Innovative Recruitment Nov 03

Innovative Recruitment
A partnership project between The Western Australian Office of EEO and The CEO Diversity Forum
CONTENTS
Foreword Section 1 Preparing for Recruitment 1.1 Strategic Workforce Planning 1.2 Designing Jobs and Preparing Job Descriptions 1.3 Determining the Work-Related Requirements 1.4 Evaluating and Classifying Jobs Section 2 Planning to Recruit 2.1 Developing a Recruitment Plan 2.2 Using a Search Plan Section 3 Attracting the Talent 3.1 Selling the Benefits 3.2 Choice of Media and Job Advertisements 3.3 Targeting Candidates from Specific Groups 3.4 Using Simple, User-friendly Application Processes 3.5 Ranking of Competitive Applicants Section 4 Assessing, Selecting and Appointing - Choosing the Right People 4.1 Selection Panels 4.2 Choosing Selection Tools 4.3 Using Referees 4.4 Recommendation/Selection Reports Section 5 Case Studies The Whole Story Appendix Recruitment, Selection and Appointment Standard 90 71 47 47 49 55 58 25 25 27 30 31 33 15 15 15 3 3 6 8 11 1
Innovative Recruitment
Published November 2001, Reprinted 2003 by The Office of EEO and The CEO Diversity Forum ISBN 0-7307-2628-2 2001 The Office of EEO All rights reserved No part of this document may be copied, photocopied, reproduced, transmitted, transcribed, or reduced to any electronic medium or machine-readable form without the prior consent of The Office of EEO. The Office of EEO releases material in this publication for use by public and private sector organisations for management and training purposes provided appropriate acknowledgments are included with the material and the material is not used for financial gain. Organisations are encouraged to amend proformas to suit their individual circumstances. Contact Details The Office of EEO Level 17 St Martins Tower 44 St Georges Terrace PERTH WA 6000 Phone (08) 9260 6600 Fax (08) 9260 6611 Internet www.oeeo.wa.gov.au Email deope@opssc.wa.gov.au Acknowledgments The Office of EEO wishes to gratefully acknowledge the large number of contributions to this publication. In particular, the Office wishes to acknowledge permission granted by the Department of Training for use of its internal document Review of HR Recruitment and Selection (compiled by Price Advertising, 2000). Assistance provided by the Office of the Public Sector Standards Commissioner has also been invaluable in the development of this publication.
INNOVATIVE RECRUITMENT
FOREWORD
This publication has been developed for human resource managers and practitioners, workforce planners, selection panel chairpersons and members, and other sections of management interested in adopting more innovative recruitment and selection processes. It is not intended as a recruitment manual, but rather as a guide to navigate readers through critical parts of the recruitment and selection cycle and to identify where innovative practices can add value. The publication evolved from the findings of A Review of Merit in the Western Australian Public Sector, a report published in the Year 2000. The review revealed perceptions that rigid and complex recruitment and selection processes were necessary to comply with merit and equity principles. In reality such rigidity can have adverse effects on the achievement of equity. In addition, overly complex and rigid selection processes are inefficient for organisations. The report on the review of merit also identified the useful role that a publication on innovative recruitment could play in assisting organisations to reflect on their own recruitment and selection practices. Western Australian public sector organisations are encouraged to re-examine accepted practice and to free up their processes so they can effectively compete for a skilled, talented and diverse workforce. Suggestions and examples have been provided of how good practice employers have refined or adapted recruitment processes and tailored selection methods to make sure they attract and select the right sort of people. Employers are encouraged to align their workforce planning and recruitment practices so that they have the right people with the right skills to meet both current and future business needs. They are also encouraged to actively plan to create a diverse workforce that more closely reflects the diversity of the community and their client base. Case studies and good practice examples have been collected to highlight the positive results that come from adopting a thoughtful and planned approach to recruitment. What these examples and case studies show is that those organisations that are serious about attracting, recruiting and retaining a diverse workforce, have taken proactive steps to cast the recruitment net widely and dismantle the process barriers that discourage possible applicants from applying. They have developed appropriate selection methods that have helped them to make objective and informed decisions about which applicants are the best match for the job requirements. Freeing up processes and doing things differently does not mean that accountability for sound decisions or adherence to legislative and other requirements can be ignored or avoided. For this reason, planning is important to achieve innovation and develop a clear rationale that aligns the recruitment process with workforce plans, the client profile and current and future business outcomes. Innovative Recruitment is designed to be a useful and practical addition to the toolkit of resources used to enhance organisational performance. The WA Office of EEO is keen to hear of other examples of innovation in recruitment and selection processes so that they can be included in future editions of this publication.
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FOREWORD
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How this document is set out

Each section contains a brief overview of major stages of the recruitment and selection process where value can be added by adopting a fresh approach to standard practices. Section 1 focuses on the prior planning and preparation that can assist organisations to achieve a more innovative and strategic approach to recruitment, while Section 2 is concerned with the way organisations can usefully plan the approach that is needed to attract the right field of candidates for a particular job. Section 3 looks at a range of strategies that can assist an organisation to stand out amongst competitors in the war for talent; profile itself amongst specific groups that it may wish to target in the recruitment process; and develop application processes that are user-friendly and encouraging. In Section 4, the focus is on the selection panel and a sample of selection techniques that can enhance decision-making by providing the opportunity for a detailed examination of candidates in a range of situations. Samples and document templates have been attached at the end of these sections as practical tools that can be adapted to suit the particular needs of organisations. Finally, in Section 5, a series of case studies highlight innovative practices in action and show the benefits that flow from a planned and targeted approach to recruitment. Each section offers practical tips for organisations under the heading Things You Can Do while What Others Have Done highlights good practice examples from both the public and private sectors in Australia and internationally. For readers from the Western Australian Public Sector, compliance tips have been provided by the Office of the Public Sector Standards Commissioner to assist organisations to be innovative whilst still complying with the Recruitment and Selection Standard.
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FOREWORD
SECTION 1 PREPARING FOR RECRUITMENT

Prior planning and preparation can achieve a more innovative and strategic approach to recruitment. This section covers the work that could be done before job vacancies occur. Opportunities to prepare are in the following areas: Strategic workforce planning and adjusting recruitment to meet organisational needs; Designing jobs and preparing job descriptions; Establishing the work-related requirements for each job; and Evaluating and classifying jobs.
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1.1 Strategic Workforce Planning

It is important that the organisations workforce planning guides the approach to recruitment and selection. The purpose of workforce planning (or strategic human resource planning) is to position an organisation so that it has the right people with the right skills to meet current and future business challenges. It is relevant to ask questions such as the following, particularly when there is no clearly articulated plan: What is the current business of our organisation? Consider: Changes in the services provided and the customer base; Areas of growth and development; Different ways of doing business, e.g., E-Commerce; and The key business challenges to be faced. What are the implications of this for our workforce? Consider future requirements for: Different skills and the impact that these may have on the number and types of jobs; Workforce flexibility; and The working environment and organisational culture. How well does our current workforce capability and composition match these requirements? Consider: Current skills and performance; Factors contributing to staff turnover; The impact that staff turnover and anticipated retirements may have on skills currently available; and Whether the workforce composition reflects the customer base.
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What Human Resource strategies are required to build this workforce? Consider ways to: Retain skilled people; Develop new skills or recruit people with the skills required; Be competitive in recruiting specialist skills that are in high demand in the public and private sectors; Manage an ageing workforce and the associated loss of talent and expertise when older people retire; Attract and retain young people; Utilise technology and electronic service delivery; Meet employee demands for flexible working arrangements and a more flexible and competitive approach to remuneration; Build flexibility to be responsive to organisational changes; and Ensure business continuity in key areas. Aligning Recruitment and Selection to Organisational Needs Too often the recruitment policy is process driven and does not reflect what the organisation needs to achieve in the areas of diversity, workforce profile, skills, responsiveness, market competitiveness, etc. The recruitment policy needs to be flexible enough to allow standard practices to be varied when there is an intention to attract a more diverse field. An overly prescriptive approach that requires step-by-step adherence to standard processes can result in consistency, but stifle innovation and may not attract a wide field or the most suitable person for the job. 1. Determine the goals, strategies and overall approach needed for recruitment to support the business outcomes. 2. Define current and future requirements for jobs and skills and build this into recruitment planning. 3. Review and adjust recruitment policies, processes, guidelines and programs to make sure they contribute to your organisations goals. 4. Make changes to enable a more innovative and flexible approach. Things you can do
Understand your customer profile and plan to have a workforce to better match the
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diversity of the customer base. Understand your workforce diversity and composition. Track changes to see if your plans are working. List goals to be achieved through recruitment for your organisation (based on workforce planning).
Add an extra step to the business planning process that asks Managers to consider
workforce issues.
Meet with Managers to forecast staffing needs, then develop a plan to meet those
needs.
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Examine the age profile of your organisation. How many senior people are eligible to
retire in the next ten years? What is the age and diversity profile of the feeder group?
Provide internal staff with training in job applications addressing the new
competencies you are seeking.

Emphasise development opportunities, internal mobility and flexibility to attract young
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people to your organisation.

Consider the guidelines that Managers use do they encourage an innovative
approach where it is important?

Dispel the myths that stifle innovation provide a Frequently Asked Questions sheet
to clarify what can or cant be done.

Nominate a person to be the internal expert and advisor on Innovative Recruitment.
Support them to stay up to date with contemporary practices.

Set performance indicators for recruitment that include diversity and use of innovative
practices. Tips from the Standards Commissioner

Be open about your organisations workforce strategy and let staff know how it will be achieved. Develop a rationale and clear guidelines and processes to support workforce
planning initiatives such as diversity, career planning and succession planning. Otherwise decisions can be coloured by patronage, a practice rendered unlawful by the Public Sector Management Act 1994.
Try and project where skill deficiencies are likely to occur and publish how these
skills will be obtained (recruitment, development, acting opportunities).

Be open and clear at the outset of the process if you are looking for a diverse range
of applicants (for example from the private sector, from a cultural or gender group not commonly represented in your team/division/organisation).
When vacancies occur, have the courage to advertise them widely. Let existing staff
compete against all comers, but let them know that this is what you plan to do.
Be careful not to create the impression that an innovative approach is different to
working within the Standard. What others have done Bunnings Building Supplies undertakes demographic studies when establishing new stores to enable them to reflect customer base demographics in the job requirements and the personnel appointed. They use the information to employ people who are able to provide good and relevant service to the types of customers that are most likely to walk through the door.
The City of Swan recently developed a Strategic Human Resource Plan that led to
changes in the way staff are recruited and the development of a marketing strategy to promote the City as an attractive employer to potential applicants. The Department of the Premier and Cabinet developed a framework that can be used to assess alignment of human resource practices with business priorities. This includes sourcing the workforce. The Department of Agriculture reviewed their recruitment and selection processes and found that delays resulted in loss of applicants before the selection was
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completed. This made it difficult to achieve organisational goals and undermined the effort put into attracting a good field of applicants. They set timelines to drive the process and minimise delays (see Attachment 1A at the end of section 1).
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The Kimberley College of TAFE also found that the length of time taken to finalise selection processes caused unnecessary distress and inconvenience to applicants, particularly those from the private sector, who were accustomed to a speedier process. The College streamlined their procedures and developed flow charts aiming to have new recruits at the workplace within 40 working days (8 weeks) inclusive of advertising time, the process review period, and time for removal of personal effects where necessary (see Attachment 1B at the end of section 1).
1.2 Designing Jobs and Preparing Job Descriptions

Assessing the need for a job, the way the job is designed and the relevancy and currency of the job description are crucial components of an effective recruitment process. Too often this is neglected or, at best, given only cursory attention due to workload constraints, the urgency to fill a vacant position and what has developed as accepted practice. It is often easier to reorganise working arrangements when a position is vacant. It could be a good opportunity to implement aspects of your Workforce Plan and steer the organisation toward its business and recruitment goals. Consider recent trends in job design in both the private and public sectors, including: Project or assignment based approach to work and jobs, semi autonomous project clusters; Multiple reporting for different aspects of work or assignments with less emphasis on traditional hierarchies; Cross-functional teams and efforts to break down departmental silos; Attention to job results and outcomes, not just processes; More jobs that are location independent work can be done anywhere; More employees in integrating and coordinating roles working with consultants, contractors and agency workers (contingent workforce);
Job design to facilitate more flexible use of resources broader job roles and job
categories, with wider areas of responsibility, more generic job titles and less numbers of individual jobs; and Innovative job design to attract employees, facilitate development, enable internal mobility and provide employee job satisfaction. Potential applicants will use the job description to decide if they will apply for a position. To this extent it is a marketing document that promotes the job and the organisation. Poorly drafted job descriptions can cost the organisation if they lead to a lost recruitment opportunity or the choice of an applicant with the wrong skills set. The job description needs to be prepared in a style and format that will attract the applicants with the skills and characteristics that you are looking for. The job description should also convey a realistic impression of the work involved. Often there is too much internal jargon or it is written to achieve a particular level of classification. For example, the use of acronyms such as OSH and EEO or buzz words such as strategic alliances and a synergistic approach often confuse and can deter potential applicants.
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Things you can do

List all the different job titles and see if they can be rationalised to provide more
flexibility and eliminate confusion.

Identify similar jobs that could have one job description, e.g., team leaders. Use broader job descriptions supplemented with an attachment that is specific to the
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role and easily updated. Explain where the job fits in the organisation and why it is important.
Emphasise the results to be achieved in the job rather than work processes and
tasks this encourages a fresh approach to the way the job is performed.
Remember, the term selection criteria may not be familiar to many applicants from
outside the Public Sector.

Develop examples of common responsibilities and work-related requirements that
can be used to prepare job descriptions at all levels. Encourage common content and flexibility.
Write the job description in a user-friendly format that is suitable for the target
audience. Make sure it is free of jargon and easy to understand. Tips from the Standards Commissioner
The Standards do not specify that a Job Description Form (JDF) must be used for the
recruitment process. However, documentation should exist which outlines the role of the position and its work-related requirements. The employing authority can decide on the format and style of the documentation that supports a job.
Be mindful, particularly when using generic job descriptions, not to ask for additional
or different skills in the job advertisement to those described in the job ocumentation. What others have done Biotech Australia requires a person vacating a position to review the position with their Manager in order to ensure that the job description is relevant and in keeping with the current strategic direction of the organisation.
The WA Police Service has created job descriptions for sworn officers that not only
contain the selection criteria, but also the performance indicators associated with someone who meets these criteria. Applicants address the selection criteria by matching their skills and abilities against the performance indicators.
The State Ombudsmans Office uses three job descriptions (Senior Investigating
Officer, Investigating Officer and Enquiry Officer) when recruiting an officer to conduct investigations. The job descriptions are related, but reflect the different requirements of each of the three positions. This attracts a broader range of applicants. The successful applicant is offered one of these three positions depending on their level of skill and experience. Successful applicants are then able to move upwards in the organisation, through criteria progression, as their level of skill increases. Gerard Daniels has a Position Description that they use to assist clients, which includes Key Working Relationships (both internal and external), Key Result Areas and Behavioural Descriptors.
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The Office of Energy as well as the Department of Resources Development (now the Department of Industry and Resources) have attracted a better field of applicants by reducing the number of selection criteria, revising the way the job described and limiting the size of applications to three pages or less (see Case Study 4 in Section 5).
1.3 Determining the Work-Related Requirements

Work-related requirements (often referred to as selection criteria) are the knowledge, skills, abilities, personal qualities and values required to do the job and work effectively in the organisation. They are the basis of recruitment advertising and selection. If there is a mis-match between the work-related job requirements and the job itself, it is not likely that the right person will be found for the job. If the requirements are overly prescriptive or if there are too many, this may reduce the field of applicants. It is also better that a selection panel concentrates on properly assessing the important requirements rather than superficially assessing overly numerous requirements. It is suggested that educational requirements be the minimum necessary. For example, essential tertiary qualifications may exclude people who may be ideal because of their work-based skills. Try to describe work-related requirements in behaviour statements that reflect the role. For example well developed communication skills could be more usefully described as active listening, builds trust and adapts style to meet the needs of the audience. Give consideration to including attributes in the work-related requirements such as flexibility, creativity, client focus and initiative. It is possible to measure these attributes. The Search for Cultural Fit Organisations increasingly want to select employees who will complement or fit their culture and style. Some believe that it is easier to develop an employees technical skills and knowledge than it is to change behaviour or work style. The term cultural fit can mean many things and organisations need to be clear about what they actually mean. It is important that skills and attributes that indicate cultural fit are clearly articulated as behavioural competencies and do not contain inherent cultural or gender bias. These competencies should become part of the requirements for the position and they may be core competencies integrated into many positions within the organisation. If not managed well by an appropriately briefed and trained selection panel, this aspect of recruitment can result in selecting for people just like us or in discrimination and bias against groups covered by the WA Equal Opportunity Act 1984. This is counter productive to building a more diverse workforce. Core Competencies Some organisations have found it valuable to develop a set of core competencies. These competencies describe employee attributes that are considered essential at all levels of the organisation and therefore become standard requirements for all jobs. Sometimes they are developed for groups of jobs, e.g., all management jobs, all positions that interact with external customers.
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The core competencies usually reflect the organisations strategic goals, values or strengths that set it apart from its competitors. For example, the Competency Frameworks for CEOs and members of the Senior Executive Service (developed for the Western Australian Public Sector) include a set of core competencies that cover a range of values. Members of the Senior Executive Service are expected to advocate and model the following core competencies in the course of their duties. (Ministry of the Premier and Cabinet: Chief Executive Officer Competency Framework, October 1998).
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CORE COMPETENCIES for CEOs and SES Personnel

Achievement Orientation Set challenging goals to achieve high quality outcomes. Flexibility Adapt readily to change. Accountability Accept and act on the key accountabilities associated with the position. Integrity Model social, ethical and agency standards. Impartiality Demonstrate an objective balanced approach to dealing with conflicting perspectives. Professional Growth Engage in regular critical reflection on feedback and experiences in the workplace and act on these reflections to facilitate professional growth. Respect for Self and Others Model self-respect and respect for the rights and individuality of others. Some organisations further define core competencies at a number of different levels so that they can be used in recruitment and selection in a way that is relevant to the level or type of position. Emotional Intelligence There is increasing recognition of the personal characteristics that determine whether a person will succeed as a manager or leader in an organisation. The term, Emotional Intelligence is sometimes used to describe the collection of characteristics that determine how a person behaves in different situations and how they interact with others. It is clear that these characteristics distinguish leaders in an organisation from those around them. The danger here is that Emotional Intelligence and associated assessment tools (EQ profiles, EQ inventories) will promote new jargon at a time when one of the key messages in this publication is to use plain language to write documents such as job descriptions, policies and procedures. It is important for HR personnel and Managers to recognise the term when it does appear but not to lose sight of the fact that many will not understand what it means.
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According to Goleman (1995) Emotional Intelligence involves abilities that may be categorised into five domains:
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Self-awareness Knowing what we are feeling in the moment and using those preferences to guide our decision making; having a realistic assessment of our own abilities and a wellgrounded sense of self-confidence. Self-regulation Handling our emotions so that they facilitate rather than interfere with the task at hand; being conscientious and delaying gratification to pursue goals; recovering well from emotional distress. Motivation Using our deepest preferences to move and guide us toward our goals, to help us take initiative and strive to improve, and to persevere in the face of setbacks and frustrations. Empathy Sensing what people are feeling, being able to take their perspective, and cultivating rapport and attunement with a broad diversity of people. Social Skills Handling emotions in relationships well and accurately reading social situations and networks; interacting smoothly; using these skills to persuade and lead, negotiate and settle disputes, for cooperation and teamwork.
Things you can do

Reduce the number of work-related requirements and focus on priorities. Applicants
may self select out when faced with a multitude of criteria, particularly when many are repetitious or overlap. There are examples of selection criteria in use with up to fortyone different points that applicants are required to address.
Consider eliminating desirable requirements that can be a wish list that deters
people from applying.

