally

any relationships they may have with applicants,
even if they are not their referee.

Selection I would like to employ a The ACTPS has legislative obligations to ensure that
person with disability but all employees and potential employees can
reasonable adjustments participate fully in all aspects of employment.
are too expensive and can
be ineffective. The principles and application of reasonable
adjustment applies to all stages of employment
including recruitment, selection, induction, training
and career development, participation in projects
and committees and return to work following an
injury.

What is considered ‘reasonable’ will depend on the

facts and circumstances of each particular situation.
Some examples of reasonable adjustment for an
individual with disability or injury may include:
 job redesign;
 job sharing; and/or
 workplace modifications (such as providing
voice activated software for someone who
has a physical impairment or injury or
providing increased font size in documents
for an individual with vision impairment).
There is Australian Government funding available for
reasonable adjustments. For further information

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about funding for reasonable adjustments you
should speak with your Directorate HR area.

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