Check that any special qualifications or experience required do not relate to
knowledge that can be learned on the job.

Identify the attributes that are common to all management roles and use this
framework to ensure consistency in recruitment and selection.

Consider including in the job descriptions of management positions the important
skills that will have the effect of improving the diversity competence of the organisation, e.g., multicultural language competencies or the ability to contribute to the organisations understanding of a diverse client group.
When defining work-related requirements, look at jobs within a broader context the
work environment, the various teams and the strategic focus of the organisation.
Include your organisations values with your recruitment information so that potential
candidates can take this into account when deciding to apply.

Translate the values you are selecting for into the behaviour people with those
values may exhibit. Once these are clear, behavioural-based interview questions and other selection tools can be used.
Check to see if there is appropriate recognition of the Indigenous and cultural skills
required, e.g., in identified positions, or in positions that contribute to service design or delivery to Indigenous clients and clients of culturally diverse backgrounds.
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Tips from the Standards Commissioner

The Standards do not require that the term selection criteria must be used.
However, it is important to identify the work-related requirements. The Recruitment Standard requires an assessment of a persons skills, knowledge and ability, as they are relevant to the job.
Exercise caution when using experience as a work-related requirement as
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experience is often linked to seniority. Seniority cannot be used as the basis for any selection in the Public Sector. In addition, experience does not necessarily denote possession of particular skills or abilities. If experience is used, its use must be capable of being judged as reasonable.
Avoid organisational specific knowledge and processes where possible. They may be
so specific that only existing employees will be able to understand or explain them.
Requirements can include a fit with organisational values and diversity objectives.
However, these need to be reasonable and necessary to do the job. It is important to be open about such requirements and properly assess them. One option may be to use wording like a willingness to commit to the objectives and values of the organisation. What others have done
Yahoo, the innovation driven Internet search company has identified four core
attributes of great employees: people skills, spheres of influence, ability to think tactically as well as strategically, and a passion for life. The Art Gallery of Western Australia (Department of Culture and the Arts) has self-managed teams. Staff are recruited for their ability to assist the team to operate effectively and meet future requirements. The job description for team leaders describes the outcomes expected of that role, as well as the actions the team leader is expected to take to achieve those outcomes. Job descriptions also contain the core values of the organisation: respect, excellence, ethics and commitment. These values are described as behavioural statements, and are tested at interview through behavioural-based questions.
1.4 Evaluating and Classifying Jobs

Job evaluation is a systematic procedure for analysing jobs or groups of jobs and establishing their relative value (classification) one to another. If it has been several years since the existing classification was reviewed or if the job has changed considerably it may need to be reassessed. Keep in mind that that many Job Evaluation Systems are based on a traditional and hierarchical view of work and may not reflect and reinforce what is important for your organisations success. There is also concern as to whether job evaluation schemes, that use comparisons with traditionally male jobs, are free of gender bias. Job evaluation is not scientific and systems and processes have been found to reinforce existing bias and have elements of inherent discrimination due to the factors, the assigned weightings, the benchmark positions chosen and the evaluation process. The system used in the Western Australian Public Sector was introduced in 1988 and is a modified version of Bipers. The factors, the weightings, the descriptions and the processes were all changed at the time of implementation to suit the requirements of what was then the WA Public Service. They have not been reviewed since they were introduced. Agencies are guided to use the Bipers assessment as a tool but to take other information into account.
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Under the Public Sector Management Act 1994 in Western Australia, agencies are able to adopt an alternative job classification system, provided approval is obtained from the Department of the Premier and Cabinet. Several agencies have adopted alternative systems. Remember that it is important to consider the true market value of what is needed to describe and attract the right people. It can be very expensive to put the wrong person in the job. Things you can do
When reviewing a position, consider if the job has changed significantly since it was
last classified.
Does the job description properly reflect the range and level of responsibilities and
work-related requirements?
Do the words and the language used to describe the duties of a position reflect a
gender bias? For positions traditionally filled by women words like patience, tact and commonsense may have been used rather than alternatives like fostering and promoting a good image for the organisation.
Look at the job descriptions of lower status positions. Is there a possibility that
workers have under-valued the responsibilities of their job or under-described the competencies required? Research indicates women have a tendency to be selfdepreciating rather than self-enhancing in such exercises.
Review your job evaluation process to identify any elements of inherent bias. Consider different job evaluation systems and learn from the experience of others
who have tried this. Tips from the Standards Commissioner

The explicit agreement of the Department of the Premier and Cabinet is required to
adopt new classification systems.

Ensure the people making decisions about classification levels are aware of the
scope for bias in systems and processes. What others have done
The Department of Productivity and Labour Relations (now Department of
Consumer and Employment Protection) and Main Roads WA have each adopted new classification systems that better suit their industry needs and enhance their recruitment processes.
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Attachment 1A Example of a staff circular on timeframes for recruitment and selection processes
Both Managers and HR staff have been concerned that it generally takes too long to fill positions. As a result we lose good applicants in the process. It also does not give the best impression of the agency to job applicants. Objective Our objective is to fill positions in the shortest possible time frame. This is from the time the HR Branch is notified of a resignation, promotion, transfer or creation of a new position to the time that the successful applicant is advised that the offer has been confirmed (i.e., after the breach review period is completed). How we aim to do this 1. 2. 3. 4. 5. To set target times for the period required to fill a position. To measure and report on performance against the target time. To identify areas where the target time is not met and to determine why this occurs. To assist Managers to continuously reduce the average time taken to fill positions. To ensure HR processes are as efficient and timely as possible.
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Target times If the appointee is from the WA Public Sector If the appointee is outside the WA Public Sector If the position is also advertised internationally - maximum of 40 working days - maximum of 50 working days - add 5 working days
These times will not include advertising lead time, time taken to obtain Ministerial approval or time involved in a review against the Public Sector Standards. If the successful applicant is from interstate or overseas the target time does not apply. How the time will be measured The HR Branch will measure the time taken to fill each position. Ongoing information on the status of vacant positions will be available on our Intranet. The HR Branch will also prepare a three monthly report that will be made available to all Directors and presented to the Corporate Executive. Further assistance Please do not hesitate to contact the HR Branch if we can be of any assistance or if you have ideas that will help to improve our track record as an agency in this area. (This document has been adapted from the Benchmark Timeframes supplied by the Department of Agriculture.)
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Attachment 1B Kimberley College of TAFE
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Step-by-Step Flow Chart and Timeframes for Recruitment and Selection Process Summary - Recruitment, Selection and Appointment Process
STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 STEP 7 STEP 8 Form HRF002 authorised by Managing Director. Job description/classification reviewed. Redeployment clearances sought where necessary. Advertisements prepared. Advertising booked (InterSector, and Marketforce for newspaper advertising). Applications received and receipt acknowledged. Applications close. Vacancy file to selection panel Chairperson within two working days (by airfreight/courier as necessary) of closing of applications. Applicants short-listed (for interview). Letters to non-short-listed applicants to be despatched no later than 7 working days after application closing date. Interviews conducted. Completed selection report to be with Human Resource Manager (with vacancy file) within 14 days of application closing date. Process checked and confirmed by Human Resource Manager within two working days of receipt of selection report. Recommendation/Appointment Offer letter despatched to successful applicant within two working days of receipt of selection report. Simultaneous with Step 14, letters are sent to unsuccessful interviewees, and to non-short-listed applicants, attaching forms for appeal of process/breach of Standards. At end of review period issue final appointment letter. Vacancy file consolidated and filed under locked cover.
STEP 9 STEP 10
STEP 11 STEP 12
STEP 13
STEP 14
STEP 15
STEP 16 STEP 17
NOTE 1
If for unavoidable reasons any of Steps 8 to 15 need to be delayed, then appropriate written or verbal advice should be conveyed to applicants.
Steps 1 to 16 should be completed within a maximum of eight weeks from the authorisation of Form HRF002.
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SECTION 2 - PLANNING TO RECRUIT

Planning to recruit is about deciding on the approach that is needed to attract the right field of candidates for a particular job. It provides an opportunity to vary standard recruitment practices to suit the position. Examples of how practices can be varied to increase flexibility of process and diversity of applicants are in Attachment 2A at the end of this section. Planning also minimises delays and ensures there is sufficient time to complete all of the steps in the process, including activities such as preparing new copy or graphics for printed advertisements, placing notices in specialist or trade journals and tapping into less familiar networks as part of a search plan. Planning tools may vary from a simple checklist designed to make sure all the relevant issues have been considered to very detailed project plans. Examples of two different planning techniques are provided in this section.
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2.1 Developing a Recruitment Plan

Some organisations prepare a Recruitment Plan before starting any recruiting process. Whilst the style of plans may differ, the plan generally includes: Goals for the recruitment exercise; Recruitment strategies needed to achieve the goals; Specific steps required, by whom and by what date; and Documentation that will be required at various stages of the process. An example of a generic Recruitment Plan is included at the end of this section as Attachment 2B. A sample Recruitment Plan to attract Indigenous applicants has been included as Attachment 2C.
2.2 Using a Search Plan

A Search Plan is more specific and outlines strategies to attract applications from a wider field of applicants or from particular groups of potential candidates. The Search Plan encourages the use of different search techniques, non-traditional processes and networks. The Search Plan can be part of the overall recruitment plan or a stand-alone strategy. It can also provide the rationale for seeking applications from those groups of people specified under the Western Australian Equal Opportunity Act 1984, using either the measures intended to achieve equality or genuine occupational qualification provisions. A sample Search Plan for attracting applicants from overseas and from culturally diverse backgrounds is at Attachment 2D at the end of this section. (See also Section 3: Targeting Possible Candidates or Groups). It is useful to gather information to determine which strategies had the most impact in attracting a more diverse field of applicants. An example of a simple feedback report is at Attachment 2E.
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Things you can do

Create a template Search Plan to encourage Managers to use innovative strategies
and non-traditional networks and advertising media. This could be complemented by a form that prompts Managers by listing alternatives they may not have thought of. For some Managers, encouragement to advertise more widely might mean using a national paper when the use of several targeted community papers might be a more appropriate way of casting the recruitment net widely.
Create a template Recruitment Plan to be completed by the selection panel. Form the selection panel before the position is advertised so that the work-related
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requirements can be reviewed with input from the panel.

Decide on the appropriate selection tools at the planning stage. Keep data to measure the success of using non-traditional avenues of recruitment
and how many non-traditional applicants were shortlisted and competitive.

Encourage the panel to develop an information sheet to attach to the job description
which clarifies any local requirements or details which might assist applicants.
Decide whether some work-related requirements should be given extra weight in the
selection process. If so, let all applicants know when they receive information about the position.
If using recruitment consultants, brief them fully on the organisations workforce
planning objectives and goals of the recruitment exercise.

Have someone other than one of your staff read your organisations applicant
information kit to assess its clarity and user friendliness. Tips from the Standards Commissioner
Ensure that the Search Plan is used to attract and encourage a range of applicants,
not just to find the right person and simply offer them the position.
Plan to finish the search in a reasonable time, but retain the flexibility to keep
searching if necessary. Tell all applicants of this flexibility, e.g., in the application kit.
Be clear in the material given to applicants that a Search Plan is being used and
include a description of any flexible arrangements that are in place.

If using a Search Plan, the position must still be advertised in an appropriate way.
The Recruitment Standard allows a job to be advertised anywhere that is deemed suitable for that job. However, it is well to remember that the intention of advertising is to attract, not exclude people.
Document all significant decisions relating to the search and recruitment strategy,
including the rationale.

Tell applicants how the work-related requirements are going to be measured.
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What others have done

At the University of Western Australia, there is a comprehensive Recruitment Plan
with two objectives: firstly, to optimise the size and diversity of the pool of applicants; and, secondly, to retain the interest of quality applicants throughout the selection process. It involves going beyond the normal advertising procedures and using less formal networks to inform potential applicants about vacancies. A Search Plan is required when recruiting new academic staff. Developing and using a Search Plan broadens the field of applicants and is seen to be helpful in attracting, in particular, well-qualified women candidates (see Attachment 2D at the end of this section and Case Study 6 in Section 5 for a Search Plan used to attract more female applicants). The Department of Training (now called the Department of Education and Training) have started to develop Recruitment Plans to manage specific recruitment exercises (see Attachment 2B at the end of this section for an example).
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Attachment 2A
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Recruitment planning Strategies to achieve more flexibility and diversity Strategy Want to achieve more diversity. Process JDF Ways to Achieve the Strategy. Ensure the JDF does not directly or indirectly exclude people from the relevant diverse backgrounds. Where appropriate, describe the skills that capture what your organisation means when it is talking diversity, e.g. ability to communicate sensitively with clients from diverse social and linguistic backgrounds. Recruitment Plan When you advertise When you want to search for a more diverse field of applicants Advertisement Include an explanation of the reasons for needing increased diversity and the use of relevant recruitment strategies for the job being filled. Include the explanation and strategies for diversity in the applicants kit. Indicate the diversity objectives in the advertisement and that a search may continue after the closing date if there is not sufficient diversity in the pool of applicants. See advertisement sample in the box below. (It is important to remember that such a search process should occur prior to any assessment being made of the content of applications.) We are seeking to increase the diversity of our workforce to better meet the differing needs of our customers and to improve equal opportunity for our employees. ..and..are particularly encouraged to apply. In order to deliver the best possible service to our clients we aim to build a workforce that reflects the diverse community that we serve. We have an ethos that values diversity and the skills of diversity management . ..and..are particularly encouraged to apply.
Selection process
Design the selection process to enable people from a range of different backgrounds, including people with a disability, to present themselves to best advantage.
Selection Process
When you appoint
When the field of competitive applicants has been selected, take the organisations diversity objectives into account when deciding which person to appoint. This position may be filled full time or with two part time appointments. Flexible work arrangements includingand..may be negotiated. This is a part time position of approximately.hours per week. Exact hours, work days and times will be negotiated with the successful applicant prior to appointment.
Want to encourage a work life balance and enable people with families to access careers. Dont know if the job will be temporary or permanent.
Advertisement
Advertisement
The initial period of the appointment is formonths and may be on a fixed term contract, secondment or acting basis. It is possible that the period will be extended and/or that the successful applicant will be made permanent after the initial period. Appointment: fixed term contract, secondment or acting formonths/years with the option of extension or permanent appointment to the position.
May want to use the same field for similar jobs later.
Advertisement
The initial appointment is for..positions. Suitable and competitive candidates not initially appointed will be included in a pool for consideration for vacancies in similar positions that arise within the next.months. Applicants to these positions my be considered for similar positions in similar locations should more vacancies arise within a reasonable period.
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Applicants kit
Give details of how later appointments will be made note that breach regulations are different for appointment from a pool this would need to be detailed in the kit. To meet the organisations business needs we may continue to search to increase the pool of applicants after the closing date if there are insufficient numbers of potentially suitable applicants following the initial shortlisting assessment. If so, the closing date will be extended and applicants will be advised of the new date and they may submit a revised application. The position may be re-advertised.
Want to keep searching if the field lacks sufficient potentially suitable candidates.
Applicants Kit
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Attachment 2B Example of a recruitment plan

Goal: To attract a suitable field of applicants for XXX position by(date) Action 1. Review job description and work-related requirements to reflect organisational objectives (including workforce diversity and business needs). Develop and document a Search Plan for the job that includes: How to indentify those individuals who could be highly competitive for the position and how to advise them of the vacancy. Other strategies for bringing the vacancy to the attention of potential applicants, e.g., industry networks, educational institutions, associations, journals, publications, other agencies. 3. 4. Establish a panel and book dates for advertising, short listing and interviewing, to keep recruitment cycle as short as possible. Decide where to advertise the vacancy (press, Intersector, other) to attract a diverse range and a wide field of applicants, and arrange advertising. Identify the most attractive aspects of the position from applicants perspectives and include them in the advertisement and information package sent to applicants. Prepare information package including: Information about the position, the organisation and desire for workforce diversity; Opportunities and benefits that will promote the position and be of interest to applicants (salary, conditions, flexible work options, location, type of work, career options, challenges); Advice on how to apply, the search process and the possibility of the recruitment cycle being extended to incorporate a search process; and Ensuring that an appropriate, informed staff member is available to take calls from prospective applicants. 7. Assess the field of applicants for competitiveness and diversity and decide whether to extend the search process (e.g., by Executive Search or readvertising the position). Document any decisions to supplement the field. (Adapted from a Recruitment Plan provided by the WA Department of Training.) By Whom By When
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2.
5.
6.
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Attachment 2C
Example of a recruitment plan to attract Indigenous applicants

Goal: To recruit and select the most suitable applicant for the position of Indigenous Employment Coordinator, by..(date) Strategies and Actions Responsibility By When
1. Establish a selection panel with the required expertise and cultural knowledge. Invite one or two Indigenous people with a knowledge of employment programs to participate on the panel.
Manager of the position and HR advisor
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2. Review work requirements of the position to ensure the Manager, panel combination of skills will not limit good applicants from member and HR applying. advisor 3. Identify the most attractive aspects of the position for Indigenous applicants and prepare job-related information. 4. Develop a Search Plan to utilise networks to bring the vacancy to the attention of possible applicants. Document the rationale for the Search Plan. 5. Decide how and where to advertise the position to attract the best possible pool of applicants for the position. Advertise vacancy. 6. Book facilities in an Indigenous community organisation HR personnel in both the metropolitan and SW regions for interviews. 7. Arrange for the panel to meet to shortlist and decide on Panel members the assessment process. and HR advisor Manager with HR advisor Manager, panel member and HR advisor Manager with HR advisor
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Attachment 2D Example of a search plan to attract a more diverse range of applicants.

University of Western Australia Lecturer/Senior Lecturer in .............. Department of.............. The Department of .......... has been aware of the need to fill the current vacancy for some time and members of the department have given serious consideration to what is needed to meet our longer-term objectives. We have identified an important change in the nature of our student body over the last few years. Over 50% of the undergraduate students in the department are now from overseas or non-English speaking backgrounds in Australia. Increasing numbers of them are now also entering post-graduate work. We have recognised a need to provide some additional support for this group within the department. At present, however, there are no academics in this department who have special skills in working with a culturally diverse student group and in the past we have had few applications from such people. Our departmental discussions have identified meeting this emerging need as a priority. Therefore we are particularly keen to attract a range of highly qualified applicants with relevant experience. During the past year members of staff have been using opportunities at professional conferences to meet academics working in this area and to note their areas of interest. We have kept a file on these and added to the file the names of students who have previously completed their doctorates in this University. All members of staff have also been asked to review contacts within their professional networks in order to identify potential applicants or institutions with strong graduate programs in the advertised area.
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Strategies
In order to attract high quality applications from a more diverse range of people, as well as more applications from people with particular skills in teaching students from a range of cultural backgrounds, we intend to act as follows: 1. The advertisement will include the words: academics with an interest and capacity to advance the interests of students from a range of cultural and language backgrounds are particularly encouraged to apply. 2. The position will be advertised in two overseas journals with significant circulation in countries from which we draw large numbers of students. 3. We are writing to all universities with strong reputations in the advertised area asking them to disseminate information about the position. We have engaged a post graduate student to analyse recent literature in this area and to identify institutions and individuals whose research interests appear relevant so that they can be individually targeted. 4. We are contacting professional associations and, where they exist, specific sections of those associations in countries from which we draw large numbers of students. To encourage applicants from these countries we will ask for the names of individuals working in the field in which selection is to take place and send them the advertisement and work-related requirements. 5. We are keen to attract staff with a commitment to support doctoral students with culturally diverse backgrounds and this is specified in the work-related requirements.
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Attachment 2E Example of report on search plan to attract female applicants
SEARCH PLAN REPORT Statistics No. of potential candidates contacted No. of applications received No. of candidates shortlisted Strategies used to attract female applicants: List all formal and informal mechanisms used to attract female applicants, e.g.: formal and informal networks; and promotional strategies targeting women. 1. M M M F F F
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2.
3.
4.
5.
Can you comment on which strategies were most successful?
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SECTION 3 - ATTRACTING THE TALENT 3.1 Selling the Benefits

In todays labour market there is an increasing demand for skilled labour, and employees are likely to move more frequently between jobs to gain the breadth and variety of experience that enhances their marketability. Attractive remuneration packages are not the only factor a potential employee may consider when deciding whether to apply for a job. Increasingly, employees are looking for benefits such as: Flexible work options; The opportunity to work with organisations at the cutting edge; The chance to work on exciting or innovative projects; and Training and development opportunities. Corporate image and values Employers recognise that there are other less tangible factors that influence decisions to apply for or accept job opportunities. These may include the reputation or image of the organisation. It could also be that the most attractive feature of an organisation is its diverse workforce, where it is apparent that traditional job and style stereotypes no longer exist, and where all employees are offered appropriate opportunities to contribute, develop and succeed. Increasingly, organisations look at how they can differentiate themselves from their competitors in the war for talent by promoting positive aspects of their organisation to prospective job applicants. Recruiting for rural areas Attracting people to work in rural areas has its own challenges. The unique lifestyle and the location can be promoted to attract applicants. However, it is also important to anticipate and address concerns potential applicants may have about the location, for example: Professional and social isolation; Access to training and development; and Availability of accommodation, schools, transport, recreation and other facilities. Employers in rural areas have found it necessary to offer more attractive conditions of employment to attract applicants. Often extra conditions, such as accommodation, transport, allowances, removal costs, bonuses and study arrangements, can be put together as a package and presented very positively to potential applicants.
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Things you can do

Identify what is unique about your organisation. These are the features that would be
of interest to potential job applicants.

Run a focus group with recently appointed employees to find out what attracted them
to your organisation and what worked in the recruitment process.

Devote a section of the web page to issues of interest that you have identified for
potential job applicants. The site could include items such as testimonials from nontraditional employees.
For rural recruiting, sell the benefits of the location in your job information and on the
website. Provide contacts for more information about facilities.

Develop simple but professional communication tools to promote the organisation as
an employer.
Work with your marketing section to integrate recruitment and the corporate
marketing strategy.
Demonstrate the organisations ability to deliver top quality service by handling
applications efficiently and treating the applicant as you would treat a customer or client.
Avoid the use of confusing public sector jargon, and keep all communications clear
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and simple. Tips from the Standards Commissioner

Make sure that what is communicated is accurate.
What others have done

Alcoa advertised for graduates using the headline, Your biggest job isnt always at
work. The advertisement focused on what they believe is their distinct advantage as an employer a concern for staff successfully balancing their career with their life outside work. Disability Services Commission, Central TAFE and the Department of Land Administration have all moved to advertisements that are non-bureaucratic, present a strong corporate image and have a personal approach that aims to promote more of the benefits of the job. J P Morgan, securities and investment bankers, have a War for Talent web site that they use as their main platform to spread the message that their goal is to be the most attractive place to work for the very best people. The Web site provides the following information: - profiles of non-traditional role models within the organisation to demonstrate that success has many styles; - details of discounts available to employees; - a summary of initiatives completed or underway within the organisation; and - Morgans human resource policies. The site received 25,300 hits in its first year of operation. The Commonwealth Department of Immigration and Multicultural Affairs included a few focus questions on the back of letters to unsuccessful and successful applicants, encouraging them to provide feedback on their experience of the recruitment process.
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3.2 Choice of Media and Job Advertisements

Choice of Media While newspapers account for the most employment advertisements, there is a growing recognition that other mechanisms may also be effective in reaching prospective applicants, who may not ordinarily consider your organisation as an option for employment. The final choice may include two or three different mechanisms and will depend upon the position, the target groups, previous success in attracting applicants, cost and the objectives of the recruiting exercise. Consider the following options for advertising in your recruitment planning: Local and community newspapers; Community or public notice boards; Association or trade journals and newsletters; Ethnic, Indigenous or Community Radio; Industry forums, seminars, conferences; Specialist recruitment and search services; Employee referrals and networks; Educational institutions; Career counselling services; Targeted direct mail; Tourism networks; and Immigration services and Migrant Resource Centres. Effective Job Advertisements The challenge for organisations is to ensure that their recruitment advertisements attract attention, create a positive impression and offer a real benefit that motivates prospective applicants to submit an application. It is worth noting that many worthy applicants are not necessarily looking to leave their current positions. Attracting a quality field of applicants is also important. A well-conceived and well-placed advertisement in the right forums that pinpoints and attracts the right candidates will cut down hours spent in the selection process. When scanning the employment columns in any newspaper it becomes apparent that the advertisements that stand out are those that:
Use graphics; Have eye catching headlines and exciting copy;
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Have more white space; Speak to the prospective applicant, rather than merely describing the job; and Present a distinctive, positive corporate image. Online Recruiting Use of the Internet as a recruitment tool is becoming more popular. Increasingly, organisations use Internet Job Bulletin Boards and specialist web sites to advertise jobs.
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Many organisations post current or upcoming vacancies on their web site and draw attention to this in newspaper advertisements or by establishing links with other Internet sites. It is important to consider use of the Internet as part of an overall recruitment plan. It provides ready access to information and can make it easier to submit applications, especially for people in rural areas. However, it should be used because it is suitable for your target groups. In some cases it may limit your pool of applicants if it is not used in conjunction with other ways of advertising. Studies continue to show that certain groups are more or less likely to utilise the Internet than others. For example, members of certain ethnic minorities may have less access, women are still less likely to use the Internet than men and younger people are more likely to be on-line than older individuals. This is another good reason to consider the Internet as just one more method of recruiting. The Perils of On-Line Recruiting Lin Grensing-Pophal, Society for Human Resource Management Article October 2000. Things you can do
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Dont limit advertising to internal audiences. To make the advertisements more effective have a catchy headline, usually a job
title, and start and end with a grabber. The most effective recruitment advertisements start with the single most attractive element of the job and end with more good news about the job or the organisation.
WA Public Sector agencies can take advantage of the assistance offered by
Marketforce Productions, the public sector mandatory contractor for recruitment advertising. This is a free service that includes assistance to develop an agency advertising style and offers advice on the use of graphics and creative copywriting. (Examples of suggested improvements to copy and style can be found in Attachment 3A at the end of this section).
Consider using alternative placements for recruitment advertisements where it might
help to build a broader pool of applicants. It can be a smart way to spend the recruitment-advertising dollar when particular placements are targeted. For example, for physical roles requiring fitness and stamina, why not target venues like gyms, bush walking clubs and sports clubs?
Use personal networks and approach known networks to alert people to the
opportunity. Inform known community members of diverse groups that the organisation is serious about wanting to recruit people from that community. Tips from The Standards Commissioner
Remember that the intent of advertising is to attract, not to exclude people. The
Recruitment Standard requires that jobs be advertised as widely as is appropriate. This does not impose restrictions about where jobs are advertised or what can be placed in a job advertisement. Jobs may be advertised in several places at the same time.
Even if a job advertisement is minimalist in its presentation, ensure that relevant
information has been included somewhere in the advice provided to all applicants to avoid ambiguity or confusion. For example, if initial shortlisting is to be conducted by telephone, make potential applicants aware that their first contact with the
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organisation will be by telephone and that it will constitute part of the selection process.
Be aware that applications received electronically via e-mail or the organisations web
site are considered legal documents and form part of the public record. Accordingly they are subject to the same confidentiality, storage and disposal rules and can be subject to freedom of information requests. What others have done Central TAFE has developed the practice of lodging small job advertisements and all relevant job information on its web site which includes links to industry web sites. Applicants are then able to apply for vacancies on-line. Central TAFE reports increased responses and a larger pool of applicants due to the easier application process. The Geraldton Health Service has frequently placed recruitment advertisements in windsurfer magazines, to capitalise on one of the prime attractions of the region that could act as an incentive for possible applicants to consider relocation. The Department of Land Administration has had success in placing blind advertisements (not identifying the employer) and including only one or two selection requirements in the advertisement to attract applications from people who would not ordinarily consider a career with the public sector, or with that specific organisation. They find that this practice attracts many more applicants, particularly from the private sector (see Case Study 2 in Section 5). The Department of Resources Development (now the Department of Industry and Resources) trialed a new advertising format for a position where no suitable applicants responded to an advertisement. The reformatted advertisement emphasised career development opportunities and presented the reduced workrelated requirements in a conversational style of text. (see Case Study 4 in Section 5). The Sydney based Mater Hospital and St Vincents Private Hospital both distribute colourful self addressed postcards that encourage those looking for nursing opportunities to express their interest in receiving more detailed information about employment opportunities. The postcards present a positive image of working in the Sydney locations, city to work in 5 minutes; work to beach in 10 minutes, and provide room for interested people to specify their preferred work option (full time, part time, casual) as well as their preferred areas of nursing. The NSW Police Service placed advertisements in several gay magazines with the caption, You can wear any colour of leather you like as long as its black. They also included glossy colour advertisements in Cleo and Cosmopolitan magazines to target the 20 to 34 year age group of readers as a strategy to increase the percentage of female police recruits. The City of Kalgoorlie/Boulder made a promotional video about life in the region to attract applicants from out of town. Daimler Chrysler ran the following advertisement in a US Black Engineer magazine: A workplace that works creates an almost audible hum, a buzz that means people are inspired, confident and passionate about what they do. At Daimler Chrysler we bring together all kinds of people with their richly varied origins, perspectives and life experiences. And then they perform, drawing on their diversity to enrich and enhance the finished products. Together they create the harmony of our workplace (quoted in HR Magazine, October 1999).
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The Adelaide Community Healthcare Alliance ran a series of advertisements using a cartoon layout with minimal text. They placed spotter advertisements in different sections of the recruitment notices to direct readers to their main advertisements. They reported receiving significantly more applications from such extremely high quality applicants that they could have chosen any of the shortlisted applicants (see Case Study 1 in Section 5). The Department for Community Development gave consideration to the advertising process they would adopt for their Aboriginal Customer Service Delivery Officer Traineeship positions. By using local media, word-of-mouth and Indigenous agencies to alert people to the traineeships, the pool of applicants was broadened significantly.
3.3 Targeting Candidates from Specific Groups

There are two options open to organisations that wish to specifically target applications from members of particular groups to enhance workforce diversity. 1. Earmarking positions for members of particular groups Positions can be specifically earmarked for members of particular groups when it is a genuine occupational qualification that the person selected be from that group in order to properly carry out the job, or best meet the needs of clients serviced in that position. Examples are people from a particular age group, from culturally diverse backgrounds, or from a specific gender. A genuine occupational requirement is recognised under the WA Equal Opportunity Act 1984. 2. Giving preference to applications from a specific group Organisations can give preference to applications from a specific group when the recruitment of a person from that group can be demonstrated as a measure intended to achieve equality. Such measures can be applied when it can be demonstrated that offering the position to a person from a specified group will provide them with opportunities for their development or career path, where members of that group have historically been under represented in the organisation or business unit. This is provided for in the WA Equal Opportunity Act 1984. Alternatively, it may be that the measure is intended to assist in achieving equality of opportunity for specific sections of the client group. By recruiting employees from that group into decision-making positions or where they will serve as role models, the organisation can enhance its capacity to develop policy and deliver services that impact favourably on that client group. It is important that the rationale for such preferences be documented at the outset of the recruitment process. Such documentation will assist in guiding those involved in the recruitment and selection process and will assist in ensuring that an organisations decisions are considered and defensible. Sample rationales for selection processes that encourage the recruitment of a diverse workforce are at Attachments 3B & 3C at the end of this section (also see Case Study 8 on Recruiting for Diversity in Section 5).
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Things you can do

Consider the extent to which your organisations demographic profile reflects that of your client or customer base. Explore opportunities to target the recruitment process to enhance workforce diversity and position the organisation to better anticipate, meet and deliver client focused services.
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Use newspapers and radio programs that are for the group that you want to attract. Examples are use of the Australia Chinese Times or use of the Koori Mail and the RTR radio Indigenous program to attract Indigenous people. You could also place advertisements on notice boards in places visited by the target group. Examples are Migrant Resource Centres and services such as Aboriginal Medical and Legal Services. Use the ethnic broadcasting stations to reach out to prospective applicants of culturally and linguistically diverse backgrounds. What others have done The Department of Indigenous Affairs has used Indigenous artwork and symbolic colours in its advertisements to attract the attention of potential Indigenous applicants. When advertising vacancies for Fire Officers, Fire and Emergency Services (FESA) placed advertisements in gyms to attract the attention of prospective applicants who were into fitness, particularly women. They also advertised with Manguri, an Indigenous employment service, to attract more Indigenous applicants. Corrective Services Division Ministry of Justice liaised directly with community members and spoke with Indigenous Elders to gather support for a recruitment program for Indigenous prison officers (see Case Study 5 in Section 5).
3.4 Using Simple, User-Friendly Application Processes

Obscure or overly prescriptive job requirements, and rigorous application processes are likely to deter applicants from both the public and private sectors. Potential applicants are less likely to apply if they have to write a selection criteria essay to even get past first base. Often applicants from other organisations are discouraged by the news that someone is already acting in the position, and do not think it is worth the effort of applying. The practice of having employees acting in vacant positions can provide them with a valuable development opportunity and is a strategy for grooming a diverse range of employees for more senior positions. However, if not managed well and transparently, long term acting opportunities prior to the position being put to open recruitment can constitute an unwitting bias against external applicants and mean that the organisation is not attracting the best pool of quality candidates. Research conducted by the WA Office of EEO indicated that a significant number of public sector positions are filled from within the organisation. Whilst this may have immediate benefits, the organisation misses out on the longer term benefits derived from the new experiences brought in by applicants with different employment backgrounds. Simplified processes enable you to take full advantage of the interest generated by the position advertisement and other strategies in your search plan. It encourages applicants to throw their hat in the ring even if they had not previously been considering a career change, particularly those not accustomed to public sector recruitment. Applicants from outside the public sector report being alarmed and put off by what is expected of a typical public sector application, with its myriad of selection criteria. When attempting to make it easier for applicants, consider the following: How information is obtained by prospective applicants;
The clarity of job information instructions;
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How applications can be submitted; The format required for the application;
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The application form and any other forms; The style of the Job Description (see Section 1); The information needed to address the work-related requirements; and Your choice of contact people for inquiries and their understanding of customer focus. Things you can do
Enable applicants to inquire by telephone, e-mail, fax or mail. Invite applications by a variety of media e.g., e-mail, Internet, fax, etc. Have application kits on the organisations web site, or include an e-mail address in
the job advertisement so that prospective applicants can e-mail their postal address.
Explain the application process and the term work-related requirements simply in
the job package so that it makes sense to applicants, particularly those from outside the public sector.
Discourage long essays on work-related requirements. Specify the maximum
number of pages that you expect a written application to be.

Avoid rules like failure to address all the requirements will result in elimination from
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the selection process.

Remove the distinction between essential and desirable job-related requirements.
Reduce the number of requirements.

Ensure that nominated contact people are available to handle inquiries about the
position promptly and knowledgeably.

Use a simple checklist for the separate attachments applicants are being asked to
provide (e.g., public sector application form, covering letter, short statement of claim, resume, qualifications, etc).
Include a checklist that can be ticked off by the applicant when there are specific
qualifications for the position (e.g., C Class drivers licence, First Aid Certificate, etc).
Use questionnaires with spaces for short responses when a higher level of writing
skills is not important for the job.

Develop a more flexible policy around late applications. For example, state in the job
information kit that late applications will only be accepted if contact has been made with the employer prior to the stated closing date. If applicants make inquiries about the position close to the close off date, encourage them to fax through an expression of interest, or file note that their intended application will be arriving late.
Consider surveying a range of applicants to identify what they thought of your
organisations recruitment process. This could include shortlisted and non-shortlisted applicants, as well as those people who expressed an interest in the position and then did not apply. Tips from the Standards Commissioner
The Recruitment Standard does not require applications to be provided in a hard copy written format. Nor does the Recruitment Standard require applicants to include in their application
specific headings for each of the work-related requirements for the job. All that applicants need to provide is sufficient information for the employing authority to easily assess their suitability against the work-related requirements of the job.
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It is the role of the selection panel, or other configurations of selection decision-
makers, to examine all the material provided by the applicants, and to determine the extent to which they demonstrate that they competitively meet the work-related requirements of the job.
The more you free up the application process, the more important it is to document
significant decisions so that they are defensible if necessary. This does not have to be lengthy (see the sample selection matrix and reports at the end of this section).
The guiding principle for accountability of process is to provide enough information
for an independent reader to be able to follow the processes and understand why decisions were made. What others have done The Aboriginal Alternative Dispute Resolution Service (AADRS Ministry of Justice) and the Metropolitan Cemeteries Board ask applicants to complete a questionnaire/application form containing prompts to assist them in responding to the work-related requirements. Both organisations offer assistance to applicants who require further help completing the questionnaire. Shortlisting is then done on the basis of the information provided. (An extract of the AADRS application form is at Attachment 3D at the end of this section). The South West College of TAFE trialed the use of an initial telephone contact from interested parties as a method of encouraging applications for a hard-to-fill position (see Case Study 7 in Section 5). The Library and Information Service of Western Australia (LISWA) actively sought applications from people outside the public sector. LISWA provided briefing notes for the selection panel to ensure that suitable applicants were not selected out through a lack of familiarity with standard public sector recruitment practices. The briefing notes also included the rationale for attracting applicants from these backgrounds. It was attached to the selection report to ensure that all processes and decisions were defensible (see Attachment 3E at the end of this section). The Ministry of Justice uses a How to Apply package with resume and job requirement templates for their Prison Officer promotion system.
Challenger TAFE provides guidelines and examples in the job information kit on how
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to address selection criteria. Disability Services Commission holds information sessions for people interested in applying for Client Assistant and Social Trainer vacancies. The sessions provide possible applicants with detailed information about the job, the training opportunities and the recruitment and selection requirements. Attendees have the opportunity to take away the application package or to remain after the presentation to receive guidance in addressing the selection criteria (see Case Study 3 in Section 5).
3.5 Ranking of Competitive Applicants

Merit selection processes have generally relied on all the selection decision-makers ranking each applicant (usually numerically) against all the work-related requirements. Whilst this process is meant to result in equity and impartiality in decision-making, it can result in the artificial juggling of each decision-makers assessments to establish which applicant is clearly the most suitable. The reality may be that there are several applicants who are competitive and suitable for the position, each possessing his or her own strengths and unique experiences. Organisations may choose not to do a numerical ranking of competitive applicants. Instead they may elect to make a final selection decision based upon other
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organisational considerations such as building a team with complementary skills or the desire for greater workforce diversity. Making a final selection decision based on other than a numerical ranking against criteria is designed to widen the diversity of the field, not narrow it. To ensure that such a strategy does not lead to capricious or indefensible decisions, it is imperative that it is linked to workforce planning strategies, or search plan rationales that were drafted prior to the commencement of the recruitment process and included in the information kit provided to applicants.
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Attachment 3A
Improving the presentation of recruitment advertisements The following advertisements were redesigned by Marketforce Productions to improve their ability to attract attention. They also present each organisations image as more progressive and less bureaucratic. Example 1. Before
Plantation Forester
Level 4 Position No. FPC3000065
Application Kits: for vacancies at FPC can be obtained on the internet at http://www.fpc.wa.gov.au/ or telephone (08) 9334 0275 (answering machine). See application kit for advice on lodging applications. Tenure: Permanent Full Time. Salary: $41,929 - $44, 315 Job Description: The Plantation Forester develops and supervises the works programs for plantation establishment, harvesting, and management. Selection Criteria: Demonstrated experience in a broad range of plantation management activities. Well developed communication (oral and written) and interpersonal skills including the ability to deal effectively with individuals at all levels. Demonstrated organisation skills, with the ability to deal effectively with individuals at all levels. Demonstrated organisational skills, with ability in team building and leadership. Demonstrated understanding of tender and audit requirements for the supply of goods and contract services. Demonstrate adequate competence and physical fitness to effectively undertake specified fire related tasks either in operations, planning of logistics functions. Ability to demonstrate and understanding of EEO principles and practices. Location: Wanneroo/Guilford. For further job related information contact Mr Sean Sawyer telephone (08) 9725 5261. www.joblist.com.au
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After The wording of the advertisement was changed to read: If youve got a wide range of plantation management skills and leadership qualities then this is the job for you. Its a full-time position based in Wanneroo/Guildford and has remuneration in the range of $41,729 - $44,315. You can find out more about this challenging position at www.joblist.com.au or contact Mr Sean Sawyer on (08) 9725 5261. An address for application kits and a closing date were included at the bottom of the advertisement.
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Improving the presentation of recruitment advertisements

Example 2. Before
Department of Transport
Government of Western Australia
Regional Coordinator, Gascoyne

Salary: $45, 703 - $50, 562 (plus 10% commuted overtime allowance) Position No. 01901436 Location: Carnarvon (Re Advertised) A challenging opportunity exists for a forward thinking person to manage the delivery of Transport services in the Gascoyne region. We believe this offers an excellent opportunity to progress your career in a progressive, commercially focused organisation serving industry and the community. The Regional Service Unit operates a network of regional offices throughout the State. The unit is responsible for strengthening links with the local transport community, providing professional advice and a focus for transport matters, helping with transport solutions, facilitating the delivery of and access to transport services, promoting safety through education and training and working with industry to develop operating and performance standards. We are looking for someone who can provide local access to the range of Transports activities and services and promote compliance with transport legislation and policy. To be successful, you will need to draw on your communication skills in building networks and forging relationships with clients in both the government and private sectors. Your well developed interpersonal skills will be used to negotiate successful outcomes in the provision of transport service. It is important that you can manage and develop staff and operate with autonomy while being part of a team. You will use a hands on approach to investigating, analysing and solving problems related to transport issues and policies. You must be able to prepare and manage budgets and manage services. It is important that you are strongly committed to customer service and quality management principles. A current Western Australian A class motor drivers licence or equivalent is essential. Further details from Mal Pascoe on 9216 8748 or email mpascoe@transport.wa.gov.au. Applicants must obtain a Job Application Package prior to submitting an application. Job Application Packages: http://www.transport.wa.gov.au/humanResources or by telephoning 9321 4990. Applications Close: 5.00pm, Tuesday 5 June 2001 For information on Transport business activities visit: http://www.transport.wa.gov.au.
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Working to achieve the best transport system for all West Australians
TRANSPORT
The original advertisement opens with technical information about the salary, position number and location of the position.
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Improving the presentation of recruitment advertisements

After
REGIONAL COORDINATOR
*$6&2<1(
Heres a great opportunity for a forward-thinking person to make a difference in the Gascoyne Region. We need a strong person to head the Regional Service Unit which is part of a network responsible for strengthening links with the local transport community, providing professional advice and a focus for transport matters, helping with transport solutions, facilitating the delivery of and access to transport services, promoting safety through education and training and working with industry to develop operating and performance standards. Further details from www.joblist.com.au or contact Mal Pascoe on 9216 8748 email;mpascoe@transport.wa.gov.au Applicants must obtain a Job Application Package before submitting an application. Jop Application Packages: http://www.transport.wa.gov.au/humanResources or by telephoning 9321 4990. Applications Close: 5.00pm, Tuesday 5 June 2001. For information on Transports business activities visit: http://www.transport.wa.gov.au
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Working to achieve the best transport system for all West
TRANSPORT
The revised advertisement opens with a positive statement about the key qualities the right person will have and one of the main reasons why someone would be very happy to take on this job, that is to make a difference. The advertisement recognises that the salary may not be the main reason why a person would be interested in applying for the job. In the Western Australian Public Sector, standards relating to the size and shape of advertisements may have changed since the preparation of the advertisements used in these examples. Agencies are advised to check current standards before proceeding with the design and layout of future advertisements. Information is available from Marketforce Productions.
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Attachment 3B Sample recruitment and selection policy for attracting and selecting applicants from diverse backgrounds
Specifically for Indigenous people and people of culturally diverse backgrounds This rationale can be adapted to cover impairment (section 66r of the equal opportunity act 1984), age (section 66zp) and women or men (section 31). This organisation has determined that positive strategies will be implemented to attract and recruit Indigenous people and people of culturally diverse backgrounds. The development and implementation of these strategies is provided for under section 51 of the Western Australian Equal Opportunity Act 1984, as measures intended to achieve equality. The implementation of strategies to achieve a more diverse workforce will ensure that Indigenous people and people of culturally diverse backgrounds are provided with equal opportunities regarding their employment, as well as in the services this organisation provides to them as members of the Western Australian community. This organisation has been aware for some time that its workforce has lacked cultural diversity and is not traditionally seen or encouraged as a career for Indigenous people, or for people of the culturally diverse groups represented in the Western Australian community. A further issue for consideration is that a number of the lower level positions provide a career path to more senior positions including management. This organisation believes that greater diversity of inputs, from a more diverse workforce, will assist in developing and providing more relevant and appropriate services to the West Australian community, including Indigenous people and people of culturally diverse backgrounds. The lack of workforce diversity limits the diversity of inputs provided to agency planning, development of policy, and the design of services. Many of the roles in this organisation have changed in recent years with a greater emphasis now being placed on proactive strategies such as educating the community. To be effective in these roles, it is important that this organisation has a workforce that is representative of the community. Relevant sections of the workforce must be able to communicate effectively with Indigenous people and people of culturally diverse backgrounds and be accepted by members of these communities as appropriate and plausible educators. The organisation will attract a more diverse range of applications by: Including comments in advertisements that Indigenous people and people of culturally diverse backgrounds are encouraged to apply; Wording advertisements and placing advertisements in appropriate publications and non-traditional media to make them attractive and visible to a diverse range of applicants; Contacting specialist employment services for Indigenous people; and Conducting a search when it becomes apparent, prior to shortlisting, that there is not a suitably diverse range of quality applicants (if this is to be used it is important to indicate in the advertisements that this may occur). When a suitably diverse pool of quality applicants has been obtained, competent and competitive applicants will be shortlisted and selected based on merit. It has been decided that those applicants who meet all the work-related requirements of the position will not be ranked numerically, but rather will be placed in a pool of competitive applicants from which the final selection(s) will be made. The final selection
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will take into account the business needs identified above and the mix of appointees that will best meet the work-related requirements of the positions. In this way the diverse backgrounds and experiences of each competitive applicant will be considered. This phase of the selection process will ensure that those applicants ranked as competitive and highly preferred will better reflect the cultural diversity of the West Australian community that they will serve. It will also ensure that equal opportunities are offered to applicants from those groups previously under-represented in this organisations workforce. All selection decisions will be based on merit, including the capacity of the applicant to fully meet the work-related requirements of the position.
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Attachment 3C Sample recruitment and selection policy for attracting women applicants for management positions
This rationale can be adapted to cover impairment (section 66r of the equal opportunity act 1984), age (section 66zp), cultural diversity and indigenous Australians (section 51). It can also be adapted to cover specific fields of employment that lack diversity within an organisation. This organisation has determined that women are under-represented in management structures compared to their representation in the organisation as a whole. Implementation of strategies to achieve a better gender balance in senior management is required to ensure that women are provided with equal opportunities regarding their employment, as well as providing improved management and service delivery through a greater diversity of input into decision making. The lack of women in management limits the diversity of inputs provided to organisational planning, development of policy, and the design of services provided to the Western Australian community. It is this organisations belief that greater diversity of inputs will assist in developing and providing more relevant and appropriate services.
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This organisation has been aware for some time that its senior management is predominantly male and that in the past many women have not seen that they have a career path to senior management. Positive strategies will be implemented to attract and recruit women to senior management positions. The development and implementation of these strategies is provided for under section 31 of the Western Australian Equal Opportunity Act 1984, as a measure intended to achieve equality. The organisation will attract a more diverse range of applications by: Using gender neutral wording for selection criteria and including criteria that relate to the ability to provide quality services for both women and men and to successfully work with and develop both women and men for future management roles; Including comments in advertisements that women are encouraged to apply; Advertising the positions with the possibility of filling them with two fractional appointments and informing applicants that flexible working arrangements can be negotiated; Wording the advertisements, designing graphics and pictures and placing the advertisements in appropriate publications to make the position attractive and visible to women; Using recruitment agencies to conduct searches in Western Australia and interstate prior to the closing date for the advertisements; Asking senior management in this organisation and other agencies to disseminate information about the positions to potential women candidates, including use of the SES network, in particular to women in the SES, to seek their assistance in encouraging women to apply; Asking professional associations and, where they exist, womens sections of those associations for the names of women working in the field and sending these women the advertisements and selection criteria; and Conducting a search after the closing date if there is not a suitable number of women applicants. The shortlisting process will not commence until there is a suitable
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gender balance in the applicant pool (if this is to be done, it is important to indicate in the advertisements that this may occur). When an appropriate number of women applicants has been obtained, competent and competitive applicants will be selected based on merit including the capacity of the applicant to fully meet the work-related requirements of each position. It has been decided that those applicants who meet all the work-related requirements of positions will not be ranked numerically, but rather will be placed in a pool of competitive applicants from which the final selection(s) will be made. The final selection will take into account the business needs identified above, including the need for a better gender balance in management, and the specific work-related requirements of the positions. In this way the diverse backgrounds and experiences of each competitive applicant, including a consideration of the diversity of input they will bring to management in the organisation, will be considered. This phase of the process will ensure that the mix of applicants appointed better reflects the need for a gender balance in senior management. It will also ensure that equal opportunities are offered to women previously under-represented in this organisations management team.
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Attachment 3D Ministry of Justice AADRS questionnaire application form

Aboriginal Alternative Dispute Resolution Service
CURRENT PERSONAL DETAILS FORM
Name: _________________________________________________________________ When did you first become interested in the AADRS? ____________________________ ____________________________________________________________________ 2. Can you tell us what you know of the AADRS? _______________________________ ____________________________________________________________________
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3. How long have you lived in the area? ______________________________________ ____________________________________________________________________ 4. AADRS covers employees costs during AADRS times. This includes attending workshops, meetings, conferences, as well as your mediation work for the Service. There will be a number of compulsory training workshops and meetings to attend. Would this pose any problem for you, especially if you are working? (Yes/No) ____________________________________________________________________ 5. Are you a good communicator? (Yes/No) experience(s) that demonstrates this. Please give an example of a past
____________________________________________________________________ 6. How do you know if someone is listening to you? ____________________________________________________________________ 7. How do you show someone you are listening to them?
___________________________________________________________________________________
8. Have you worked with Aboriginal and Torres Strait Islander people before? (Yes/No) If Yes, in what capacity? ___________________________________________________________ 9. Are you sensitive to cultural issues? (Yes/No) Give an example of how, in the past, you have handled a cultural issue sensitively.
___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________ ___________________________________________________________________________________
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10. Do you have experience in managing conflict? (Yes/No). Please tell us a little about that experience. ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ 11. Do you have any experience of negotiation, consultation, and/or facilitation? (Yes/No) If Yes, please tell us a little about that experience. ____________________________________________________________________ ____________________________________________________________________ If No, would you be willing to learn these skills? (Yes/No)
12. Consider the following scenarios. How would you deal with them? You are mediating between two disputing parties. The discussion becomes very personal, very loud, very heated and, if you dont calm the parties down, there is the potential for violence. What would you do to bring the discussion back under control? ____________________________________________________________________ ____________________________________________________________________ You know one of the parties in mediation. Would you be able to treat both parties fairly, equally and impartially? How would you do this? ____________________________________________________________________ ____________________________________________________________________ 13. Why do you think you would make a good mediator? ____________________________________________________________________ ____________________________________________________________________ 14. Is there anything else you would like to tell us about yourself? ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________ ____________________________________________________________________
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Attachment 3E Library and Information Service of WA Extract of selection report and notes to panel members
1. Instructions to Selection Panel The Bookshop Manager position is a new position to LISWA and requires a person with previous experience in the retail industry, in particular in establishing and managing a new venture. It was recognised that some of the applicants may not have been familiar with the format of public sector applications and the panel were advised to use a range of criteria in assessing the applications to ensure that flexibility in interpretation of skills and competencies were assured. Discussions were held with the selection panel to ensure that the process met public sector Standards in Recruitment and Selection but at the same time did not limit the ability to select the right person. Attachment 1 provides the instructions to the selection panel.
Attachment 1: Notes for Panel Members
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It is important that you read these notes prior to commencing the process of shortlisting applicants. In March 2000, LISWAs Manager: Organisational Development attended a workshop delivered by the Office of the Public Sector Standards Commissioner. The workshop focused on achieving compliance with the public sector Standards in Recruitment and Selection. A range of selection methods was discussed, and the attachments to this document are provided for your information. The workshop was particularly relevant for the position of Bookshop Manager at LISWA. The Manager: Business Development was very keen to attract applicants with experience in the private sector and in particular from the retail sector. While the Job Description Form was written to be consistent with LISWAs standards, the advertisement was written to attract a wide range of applicants. It was agreed at the outset that a substantial number of the applicants would not have previous experience in applying for public sector jobs and that the applications may not address the selection criteria in the same way that one would expect for a range of other positions in the public sector. Most applications in the private sector require a one or two-page application with the attachment of a resume, the resume being the most important document for a potential employer as it outlines previous experience. As you will be aware, this kind of application would generally not meet the criteria to enable a potential applicant to be shortlisted. To ensure that LISWA attracted a diverse range of applicants, the advertisement was written with selection criteria that focused on the requirements of the job rather than the Selection and Performance Criteria provided in the Job Description Form. The selection criteria for the position as outlined in the advertisement is as follows: Selection Criteria: Essential; Applicants must be client focused, self motivated, able to demonstrate management and operational experience in the commercial/retail merchandise, book publishing and/or stationery trade or related retail book and publications industry. The successful applicant will have a proven track record in
achieving sales and profitability targets through strategic and business planning. Applicants must also demonstrate their ability to supervise staff and work in a team environment to achieve financial and marketing objectives. Computer literacy is essential and hands-on experience in the setting up and operating of electronic retail point of sale and inventory management systems is highly desirable. The criteria for the selection panel for this position is to select the best person for the job, and to ensure that the criteria used is consistent, fair and free from bias. To enable this criterion to be met, the following approach has been adopted.
1. Shortlisting Applicants The attached form is to be used to shortlist applicants. Rather than focusing on the selection criteria in the JDF, the selection for shortlisting will focus on the advertisement. Information should be taken from information provided by the applicant including the covering letter, the application form, the resume, and responses to selection criteria in most cases some or all of this information is provided. 2. Interviewing Applicants The proposed questions are provided in the attached file. These questions relate to the selection criteria in the JDF as indicated. Please review the questions and if you wish to suggest changes this will be addressed during the shortlisting meeting.
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SECTION 4 ASSESSING, SELECTING AND APPOINTING
Choosing the right people
4.1 Selection Panels

Although the standard selection panel presents a perception of impartiality, recent studies suggest that panel interviews are not significantly more valid than individual interviews. This can in part be attributable to the fact that interviews dont suit all applicants. Some may present as professional interviewees while others may not perform as strongly, and may open up more in less pressured, one-on-one situations. Some, for cultural reasons, may be very reluctant to speak up about their abilities and achievements. Sometimes, more dominant members of the panel may compromise impartiality, even unwittingly, by guiding discussions and decision making processes and leading less knowledgeable or less confident panel members by these cues. Having an independent member on the panel can minimise the tendency to group think and can add credibility to decisions by reducing the perception of bias or nepotism. Consider your reasons for convening a selection panel and the outcomes to be achieved by this group of people. Significant time and resources can be involved in convening selection panels and the composition of the group making selection decisions is a critical step in the recruitment and selection process. The recognised professionalism of those making these decisions will give credibility to the process and the organisation will be judged by the quality of the personnel selected to represent it. Competent trained decision-makers, who are well informed about the requirements of the position and what the organisation is looking for, are also more likely to make fair and sound decisions. In situations where the outcome is to achieve greater cultural diversity, selection panels may include representatives of stakeholder groups and local communities; and people of culturally diverse backgrounds. Diversity in panel membership is particularly relevant when applicants are from both sexes, are Indigenous or come from culturally diverse backgrounds; or when the position requires the incumbent to liaise with, create policy for or provide services to culturally diverse stakeholders and clients. Things you can do
Consider varying the size of the panel depending on the nature and level of the job. Consider including a subordinate on the selection panel, or a staff member at the
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same level as that of the vacant position.

Select panel members who are capable of assessing applicants from diverse
backgrounds.
In team environments, consider involving appropriately trained impartial members of
the team in the process to assist in building teams with complementary skills.
When there are large numbers of applications, consider using a two-person panel for
the initial shortlisting stages, bringing in other members for interviews or other selection processes.
Encourage members of the panel to meet, discuss and document what they believe
constitutes relevant merit for each of the job-related requirements. This could include consideration of transferable skills and the values and attitudes that the organisation is looking for. If this meeting occurs before the position is advertised, consider including the information in the applicants information kit.
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Try using a variety of selection tools and processes. Neither selection panels, nor the
single interviewer, may be the most effective or appropriate way of gathering relevant information from applicants to make a selection recommendation.
Encourage panels, or those charged with making the selection decisions, to offer
recommendations about more than one suitable applicant, listing their relevant strengths/areas less developed. Encourage senior managers and other appropriate decision-makers to discuss these recommendations with the panel before making a final decision. There may be several applicants who are suitable for the job, the final decision being made, for example, with reference to the organisations desire to increase its workforce diversity.
Provide information to job applicants in advance of the interview about the size and
membership of the selection panel. This may overcome some of the potential feelings of intimidation, particularly if the reasons for the panel membership are explained.
Consider making a copy of the interview questions available to applicants 30 minutes
before their interview.

Take steps to ensure that those making the selection decisions are not the weak link
in a selling the benefits approach to recruitment. The values and professionalism that the organisation may have been careful to promote in its advertisement and job package also need to be manifested in the way the panel conducts itself during the selection process, and when providing feedback to unsuccessful applicants. Tips from the Standards Commissioner
The Recruitment Standard does not specify that a selection panel has to be used, but
does require that the selection process is open and free of bias and unlawful discrimination.
If the organisation determines that using a selection panel is the most reasonable
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way of assessing applicants, then it should provide information about the composition of the panel if requested.
To prevent perceptions of conflicts of interest between applicants and those making
selection decisions, document issues and how they are dealt with when they arise.
If selection panels or those making selection decisions are looking for applicant
responses in a particular format (e.g., S.T.A.R. situation, task, action taken, result), tell applicants about this format, preferably at the outset of the selection process. What others have done The Greater City of London, when selecting the CEO of the Office of the Child Rights Commissioner determined that half of the selection panel would be the children who comprised half of the Offices Board. The children, who ranged from 9 to 16 years of age, were considered to be excellent choices as panel members because as clients they had an intimate understanding of the issues facing children in the City of London.
The Department of Resources Development (now the Department of Industry
and Resources) provides guidance to staff on a variety of flexible options for convening selection panels that can comprise two or three members or, alternatively, have different selection panels for the shortlisting and interview stages. There is also the option of having a second interview conducted by a different panel, or using an outside person only in the interview process. Guidelines have been developed to assist those charged with convening selection processes, advising of the possible advantages and disadvantages of each option.
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Kimberley College of TAFE has a caption on the vacancy file that goes to the Chair of a selection panel that reads: You have pieces of paper in front of you, but remember there are people just like you attached to those pieces of paper waiting for your advice. The College also puts the following advice on the file sent to the Chair of a selection panel: The College is placed in a poor light if there are inordinate delays in the selection process. We want our job applicants to view the College as efficient, and somewhere they would wish to work. Argyle Diamonds, in moving to a hands on assessment process, makes sure that the Superintendent of the relevant operational unit is involved in all aspects of the selection process. This strategy ensures that the relevant operational unit participates in the selection process, gets to know the applicants and takes ownership of the assessment and recruitment process (see Case Study 9 in Section 5).
4.2 Choosing Selection Tools

Selection tools are used to fairly, accurately and validly measure the relevant skills, abilities, knowledge, experience and qualifications of applicants, so that proper judgments can be made about the comparable attributes of each applicant. Value can be added to the recruitment process by utilising as many available resources as appropriate in order to make an objective and informed decision about which applicants are the best match for the capabilities sought. Such a strategy also recognises that an organisation incurs a high cost when it does not select the most suitable people for the jobs. Over reliance on one selection tool may not result in a proper assessment of the relative capabilities of each applicant. Some selection tools also have greater validity than others in accurately predicting future job performance. The higher the predictive ability of the selection tools, the greater the ability to predict success or failure in a particular role. The accompanying Graph 1: Predictive Validities of Personnel Selection Methods compares the predictive validity of a variety of selection tools. Using a combination of selection techniques with a high predictive ability will enhance the selection outcome.
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Graph 1: Predictive Validity of Personnel Selection Methods
Job Tryout/Work Sample Tests Structured Behavioural Interview Ability Test Assessment Centre Personality Test Non Behavioural Referee Check Resume/Biodata Unstructured NonBehavioural interview 0 0.14 0.2 0.4 0.6 0.26 0.24 0.41 0.53 0.62
0.78
Series1
0.38
0.8
Least valid...................................................................... Most valid
Note: Definitive data regarding the validity of selection methods used by Assessment Centres is difficult to present due to the fact that there are many different variations. Generally, there is a combination of processes with high predictive validity, and when these techniques are combined effectively they have the potential for even higher levels of predictive validity. (Graph adapted from Selecting Well, Department of Human Services, Victorian Government, 1999).
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What follows is a discussion of some of the more frequently used selection tools available. Whilst there is value in using a variety of selection tools, the important questions that selection decision-makers should ask at the outset are: What work-related requirements or selection criteria are we assessing; and What are the best tools to undertake this assessment?
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4.2.1 Using a Multi-Faceted Approach The multi-faceted approach to the use of selection tools works on the principle that a variety of well-chosen, often practical selection tools will allow for a more detailed examination of candidates in a range of situations. Some organisations use Assessment Centres to assist them in developing a range of selection methodologies that will assess and predict potential to fulfill the requirements of a job, as well as assess skills, knowledge and abilities. An assessment process, where a number of different selection techniques are used to assess a group of candidates, may take several days. Since Assessment Centres allow for a comprehensive analysis of a number of candidates, all facing the same circumstances, they are considered to offer a valid prediction of future performance. You can use a combination of processes with high predictive validity such as psychological testing, job tryouts and structured behavioural interviews. When these techniques are combined effectively they have the potential for even higher predictive validity. The adoption of multi-faceted approaches to the selection methodology allows for a more detailed examination of candidates in a range of situations, and provides an opportunity for candidates to demonstrate teamwork and leadership directly. This approach is suited to group recruitment processes and for jobs that have a regular recruitment need since they can result in a pool of competitive and recommended applicants, all who have been tested comprehensively (see Case Study 9 in Section 5). 4.2.2 Psychological Testing and Behavioural Analysis There is a wide range of behaviour style or personality questionnaires that test an individuals personality by asking them to assess their own preference for behaviour in certain situations. A behavioural analysis can help an organisation to develop a profile of behaviours that are suited to a particular job and then assist in matching the job profile to an applicants preferred way of operating. These tests are useful to assess personality traits that may be very difficult to assess in an interview. If constructed, administered and interpreted appropriately by qualified staff, such tests can offer a substantial contribution to selection decisions because of their relatively high predictive validity and reliability. These tests are used widely in the private sector and have been used to the satisfaction of some public sector organisations for specific recruitment processes. There are some limitations that should be considered. The tests may not have been developed to evaluate the characteristics of Indigenous and culturally diverse people and may not be appropriate for people from these backgrounds. The NSW Anti Discrimination Board formulated the following pertinent questions to ask when considering the use of such tests as a selection tool:
Does the job require specific personality traits or could the job be performed by a
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variety of personalities? What personality traits are identified for the essential duties of the position? Was the job analysis for personality traits conducted by a psychologist? Is it the best test to assess this/these traits? What was the original purpose of the test and what modifications have been made to the original? Was the test designed in Australia, and what were the cultural and ethnic backgrounds of the group used in the validation test?
Has a qualified psychologist correctly validated the test? Have you piloted the test on current employees to see if it is suitable? Have you tested for gender or race bias with employees? Are there any impediments for people with disabilities inherent in the way the test is conducted? Is the person administering the test and interpreting the results qualified to do so?
The last word on these tests is that their predicative value is enhanced when used in conjunction with other selection tools. 4.2.3 Telephone Screens This selection tool generally uses structured questions that relate to the particular tasks and capabilities that have been identified for the position. Telephone screens are useful when there are a large number of applications for a position and it appears that many may be suitable. Selection panels should ensure that telephone screening is appropriate for particular groups such as Indigenous and culturally diverse applicants. Use of the telephone as an initial contact to lodge expressions of interest for positions can be an effective way to encourage applications for hard-to-fill positions (see Case Study 7 in Section 5). When a good telephone manner is a requirement of the position, an initial telephone interview can be an effective screening tool. In these circumstances it is appropriate that applicants be advised in the job advertisement that their telephone style and manner will be assessed in this way. 4.2.4 Resume Screening
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Resumes can be a good source of information about an applicants past experience, and can provide additional material that a selection panel can ask further questions about during a subsequent interview. The danger of placing too much emphasis on an applicants resume, without further probing of the information, is that resumes are assumed to be correct and it may take considerable time and effort for a panel to verify the information. Resumes are not necessarily written by the applicant and they have a low predictive validity as a shortlisting tool. For this reason they could be used to supplement other information provided or gathered, especially when applicants are encouraged to submit a newer style resume that focuses on their experience and abilities most relevant to the job, rather than the traditional curriculum vitae approach which details the applicants life at work. 4.2.5 Structured Behavioural Interviews These interviews use a set of prepared questions that are designed to match an applicants claim against particular work-related job requirements. A selection of leadership capabilities and descriptive behaviours that may be expected of applicants demonstrating these capabilities is provided at Attachment 4A at the end of this section. These can be used as a guide when formulating behavioural type interview questions and the range of desired responses. Generally the questions elicit information about an applicants past behaviour in certain situations. This is seen as a predictor of how they will behave at work in the future. The applicants responses are considered reliable because they are telling you what they
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actually did, as opposed to offering responses to questions where they are asked about what they think they might do in hypothetical situations. Even though interview questions based upon past behaviour are the most common type of questions, panels should not be restricted in their approach if another style of questioning seems appropriate. Situational interview questions, where candidates are asked how they would handle a series of hypothetical job situations similar to those that are likely to be faced on the job, may provide the opportunity for candidates to demonstrate other qualities such as analytical and conceptual ability and the ability to apply knowledge to new situations. Panel members should be aware that applicants will generally portray themselves in a positive light and many may be very practiced at performing well in structured interviews. However, applicants from outside the public sector may have had less exposure to this type of interview process and they may present themselves in a manner that is different to others. Applicants from some cultural backgrounds may be reluctant to promote their personal qualities and their achievements at the interview. The panel needs to ensure that the range of selection tools used will assess each applicants strengths and weaknesses. Be mindful that the panels questions need to cover the same key areas for each applicant, but the extent of probing or prompting required may well vary according to the applicants responses. 4.2.6 Work Sample Tests Work sample tests provide an opportunity to assess how applicants perform when completing tasks that are considered representative of those that are performed in the actual job. The tests can provide supplementary information relating to skills that may be difficult to assess in other ways. Examples are tests for an applicants speed, skill, accuracy and dexterity at manual tasks such as word processing or the operation of machinery; tests for written communication skills such as letter writing; or cognitive exercises to test the applicants ability to analyse statistical or budget information. The work sample tests can also involve simulated group discussions and decision making exercises, where the applicant is expected to discuss a particular topic with others, or work together on a task, while their performance and interactions are assessed. These simulations are intended to reflect the nature and duties of the position, and are often used to test a range of the applicants interpersonal skills. The work sample test has the advantage of constituting an objective assessment of the applicants abilities, in a manner that is consistent for all those being tested. A number of different tests may be appropriate for each position. 4.2.7 Presentations A specific version of the work sample test is a presentation, where applicants deliver a presentation, either prepared or off the cuff, to the selection panel. Either way, it is best to give applicants prior notice of this selection method so they are able to mentally prepare for the task and present to the best of their ability. Presentations can be used to assess an applicants level of understanding of a designated subject matter as well as specific presentation skills such as the ability to provide information at a level that is appropriate for the audience.
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Things You Can Do

Adopt a more flexible rather than prescriptive approach to shortlisting and selection
techniques. Allow for options such as referee checking and telephone interviewing to shortlist in appropriate situations, before face-to-face interviews and work sample tests.
Tell applicants beforehand when using a variety of selection processes, or ones that
are not normally used by the organisation.

Apply innovative recruitment practices consistently throughout the process to help
ensure that those making selection decisions are comparing like information.
Anticipate the need for supplementary questions (in addition to core questions) to
clarify matters raised by an interviewee, or to explore in more detail any of their responses.
Ensure the panel members assess the work-related requirements at a level
appropriate to the job rather than at a level appropriate to the panel.

Set a rating system for interviewers with a few clearly defined characteristics. For
example, consider using an alphabetic or relative ranking scale against the workrelated requirements, does not demonstrate, demonstrates, and exceeds, especially when no weighting has been allocated to the criteria. Such a practice would avoid the tendency to simply add numeric scores, which can lead to an artificial or irrelevant decision.
Encourage those making selection decisions to avoid group think by ensuring there
is diversity amongst them, ideally with an independent panel member to further reduce the perception of bias or nepotism.
Encourage interviewers to avoid reaching conclusions until all the information can be evaluated after the interview.
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Establish systems for interviewers to get feedback on their interview behaviour and
on the decisions they have made. Tips from the Standards Commissioner
Ensure that the selection processes are appropriate to the position being considered,
and do not require proficiency in skills or abilities that are not an inherent requirement of the job. For example, it is inappropriate to require an extensive written application when written communication skills are not included in the work-related requirements, or when the position requires only basic writing skills. Remember that scoring sheets or grids filled with ratings do not provide the definitive judgement on who is the best applicant, or the most competitive applicant. They only provide a guide to decision-making. The combination of other factors like quality and content of applications, interview responses, referee comments and information from other valid sources, should be the true determinant as to who is the best applicant. For particularly large selection processes, an organisation may consider it more effective to utilise different panels at various stages of the process. In doing so it is important that the organisation ensures that each member of each panel adopts a consistent approach and that they are adequately briefed about their role and the rating system to be used consistently by all.
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What others have done Kinhills encourage two-member panels, stating that larger numbers can be intimidating and appear disorganised. If others have a stake in the outcome, meetings are set up subsequently with these people. Adecco, a major recruitment agency, will utilise one-on-one telephone interviews as well as face-to-face interviews when selecting for positions that require telephone skills. Gerard Daniels uses preliminary telephone interviews as well as referee checks to shortlist applicants. Psychometric tests are used at the front-end of the process rather than after interview, to ensure that the client interviews only the most competitive field. By the time applicants are interviewed by the client it is usually their third interview. They use the term reducing risk by increasing fit to describe their approach. Western Mining Corporation uses three-member panel interviews, followed by a one-on-one interview with a relevant senior manager. Alcoa has two or three-member panels depending on the position being advertised. Argyle Diamonds has abandoned the written application and formal interview when recruiting for operational positions. Instead, prospective employees are involved in a week-long hands on assessment process that encourages them to work in a team when participating in a range of problem solving activities (see Case Study 9 in Section 5).
A number of Commonwealth Departments such as the Department of Environment
and the Department of Transport and Regional Services are not prescriptive in relation to panel membership and panels may comprise less than three members.
4.3 Using Referees

One reason to seek referee comments is to corroborate information about the applicants capacity to meet the work-related requirements of the job, as observed by that referee. Referees can also be used to obtain new information that is not forthcoming through the application or selection process, for example, about the applicants customer focus, relationship skills or technical skills. The structure of an effective reference check is often very similar to that of an effective interview. In an article in the Harvard Business Review (May - June 2000) Dont Hire the Wrong CEO an approach to getting information on some of the soft skills was outlined. It advocates talking to a variety of people that the applicant has worked closely with as a way of gathering information about characteristics that may be difficult to assess by other means. Its easy enough for Boards to measure a CEO candidates financial successes, but how can you measure the soft qualities of leadership? The best approach is to interview a candidates superiors, peers, and people who report directly to them. They might not always give you a full account of a candidates ability to move human hearts, but the following kinds of questions can get you very close:
Does the candidate lead consistently in a way that inspires followers to trust him?
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Does the candidate hold people accountable for their performance and promises? Is the candidate comfortable delegating important tasks to others? How much time does the candidate spend developing other leaders?
How much time does the candidate spend communicating her companys vision, purpose, and values? Do people down the line apply her vision to their day-to-day work? How comfortable is the candidate sharing information, resources, praise, and credit? Does the candidate energise others? Does the candidate consistently demonstrate respect for followers? Does the candidate really listen? Things you can do
In order to gain a balanced view of a candidate, consider asking at interview (rather
than at the application stage), for the candidate to nominate referees who can comment on the most important job experiences they described during their interview.
Take care to ensure that personal bias or difference does not skew the selection and
verification process. A strategy could be to select several rather than single referees, to allow for multiple perspectives and to facilitate transparent decision-making.
A useful strategy is to ask for applicants to provide the names of a subordinate, a
peer and a supervisor as their referees to obtain different perspectives of their performance and working style. Referees from client groups and customers could be useful. The applicants prior consent should be sought before contacting referees.
Caution should be exercised when an applicant does not consent to approaches
being made to unnominated referees. It could easily cost them their job or hamper their longer-term job advancement if their current employer disapproves of them looking elsewhere for employment.
Explain to applicants who dont offer consent to go beyond their nominated referees
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that you are seeking all the pieces of the puzzle and that pieces may be missing unless you can fully assess them for the job.
Consider the consequences of contacting referees before shortlisting. Not all
applicants may be comfortable about this process. It is not uncommon for people to not want their colleagues or employer to know they are trying out for other positions and they may be concerned about perceptions of not having their heart in the job if it is known they are looking elsewhere.
A strategy to ensure that the entire selection panel receives the benefits of the
referees report is to conduct a telephone conference between the panel and the referee. Alternatively, two members of the panel could conduct a telephone conference with the referee and take notes of the comments that are then used by the whole panel to finalise a decision. It is a good strategy to read back a record of interview to the referee and ask them to confirm that you have noted their comments accurately. Alternatively, fax or email the referee a copy of the summary comments gathered from the reference interview for them to confirm that it is accurate. These are particularly wise strategies if the referee is providing an adverse report, to ensure there has been no misunderstanding in the discussion. Questions of referees should focus on the critical job requirements although a broader range of questions can be asked. Questions regarding the applicants strengths and areas for development, as well as probing the referees responses may produce revealing information. Referees can also be asked open-ended questions such as, tell me what else I need to know about the applicant given the position we
are selecting for? Such questions can assist decision-makers in finding the right match for their organisation in terms of an applicants values, conduct, future potential, etc. Consider the limitations of pre-written references and referee reports. They are generally held in low regard because there is a tendency to leave out the sort of information that would be viewed unfavourably by a future employer. Referees do tend to be more open when contacted in person or by phone, so pre-written references can be made more useful if followed up by telephone contact to clarify and expand on the written document. Written references can be made more useful if the particular skills and attributes being sought for the position are described on the proforma, as a way of focusing the referees comments. Asking referees specific questions on the proforma also works more effectively than sending them a copy of the work-related requirements of the position, especially if the referee works outside the public sector. Tips from the Standards Commissioner Referee reports can be a legitimate part of a selection process. While they assist in selection, they do not in themselves determine the selection decision. Referee comments should not be used as the sole determinant to either rule an applicant out or to support their appointment. While applicant consent to go beyond nominated referees is not required by the Recruitment Standard, to proceed without consent (or in the face of opposition) could possibly compromise the principles of natural justice. In those instances where consent is not offered, consider other ways to corroborate or establish the information you require to make a full assessment and ask the applicant how else they can corroborate their claims. A selection panel can use a referee(s) not nominated by the applicant. In doing so, it would be important that the organisation inform the applicant of its intention. Referees contacted in these circumstances must legitimately have been in a position to observe the applicants work-related skills, knowledge and abilities. However, care should be taken to ensure procedural fairness when considering contacting referees other than those nominated. Referees should be asked questions that assist in corroborating or clarifying the applicants suitability against the work-related requirements. Probing questions can also be used to clarify issues raised. If a broader range of questions is asked (future potential, values, conduct, etc) care should be taken to ensure a consistency of approach to the questions asked of referees to ensure that one applicant does not feel more scrutinised than another. Those charged with making selection decisions and acting as a referee for one or more of the applicants run the risk of having a perceived conflict of interest. It may be prudent, if not always practical, to obtain a written referee report from this person prior to the commencement of the selection process. Such a practice could avoid possible claims of bias, nepotism or patronage. When this is not practical, as in situations where the panel member is a referee for a number of applicants, ask for written references on the shortlisted applicants prior to interview. It is for the person with the possible conflict of interest to provide information about their interests, and for others (e.g., an independent member of the selection panel) to determine if the interests are sufficient to constitute a conflict. Document how possible conflict of interest situations have been dealt with, and ensure that they are dealt with fairly and equitably. For example, it could be that the independent member
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of the panel monitors the selection process to ensure that the member with the conflict does not overestimate or underestimate the applicants claim for the position. Another strategy would be for the member with the conflict to not air their assessment of the applicant until others have done so, to mitigate any perception that their opinions/assessment may dominate. Caution should be exercised if there is a strong relationship between a member of the selection team and the applicant requesting that member to be a referee. If it is the opinion of the organisation that the continuation of the person as a selection team member could bring the selection process into disrepute, it may be prudent to change the composition of those making the selection decisions. What others have done After an interview, the Ministry of Fair Trading (now the Department of Consumer and Employment Protection) contacts the applicants current supervisor even if he or she has not been nominated, but makes a point of advising the applicant before this step is taken. The Queensland Department of Community Service undertakes a structured reference interview with the candidates direct supervisor. It usually takes 30 to 40 minutes. The supervisor is provided with a description of the position and asked questions, which directly address the work-related requirements. The questions are behaviourally based and similar to those asked of the candidate at interview. W.L.Gore & Associates is in the innovation business and calls as many as ten peers, supervisors, and subordinates to evaluate whether an applicant is right for the position. The WA Water Corporation has used reference checks from at least one supervisor, one peer, and one subordinate for appointments to supervisory and management positions.
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4.4 Recommendation/Selection Reports

Recommendation reports document the recruitment and selection processes undertaken and the reasons for the selection recommendations being made. In order for comparisons between applicants to be made, an assessment sheet can be provided for panel members to note comments and ratings. This sheet could include observations on the extent to which referee reports supported or contradicted the applicants claims regarding their skills, knowledge and abilities for the job. The assessment sheets are not required for the final report but they could be retained in case more detailed information is required to respond to queries later. The general characteristics of effective recommendation reports are that they are simple, brief, and easy to complete, yet sufficiently informative about the phases of the selection process to assist in the feedback process and to allow all the selection decisions to be defensible. Remember that the role of those involved in the selection processes is to administer those processes in accordance with internal policies and the Recruitment Standard, and to make recommendations about the suitability or otherwise of each applicant. It remains the responsibility of the employing authority (CEO) or his or her delegate to determine who may be offered an appointment.
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Things you can do Consider introducing a selection report template to reduce the amount of time spent by panels in writing up their selection decisions. Templates could reduce delays and reduce costs spent on scribes and other consultants. Encourage the panel to start writing the report when the process starts, then each stage can be summarised and added as the process progresses. At the very least, set limits on the length of selection reports and ask that they be concise and to the point. Consider using handwritten report formats. Such a practice would enable the report to be signed off by panel members on the same day that they make their decision. Avoid using numeric rating scales for the assessment of applicants and interviewees if these are automatically added up to facilitate a decision. Simply adding the scores can be problematic when there are multiple work-related requirements, especially if no pre-weighting of the criteria has occurred. In these circumstances simply adding the scores could lead to an artificial and irrelevant decision. It may be prudent for the panel member charged with providing feedback to unsuccessful applicants to consider keeping their interview notes and other notes used to arrive at selection decisions until after the breach review period has ended. This coupled with the strategy of taking some time to prepare before providing feedback will overcome any perceived problems of inadequate information contained in a template selection report. Consider having the authority for the final selection decision delegated from the CEO to a lower level of the organisation as appropriate, to speed up the process. Tips from the Standards Commissioner Documentation about the selectors processes and decisions should describe clearly and concisely the selection methods used and demonstrate that the claims of all applicants were properly assessed. Long descriptions or verbatim transcripts are not necessary, provided an independent reader can easily follow what took place. Such a practice would meet the Recruitment Standard that requires decisions to be transparent and capable of review. When creating minimal documentation for a selection report, dont try to replicate in selection reports what is already contained in the selection teams notes. Instead, refer to their notes and make a point of keeping all the assessments and notes made by the decision makers until after the breach review period has closed to ensure that, if necessary, the decisions are defensible. Remember that the employing authority needs to make a genuine attempt to provide feedback about performance during the selection process when an applicant has requested this. A genuine attempt includes nominating an appropriate person for unsuccessful applicants to contact regarding feedback, and ensuring this contact person is available. What others have done The Australian Communications Authority in the Commonwealth Government has a two-page form for a selection report. This has reduced costs through the removal of the need for scribe services (estimated at $50,000 per annum) and reduced time delays. The proforma is available to all managers on the Intranet.
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The Department of Environment (also within the Commonwealth Government) has reduced the documentation previously required by 90%. Individual merits of the top candidates are reflected in the comparative assessment. Separate individual assessments are not required. As a result of these changes, scribes are no longer contracted to document selection outcomes. The WA Water Corporation has a simple template for line managers to fill in as a Selection Report. Line managers have the option of handwriting their comments (and those of their panel) during the interview process so all panel members can sign off at the conclusion of the interviews. This process can save significant time once a selection decision is made. The WA Office of EEO has developed a one-page selection report proforma to which a shortlist matrix and a comparative applicant assessment matrix are attached. Copies of interview questions and interview work tests, as well as referee reports are attached as an appendix (examples are at Attachments 4B, 4C and 4D at the end of this section). The Department of Transport, after reviewing their recruitment and selection processes to remove red tape and to enhance good practice, has produced a template Recommendation Report (previously called a Selection Report). The recommendation process has been amended to remove the requirement to provide a report against each work-related requirement for each applicant. All applicants are rated on a matrix at the shortlisting stage. The matrix rating and a summary of the panels assessment of each shortlisted applicant are included in the report. (A copy of the template is at Attachments 4E and 4F at the end of this section). Both Alcoa and Kinhills have simple one page interview summary sheets that contain a rating scale for each of the job requirements and a small area of comments for each. Alcoa also provides the opportunity to weight the requirements.
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At the Ministry of Fair Trading (now the Department of Consumer and Employment Protection), the sign off for selection decisions for positions from level 1 to 4 has been delegated to Directors.
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Attachment 4A Leadership capabilities and a sample of descriptive behaviours that may be tested in the selection processes
Team Building Individuals who demonstrate this capability may: demonstrate respect for others and solicit their opinions; put the good of the group above their own needs; share wins and successes; encourage resolution of conflict within the group; and help establish common objectives so that team members work together in a productive way. Tenacity Individuals who demonstrate this capacity may: pursue everything with energy, drive, and a need to finish; seldom give up before finishing; not blindly adhere to lost or inappropriate causes; and manoeuvre to overcome resistance or setbacks. Achievement Energy Individuals who demonstrate this capability may: be action oriented and full of energy for the things that he/she sees as challenging; enjoy working hard; not be afraid of acting with a minimum of planning; seize opportunities as they arise; and enjoy a vigorous and dynamic work environment. Cognitive Skills Individuals who demonstrate this capability may: deal with concepts and complexity comfortably; use analytical and conceptual skills to reason through problems; and translate creative ideas into workplace improvements. Self Confidence Individuals who demonstrate this capability may: convey confidence through body language; trust their own ability; listen to and consider criticism; reflect on their actions in a balanced way; and be viewed by others as confident.
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Commercial Focus Individuals who demonstrate this capability may: continually strive to deliver the best service/products for the resources available; cost whatever is done; continually seek more efficient ways of operating; and operate comfortably in a fee-for-service environment. Ethics and Values Individuals who demonstrate this capability may: adhere to organisational core values and beliefs both during good and tough times; accept responsibilities and integrate them with personal needs; act in line with those values; reward organisational values and disapprove of non-conforming values; and practice what they preach. Client Focus Individuals who demonstrate this capability may: be able to help clients clarify their needs and develop and implement practical solutions based on client needs; and respond flexibly to client needs. Decisiveness Individuals who demonstrate this capability may: make good decisions based on a mixture of analysis, wisdom, experience and judgement; have a bias for action; make tough decisions, sometimes with incomplete information; and evaluate rational and emotional elements of situations. Flexibility Individuals who demonstrate this capability may: be adaptable and open to new ideas; readily tackle new challenges; accept changed priorities without undue discomfort; and recognise the merits of different options and act appropriately. Management Practice Individuals who demonstrate this capability may: understand the approaches required to appropriately manage a diverse range of people and resources to sustainably achieve outcomes.
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Persuasion/Negotiation Individuals who demonstrate this capability may: win concessions without damaging relationships; listen to and assimilate information from others to identify their needs; convince others of their point of view; and be direct and forceful as well as being diplomatic. Initiative Individuals who demonstrate this capability may: accept responsibility above and beyond the stated job; generate and promote new ideas; volunteer for additional activities; and be proactive. Integrity Individuals who demonstrate this capability may: be seen as a truthful individual; present the truth in an appropriate and helpful manner; be widely trusted; accept responsibility for their own mistakes and not blame others; and represent themselves honestly regardless of opportunities for personal gain. Leadership Individuals who demonstrate this capability may: clearly and convincingly articulate a vision; make subordinates feel trusted and valued; act as a role model to inspire and motivate others; and seek ways to improve their own contribution and increase the level of responsibility of themselves and others. Adapted from Selecting Well, Department of Human Services, Victorian Government, 1999.
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Attachment 4B Sample Selection Report

TITLE: CLASSIFICATION: 1. Advertisement The position was advertised in the West Australian on 13 October 2001 and in the Intersector on 10 October 2001. 2. Interviews Conducted on Thursday, 8 November 2001. 3. Selection Panel M Jones, Manager J Sirolli, Director G. Ely, Consultant 4. Assessment of applicants against work-related requirements Refer to Table A (Attachment 4C). Eight people applied for the position. Four applicants were deemed to have met all the work-related requirements to the required level and were selected for interview. 5. Assessment of applicants interviewed Applicants were asked to undertake a work test (see Attachment 1) and were asked questions to assess their claims (see questions at Attachment 2), against the workrelated requirements and duties of the position. Table B (Attachment 4D) provides a comparative assessment of each candidate. 6. Referee reports Attachment 3. Referees were contacted for all shortlisted candidates. Referees for the selected candidates, Applicants F and H, verified claims against the work-related requirements. 7. Recommendation It is the unanimous recommendation that Applicants F and H be appointed to the position. 8. Feedback and supporting information 8.1 8.2 Feedback to be obtained from M Jones. In the event of a breach claim being lodged, all members of the panel and their interview notes will be made accessible to the independent reviewer to discuss the selection methodology and reasons for the decision, if required. Signed: ....................................... .M Jones ......................................... J Sirolli ......................................... G Ely Consultant Approved Yes No RESEARCH OFFICER x 2 Level 5
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Signed: ..................................... .Date: .........................
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Table A Shortlisting Matrix (NFD Did not fully demonstrate the criterion; D Demonstrate the criterion; E Exceeded the criterion)
APPLICANTS NAME Team Leadership Skills Work in a cooperative and inclusive manner Ability to develop innovative solutions in customising service & products to suit individual agency needs Present complex data in innovative formats D COMMENTS
Candidate A
Lead a team in customising training D Currently managing team D D Service delivery D D D D D
Interview
Candidate B
NFD
Candidate C Candidate D Candidate E Candidate F Candidate G

D D D D NFD D
D D Internal to agency only NFD D Internal corporate consultant D D
NFD D NFD D NFD Mathematical Interview statistics D Interview INNOVATIVE RECRUITMENT Interview
Candidate H
Attachment 4C
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Attachment 4D
Table B Applicant Assessment Sheet
(NFD Did not fully demonstrate the criterion; D Demonstrated the criterian; FD Fully demonstrated criterion; E Exceeded the criterion)
APPLICANTS Team leadership skills Work in a co-operative and inclusive manner NAME
Ability to develop innovative solutions in customising service and products to suit individual agency needs Q2
Demonstrated criterion but unable to display innovative solution in customising. Provided rather simplistic solutions. Demonstrated criterion, but did not display the ability to distil the information in a strategic way. Tended to give too much information. Fully demonstrated criterion. Presentation was very focused. Displayed a very good understanding of the issues.
Present complex data in innovative formats
COMMENTS
Q4 & Q2
Applicant A Demonstrated criterion but at a base level. Good understanding of team process but not at a leadership level. Demonstrated criterion, but did not display an analysis of what makes a team effective.
Q1
Demonstrated criterion. Able to provide examples demonstrating flexibility and support of other team members. Fully demonstrated criterion. Demonstrated good awareness.
Q5
Did not fully demonstrate criterion. Example of use of data at a lower level. Did not fully demonstrate criterion. Little experience in use of quantitative data & statistical analysis. Not appointable Not appointable
Applicant D
Applicant F
Fully demonstrated criterion. Has experience in leading a very diverse team. Displayed clear understanding of expectations & boundaries.
Demonstrated criterion. Demonstrated a very flexible, customer-focused approach. Inclusive approaches adopted.
Fully demonstrated / exceeded criterion. Examples indicated strength in HR and workforce data analysis and formal qualifications in statistics.
Appointable
Applicant H
Fully demonstrated criterion. Demonstrated criterion, Experienced in leading a demonstrated flexibility as a team & displayed a good team member. understanding of the need to customise approach.
Demonstrated criterion, provide new approach to generic processes to good effect.
Demonstrated criterion. Presented one example. Statistical analysis part of postgraduate studies.
Appointable
Attachment 4E Recommendation Report

Position Title: Advertised in: Position No: Date Advertised:
Process:
The selection techniques used were:
No. of Applicants:
Female:
Male:
Applicants Not Shortlisted:
Applicants Name Applicants Name Applicants Name
Applicants Shortlisted:
Summary
A summary of the panels assessment of each shortlisted applicant against the work-related requirements is below. All of the available information gained during the selection process was used to make the assessment.
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Applicants Name: Text in here about how they met the work-related requirements summary only.
Applicants Name: Text in here about how they met the work-related requirements summary only.
Applicants Name: Text in here about how they met the work-related requirements summary only
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Comparative Assessment:
Text in here about how the applicants compared to one another overall
1st Recommendation: 2nd Recommendation: 3rd Recommendation:
Commencing Level/ Increment (eg L4/2):
Statement of Compliance:
At all stages in the selection process for this position, the policy requirements set out in Transports Recruitment and Selection Process3.10 and the Public Sector Standards for Recruitment, Selection and Appointment were adhered to.
Insert Panel Members Name Signature Insert Panel Members Name Signature Date Date
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Insert Panel Members Name Signature Report complies with Transport policy Date
Consultant Human Resources
Date
Recommendation Approved/ Not Approved
Executive Director Division
Date
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Overall Matrix (shortlisted applicants) Ratings = A Excellent, demonstrated the criteria at an extremely high level B Good, demonstrated the criteria at a high level C Demonstrated the criteria D Did not demonstrate meeting the criteria E Did not address the criteria
Criteria Applicant
E1
E2
E3
E4
E5
E6
E7
E8
D1
D2
D3
COMMENTS
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Attachment 4F
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IINNOVATIVE RECRUITMENT
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SECTION 5 - CASE STUDIES - THE WHOLE STORY Case Study 1
Innovative advertisements as a recruiting magnet

Issues The Adelaide Community Healthcare Alliance (ACHA), a private sector not-for-profit community hospital group, had three Director of Nursing positions fall vacant almost simultaneously. ACHA wanted to create advertisements that captured attention and attracted a wide field of top quality applicants. It wanted the right people for these jobs: innovative and visionary leaders. It also wanted to communicate the values of its organisation, including offering support and assistance to these leaders in being visionary, daring and ahead of the rest. Actions
Advertisements for the three positions were created using graphics and little text.
The advertisements (as shown on the following pages) depicted animal figures in simple drawings that represented the personal characteristics required (goes out on a limb, enjoys biting off more than they can chew). Through the use of graphics ACHA was able, simply and succinctly, to communicate the characteristics they were seeking from the successful applicants, as well as projecting an image of the organisation as innovative, ahead of the rest and caring and supportive of its management team. The advertisements were headed by captions in the form of challenging questions: Ready to spread your wings?; Want a bigger pond?; Need more room to grow? Spot advertisements with the same captions in other sections of the employment notices also served to catch the readers attention and direct them to the main listings. The advertisements were placed in National and State newspapers, and directed interested parties to the ACHA web site for position descriptions. Applications could also be lodged via the Internet. Results
ACHA received more than 50 queries about the positions and was still receiving
inquiries more than three months after the application period had closed. More than 40 applications for the positions were received. This was considered an unusually high response, almost three times the number they would have expected from conventionally presented advertisements. ACHA also found that they had attracted extremely high quality applications and as a result experienced difficulty in making their final choices for appointment. They reported that any one of the seven interviewees could have amply filled the positions, leaving ACHA able to deliberate over which applicants provided the best fit with the organisation, its values and its direction. Not only were the applications more numerous, they were also more diverse. Of the three appointments, two represented atypical applicants, one coming from the South Australian State health system, and the other from interstate.
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CASE STUDY 1: ADELAIDE COMMUNITY HEALTHCARE ALLIANCE

Innovative Advertisements as a Recruiting Magnet Example 1
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Through the use of graphics ACH was able, simply and succinctly, to communicate the characteristics they were seeking from the successful applicants.
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Innovative Advertisements as a Recruiting Magnet Example 2.
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Spot advertisements with the same captions in other sections of the employment notices also served to catch readers attention and direct them to the main listings.
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Innovative Advertisements as a Recruiting Magnet Example 3
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The advertisements were placed in National and State newspapers, and directed interested parties to the ACHA web site for position descriptions.
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CASE STUDY 2: Selecting from a broader field of applicants

Issues The Department of Land Administration (now Department of Land Information) (DLI) wanted to attract a wider field of applicants for two senior human resource positions. Ideally, they were seeking applicants with employment backgrounds different to those who may have only had public sector experience. They were looking to create two diverse teams in the human resources branch with people who had industrial relations acumen; a business focus; and an appreciation of the way strategic human resources were managed in successful, progressive, business oriented organisations. Actions DLI ran a blind advertisement for these positions, describing the organisations business focus and international successes as well as describing the positions in terms of the strategic human resource focus of the branch that had been created as part of a recent organisational restructure. They also developed a professional recruitment package for prospective applicants that included a personalised letter to the applicant describing DLIs business and what the organisation could provide to the successful applicant in terms of development and career prospects. The package provided information about the job and offered a one page bio-pic that described the new branch structure and the opportunity that these positions provided to build your own team. Included was a copy of DLIs Strategic Plan and a summary of the organisations Agreements, highlighting the positive terms and conditions of employment offered. DLI highlighted the options of a 38 or 40 hour week, 7 or 10 year long service leave, flexible hours, home-based work, carers leave, a family room and career and self development initiatives. The package also provided explicit instructions about how to apply for these positions. Results The responses to this recruitment approach were demonstrably different to those DLI had received from previous recruitment efforts. There were more requests than usual for the recruitment package and of these there was a higher percentage of applicants with experience in the private sector. This resulted in having more applicants from a diverse range of backgrounds, who were of a high calibre. One successful applicant came from the private sector, the other from the public sector. The successful private sector applicant felt that the combined approach of a good quality consultant, the professionalism of the contact within DLI and the recruitment package enticed her to apply.
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Case Study 2: Tips from the Standards Commissioner

Organisations do not need to provide comprehensive information about a position in the advertisement. However, applicants should be clearly advised of the number of a contact person who is able to handle their inquiries and provide detailed information.
When work-related requirements have been reduced to a minimum or, as in the Case
Study, where an organisation is clear about the type of person it is seeking, steps should also be taken to ensure the applicants have adequate information about all aspects of the position.
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When using innovative advertisements to capture the attention of possible applicants,
care should be taken to ensure that basic information such as the closing date for applications has been included. Such oversights are quite common when standard recruitment practices are varied and this may put the organisation at risk of receiving claims of breach of standards.
Case Study 3 Promoting a better understanding of the job

Issues The Disability Services Commission employs over 900 people in the area of direct care of people with disabilities. Employment in the direct care area, which includes the roles of Client Assistant, Trainee Social Trainer and Social Trainer, comprises around half of the Commissions workforce and in the past there had been a high turnover of personnel in these positions. The Commission was aware that the turnover rate was partly attributable to prospective employees not being fully aware of the complete scope of their duties before they commenced employment. The Commission was also aware that they were not always attracting enough applicants to fill positions, and that applicants frequently lacked the life experience considered necessary to perform effectively in these roles. Actions The Commission began providing information sessions for prospective applicants for direct care positions. They began advertising the information sessions in the statewide newspaper approximately every three months and requested only that people interested in attending one of the sessions provide their contact details. The information sessions provide attendees with detailed information about the jobs and the training opportunities, as well as the recruitment and selection requirements and processes. Attendees have the opportunity to take away the application package or to remain after the presentation to receive guidance in addressing the selection criteria. Through questioning of the prospective applicants work and life history, Commission staff members are able to provide pointers as to how the applicant could address the selection criteria, an important strategy to assist those with little or no experience of applying for work in the public sector. Those requiring further assistance in completing an application are referred to appropriate agencies e.g., to improve English language literacy or for further assistance in addressing selection criteria and submitting an application. Applications submitted at the information session are assessed and those applicants who meet the minimum criteria are provided with an interview date. Applications subsequently received by mail are processed in the normal manner. Results The Commission has found the information sessions so successful that approximately half of those who attend subsequently submit an application. Not only are applications more numerous, they are also from a far more diverse cross section of the community with a wealth of life experience.
The information session provides prospective applicants with the opportunity to
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select out of the recruitment process and it has been found that the attrition rate of
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employees, who attended an information session prior to commencing employment, is lower than for those who had no opportunity to attend such a session. There are now enough successful applicants to fill all vacant positions and the Commission has a small pool of successful applicants waiting for positions to fall vacant.
CASE STUDY 4 Using simpler, more inviting processes

Issues In the past, the Department of Resources Development (now Department of Industry and Resources) had conducted recruitment exercises that resulted in a less than satisfactory quality and range of applications. In particular they were concerned about the poor response from applicants outside the public sector. The Department wanted applicants with a broad range of employment experiences, who were able to recognise and meet the needs of its many customers from the private sector and in particular, from the mining industry. Actions
A recruitment consultancy firm was engaged to examine the Departments advertising
style, job descriptions and recruitment process to develop options/strategies. A trial was conducted on a Senior Finance Officer position where a previous advertisement had not attracted any suitable applicants. In the trial, the number of work-related requirements was reduced from 15 to 2 dot points (see original and amended criteria as set out in the following pages). The two points were written in friendly, conversational style and included about six actual criteria within the text. Applicants were asked, in no more than three pages, please tell us about yourself in the context stated below (rather than to submit a statement addressing the workrelated requirements). Both the advertisement and the dot points emphasised career development opportunities and the potential to branch out into other areas (see original and amended advertisements attached). Results
The number of applications increased from 9 to 38;
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The quality of applications was high with the majority from the private sector; The Department considers that an excellent appointment was made; and Diversity was improved, as the appointee was a woman in a non-traditional area of employment.
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Organisations can use any variety of selection methods provided they are open,
competitive and free from bias, unlawful discrimination, nepotism or patronage. The selection techniques used may depend upon the specific role, the diversity of the applicants required and the work-related requirements of the job.
Applicants need to provide sufficient information for the organisation to easily assess
their suitability for the job. However, the Recruitment Standard does not require each applicant under individual headings to address each of the work-related requirements of the job. It remains the role of the organisation to fairly examine the information provided by the applicants (in whatever form) and to assess whether this information adequately meets the work-related requirements of the job. If the organisation chooses to use the services of a recruitment firm to assist in its recruitment and selection processes, it must ensure that the recruitment firm is aware of and applies the Standards. The ultimate decision to appoint a person rests with the Chief Executive Officer and, accordingly, any decision about recruitment and selection is subject to the Standards and the Breach Regulations.
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CASE STUDY 4: DEPARTMENT OF RESOURCES DEVELOPMENT

Before After
The Department of Resources Development plays a key role in the development of large scale resource projects, ensuring long term benefits for Western Australians. DRD acts as the link between the Government and the private sector, and is highly regarded as a dynamic and progressive agency.
We are looking for someone who can provide support in financial management and analysis as the Department continues to adopt commercial accounting practices. In addition to this, you must be keen to become involved in related project work. Success in this job will see you well placed to move into a Financial Managers position in the public sector.
Senior Finance Officer

Corporate Services Division
Level 5 Salary: Workplace Agreement $45,244 - $54,356 An opportunity currently exists to join the small and cohesive Finance Branch within the Department of Resources Development. You will become an integral member of the team, with responsibility for: administering day to day Branch activities monitoring, contracting and advising on contract management processes preparing, monitoring and reporting on budgets, and developing financial statements for the Department.
Senior Finance Officer

Corporate Services Division
Level 5 Salary: $46,827 - $56,259 An opportunity currently exists to join the small and cohesive Finance Branch within the Department of Resources Development. You will become an integral member of the team, with responsibility for: preparing, monitoring and reporting on budgets preparing financial statements for the organisation monitoring and advising on contract management processes undertaking a variety of projects generally related to finance and financial management.
You will possess supervisory and teamwork skills, have knowledge of accounting systems and procedures, State Supply Commission policy and procedures, as well as knowledge of the FA&A Act and reporting requirements of government agencies. You will be computer literate, be able to analyse and interpret financial data and have experience of cash flow projects and annual budgets, presentation work and fund management within a government or commercial organisation. Eligibility for membership of either the Australian Society of CPAs or the Institute of Chartered Accountants of Australia is desirable. To discuss details of the position please call Ross Atkin on (08) 9327 5919. An application kit including selection criteria is available by phoning (08) 9327 5555. It is essential that applicants obtain this kit as applicants must address the selection criteria. Applications quoting position number P1356851 should be submitted to: Manager, Human Resources, Department of Resources Development, GPO Box 7606, Cloisters Square PERTH 6850 or hand deliver applications to: 7th Floor, SGIO Atrium, 170 St Georges Terrace, Perth. Applications close 5.00 p.m., 27 August 1998.
You will have experience with accounting systems and procedures as well as knowledge of Australian Accounting Standards and reporting requirements. If you are not currently experienced in purchasing / contracting, you must be willing to learn quickly. You will be able to analyse and interpret financial data and have experience with cash flow projections and budget development. Eligibility for membership of either the Australian Society of CPAs or the Institute of Chartered Accountants of Australia would be highly regarded. To discuss details of the position please call Ross Atkin on (08) 9327 5919. An application kit including selection criteria is available by phoning (08) 9327 5555. It is essential that applicants obtain this kit, and the selection criteria must be addressed in your application. Applications quoting position number P1956851 should be submitted to: Manager, Human Resources, Department of Resources Development, GPO Box 7606, Cloisters Square PERTH 6850 or hand deliver applications to: 7th Floor, SGIO Atrium, 170 St Georges Terrace, Perth. Applications close 5.00 p.m., Thursday 18 March1999.
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CASE STUDY 4: DEPARTMENT OF RESOURCES DEVELOPMENT

Section 5 Selection Criteria = Original Title Senior Finance officer Classification Level 5 Office No. Effective date of document
EACH CRITERION TO SPECIFY WHETHER ESSENTIAL OR DESIRABLE
RELEVANT SKILLS AND ABILITIES

Essential Numeracy skills Proficient in the use of personal computer and on-line terminals Oral and written communication skills Ability to analyse and interpret financial data Supervisory and teamwork skills Desirable Presentation skills
EXPERIENCE
Essential Experience in preparation of cash flow projections and annual budgets Experience in financial reporting and presentations Experience in fund management in a government and or commercial organisation Desirable Experience in a contract management and /or purchasing environment Experience in operating Sunsystem FMIS
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KNOWLEDGE
Essential Knowledge of accounting systems and procedure Knowledge of State Supply Commission policy and procedures Knowledge of the FA&A Act and reporting requirements of government agencies
QUALIFICATIONS
Desirable Eligibility for membership of either the Australian Society of CPAs or the Institute of Chartered Accountants of Australia
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SECTION 5 Selection Criteria = Amended Title Senior Finance officer Classification Level 5
Effective date of document Office No.
In no more than 3 pages, please tell us about yourself in the context stated below: We are looking for someone with an appropriate background in financial accounting who is keen to continue this work but who is also looking for opportunities to branch out into other areas, including purchasing and contracting. Eligibility for membership of the Australian Society of CPAs or the Institute of Chartered Accountants of Australia would be highly regarded, but is not essential. It is essential that you have experience with accounting systems and procedures as well as knowledge of Australian Accounting Standards and reporting requirements. You must also have the desire and capacity to continue to develop your skills and abilities in the finance area and related areas. A separate detailed CV must also be supplied.
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CASE STUDY 5 Active recruitment within the community

This Case Study describes an initiative taken by the Ministry of Justice to broaden the base of prison officer recruitment. The initiative continues to be refined and is an ongoing success. Issues In the past, there had been few applications from Indigenous people for prison officer positions. The Ministry recognised that increasing the number of Indigenous prison officers was a priority in view of the composition of the prison population and the need for culturally appropriate services. Actions
Community meetings were organised throughout the State, particularly in areas with
a large proportion of Indigenous people. The meetings were held over two days and were very informal. Discussion focused on the role of prison officers, why Indigenous people are needed and the career development and training opportunities available. On the second day the focus was on how to fill in the application, the nature of each of the work-related requirements and what the Ministry was looking for. Contact was also made with Indigenous employment organisations such as Manguri to ensure that news of the vacancies was spread to job seekers. Interviews were held at Noalimba, a less formal, and more familiar and relaxed environment than a government office. Results 195 applications were received from Indigenous people for 15 positions. The quality of the shortlisted applications was very high and all 15 positions were successfully filled. Structures for Ongoing Success An Indigenous Employment Coordinator and an Indigenous Retention and Career Development Coordinator are on staff to support this initiative. Employees are offered ongoing support through a mentoring program, and retention and career development strategies are in place for both new and existing staff. Since applications for prison officer positions continue to be received regularly, a pool of suitable applicants has been developed to assist in filling vacancies as they occur.
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Even though the focus in this recruitment strategy is on informality, proper
documentation needs to be created around the recruitment and selection process so that selection decisions are transparent and capable of review.
It is of vital importance that thoughtful recruitment strategies such as this are followed
up with appropriate induction processes and career development strategies to keep the momentum going.
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Case Study 6
Using search processes and involving team members in the selection process Issues The University of Western Australia is aware that their academic culture focuses on collegiality and the inclusion of departmental and faculty staff in decision-making. For this reason it was considered important that the selection of senior staff involved others in University governance. The University was also aware that conventional advertising often did not produce the best field of candidates internationally and few women tended to apply for senior positions. Actions All academic positions to be filled have a Search Plan (a UWA sample search plan for female applicants is attached). The plan indicates what action will be taken to identify and encourage applications from the best candidates internationally and from suitably qualified women. The selection process does not move from the receipt of applications to final shortlisting until a field of excellent candidates is achieved. This means the time-line for receiving applications may be extended depending upon the quality of the applicant pool. Candidates for academic positions are asked to enclose a teaching portfolio with their application. Shortlisted candidates are asked to conduct an open seminar which members of the department, students and others may attend. For senior positions, shortlisted candidates attend a departmental meeting and individual meetings are scheduled with senior members of the faculty and the University. Following the meetings and seminars, members of the department and faculty may provide comments on the candidates to the selection panel. Comments are usually in writing and may be discussed as part of selection committee deliberations. Results The search process increases the quality, international standing and diversity of applications. Academic candidates are assessed on the basis of a portfolio of work, performance in a real work activity, i.e. a teaching, research or management seminar, as well as based on interviews, referee and external assessor reports. The time spent with shortlisted candidates is longer and there is an opportunity for informal as well as formal discussion. Even though the final decision rests with the selection committee, there is opportunity for input to the process from other members of the department, students, faculty and senior staff.
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Case Study 6: Attachment SAMPLE SEARCH PLAN FOR WOMEN

Lecturer/Senior Lecturer in.......................... Department of ....................... The Department of ............... has been aware of the need to fill the current vacancy for some time and the members of the department have given serious consideration to what is needed to meet our longer-term objectives. We have identified an important change in the nature of our student body over the last few years. Over 25% of the undergraduate students in the department are now women and there are increasing numbers of female post-graduate students. We are also attracting significant numbers of overseas students. At present, however, there are no female academics in this department and in the past we have had few applications from women. Our department discussions have identified meeting this emerging need as a priority. Therefore we are particularly keen to attract a range of highly qualified female applicants to this position. During the past year, members of staff have been using opportunities at professional conferences to meet academics working in this area, especially women, and to note their areas of interest. We have kept a file on these and added to this file the names of those women who have previously completed their doctorates. All members of staff have also been asked to review contacts within their professional networks in order to identify potential applicants or institutions with strong graduate programs in the advertised area. In order to attract high quality applicants from a more diverse range of people, as well as more applications from women, we intend to act as follows:
1. The advertisement will be worded to encourage applications from women, for example: women are particularly encouraged to apply. 2. The position will be advertised with the possibility of filling it with two fractional appointments. 3. We are writing to all universities with strong reputations in the advertised area asking them to disseminate the information about the position. We have engaged a post graduate student to analyse recent literature in this area and to identify institutions and individuals whose research interests appear relevant so that they can be individually targeted. 4. We are contacting professional associations and, where they exist, womens sections of those associations. To encourage women to apply we will ask for the names of women working in the field in which selection is to take place and send them the advertisement and selection criteria. We will also ask for an advertisement to be inserted in any womens newsletters produced by these bodies.
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5. We are keen to attract staff who demonstrate a commitment to encourage female doctoral students and an ability to work successfully with a wide range of cultural backgrounds. This is included in the selection criteria.

Organisations choosing to use a variety of steps in the recruitment process, as in the
Case Study above, should be clear about which activities will be assessed as part of the selection process.
Any weighting in the assessment methodologies should be explicit and made
available to applicants. For example, in the study above, applicants for public sector positions would have to be told in advance what weightings (if any) were to be given to the feedback received from members of the department or faculty following the meetings and seminars.
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Case Study 7
Recruiting for hard-to-fill positions Issues In the past, the South West College of TAFE has had difficulty filling certain Lecturer positions. After advertising for a Lecturer - Carpentry and Joinery using the usual method of describing the role rather than speaking to the prospective applicant, and receiving no applications, the College tried a fresh approach. Actions
A new advertisement was created that spoke to applicants: Looking for an
opportunity to extend your talents? The advertisement was placed in local and State papers as well being included in the Master Builders Association minutes. The application process was simplified to ask prospective applicants to express their interest by telephone and provide their current contact details and the names and contact details of two professional referees. Those expressing an interest were subsequently contacted by the TAFE and invited to respond verbally to the streamlined work-related requirements which included: describe any training experience that you may have and/or what skills you would bring to the education and training of budding carpenters and joiners. The most competitive applicants were then invited to attend an interview that included a tour of the campus and facilities available to support them in their role. This was followed by a further referee check. Results Forty-two applications were received and a suitable person was recruited. The College now uses this approach more frequently when embarking upon a recruitment and selection process.
Case Study 7: Tips from The Standards Commissioner

The Recruitment Standard provides flexibility about how and where jobs are advertised. In addition, the Standard does not specify what information job advertisements should contain, or what they should look like. This will be dependent upon the type of job, the industry in which that job belongs, the image the organisation is seeking to project, and the diversity and other business needs of the organisation. The types of selection methods used will depend on the nature of the job itself. Whatever processes are used, they must be transparent and capable of being judged as reasonable. Provision could be made in the organisations recruitment and selection policies to allow for different recruitment and selection methods. While methods may change in accordance with organisational needs (such as achieving greater workforce diversity or a better match with the customer base), the workrelated requirements used as the basis for determining merit must remain the same throughout the same recruitment process.
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Case Study 8
Recruiting for diversity The Fire and Emergency Services Authority of WA (FESA) was looking to attract and recruit a more diverse range of applicants during their 2001 Firefighter Recruitment Campaign. FESA was aware that the firefighter workforce is predominantly made up of Caucasian males and until recently, women and people from diverse backgrounds had not been openly encouraged to apply for operational positions within the Fire Services. The role of a firefighter had also changed significantly over recent years and a greater emphasis is now placed on community interaction through education and community safety initiatives. The existing diversity status of the firefighter workforce meant that it did not overtly reflect the diverse community served by FESA. Actions To ensure there was a diverse pool of applicants from which to select candidates, a promotional campaign was undertaken to encourage women, people of culturally diverse backgrounds and Indigenous people to apply for the positions. As well as promoting the recruitment process through traditional mediums, targeted advertisements and poster campaigns where undertaken to reach a diverse group of people. Specific advertisements were placed in the Koori Mail and Australia-Chinese Times, as well as advertisements targeted towards women in the YOU section of the West Australian newspaper and Perth Weekly. Discussions were also held with Manguri Employment Services, a group specialising in Indigenous employment. The firefighter selection process was discussed to assist Manguri to prepare their clients more competitively, especially when addressing selection criteria. The selection criteria used to assess candidates were amended to make them more specific and easier for candidates to understand and address in writing. With the progression towards a more diverse workforce and acknowledging the diversity of the community served by FESA, an emphasis was also placed on a candidates ability to relate to and work effectively with people of different gender and diverse backgrounds. To ensure the selection panel reflected the diversity that FESA was seeking, the panel consisted of male and female members and included a senior firefighter with an Indigenous cultural background and a female firefighter. Throughout the process, the selection panel discussed various issues relating to diversity in the workforce and by having a female and Indigenous firefighter on the panel, there was enhanced sensitivity to diversity issues. A psychological test was introduced into the selection process that produced a profile of a candidates characteristics matched against the profile associated with successful performance in the position of firefighter. This test also provided an indication of a candidates attitudes towards women and people of diverse cultural backgrounds. When the interview questions were developed, an hypothetical situation was designed to assess how a candidate would interact with people from diverse backgrounds in a work situation. This allowed the selection panel to get a better indication of how well a candidate met the selection criteria, an ability to relate to and work effectively with people of different gender and diverse backgrounds.
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FESA also determined that those applicants who met all the work-related requirements of the position, would not be ranked numerically, but would instead be placed in a pool of suitable applicants from which the final selections would be made. From this group, 18 people were selected for a training school and another 29 were held on a reserve list should another school be required within a set timeframe. In addition to competitiveness on the characteristics relating to the selection criteria, the final selections were made following consideration of the gender and the diverse backgrounds and experiences of each suitable applicant, including cultural or Indigenous background. Results Of the 771 applicants who applied for the position of Firefighter, only 108 passed the selection criteria assessments as well as all of the physical, mental aptitude, literacy and psychological tests. These assessments measured the extent to which each applicant met each of the essential selection criteria that were addressed in writing, as well as the two criteria tested through practical assessments. These two criteria were demonstrated physical dexterity and achievement of job related physical and physiological standards and achievement of required standards in abstract and mechanical reasoning. The last stage of the selection process was the interview, with 108 applicants being invited to attend. Of those interviewed, 47 were considered highly competitive, and a final 18 were selected from this group as highly competitive and preferred, resulting in them being offered the opportunity to be a part of Trainee Firefighter School 49. Of the 18 highly competitive and preferred applicants, six were from culturally diverse backgrounds, another two were Indigenous people, and a further three were women. An applicant from a culturally and linguistically diverse background subsequently became the Dux of Firefighter School 49. Conclusion The 2001 Firefighter Recruitment Campaign had a clear shift towards a selection and recruitment process more focused on workforce diversity considerations. Through various measures, the objectives of the selection process were achieved. As a result, participants in Trainee Firefighter School 49 were highly competitive applicants across all selection assessments and also reflected more closely the cultural diversity and gender mix of the Western Australian community they would serve during their careers. FESA won the prestigious Premiers Award in the category of Management Improvement for this fresh approach to the Firefighter recruitment and selection process.
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Case Study 9 Using a tailored selection methodology

Issues Argyle Diamonds wanted to increase the number of successful employment applications received from the local community, particularly from Indigenous people who comprised only 5% of the workforce. In the past, large wordy advertisements had been placed in the local newspaper and the selection process had relied heavily on a written application and standard interview. When using these techniques, Argyle had found that they were not reaching an Indigenous audience and were getting fewer and fewer applications from Indigenous people. Moreover, these applications had very low success rates. In developing a new recruitment strategy that fully involved the community and accommodated cultural differences, Argyle recognised that local recruitment makes good business sense as well assisting to build local capacity and return investment to the local region. Actions Argyle set about building trust and positive relationships with local communities by travelling around the region to promote their new recruitment drive and recruiting methods. They used word-of-mouth, left flyers in community organisations and notice boards, placed advertisements on local Indigenous radio and spoke to as many people as possible to let them know that they were going to be conducting their recruitment process differently. Section 51(b) of the WA Equal Opportunity Act 1984, referring to measures intended to achieve equality, is now quoted in all advertisements to send the message that Argyle is serious about attracting and selecting Indigenous applicants. The new approach was characterised by the development of a set of assessment tools that rely on hands on assessment. Argyle then instituted week-long assessment workshops, conducted at their mine site south of Kununurra, that provide an opportunity for groups of around 20 Indigenous applicants to see what it is like to live and work there. Attendees are offered an allowance to cover their expenses for the week.
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Instead of having the recruitment process conducted only by staff from human resources, the assessment workshops are monitored by a team that comprises the Community Relations Officers, personnel from Human Resources as well as the relevant Superintendents from the department that is recruiting. This strategy ensures that the relevant operational unit participates in the selection process, gets to know the applicants and takes ownership of the assessment/recruitment process. Over the week, applicants work as a team in a variety of activities including tackling outdoor problem solving exercises that have replaced the previously used psychometric testing tools. For jobs where some proficiency in using machinery is required, Argyle has set up a mini-pit on site and, with the aid of an Indigenous instructor, applicants are guided through a range of exercises using light machinery to determine ability to be trained in machinery operation. At the end of each day, the selection team meets to discuss progress. Emphasis is placed on those participants who appear to be struggling or for whom shyness is still
an issue. Extra attention and assistance is then provided to these applicants to ensure that all have the best opportunity to demonstrate their abilities. Basic comprehension, as well as literacy and numeracy skill is assessed through the use of a test specifically developed to suit the needs of the positions being selected for. Small group discussions are held to air and discuss the issues arising from living onsite during the week and applicants have an opportunity to discuss any concerns they may have about taking on this type of employment. At the end of the assessment workshop, members of the assessment team have a brief informal chat with each applicant to discuss the weeks events. The applicants are asked several questions such as, why do you think safety is so important on this site? Results More than half the Indigenous people who have attended the assessment workshops, have been offered employment, and a number of these have entered apprenticeships and traineeships. Argyle now has a workforce that comprises 10% Indigenous employees, and anticipates meeting its objective of 15% Indigenous employment well ahead of the projected date of 2005. The calibre of Indigenous applicants is very high and there have been no resignations from employees recruited through the assessment workshops. These employees are also providing a positive role model to others in the community and now Argyle regularly receives unsolicited applications for employment from Indigenous people in the local communities. Argyle has entered into an agreement with a local organisation, Kimberley Group Training, to administer the apprenticeships and traineeships and to ensure that the training is culturally appropriate and flexible in its approach. Argyle is committed to ensuring that the training Indigenous people receive will enable them to be job-ready, irrespective of their previous work experience or level of education. Argyle has also instituted a peer support network on site that begins at the time of induction, to assist in mentoring and developing Indigenous employees.
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Appendix
WESTERN AUSTRALIAN RECRUITMENT, SELECTION AND APPOINTMENT STANDARD
Outcome The most suitable and available people are selected and appointed. The Standard The minimum standard of merit, equity and probity is met for recruitment, selection and appointment if: A proper assessment matches a candidates skills, knowledge and abilities with the work-related requirements of the job and the outcomes sought by the public sector body, which may include diversity. The process is open, competitive and free of bias, unlawful discrimination, nepotism or patronage. Decisions are transparent and capable of review.
Explanatory Notes
These notes are guides and are not part of the Recruitment, Selection and Appointment Standard. Application The Standard applies to all recruitment, selection and appointment transactions in the public sector, including entry-level and contracts of service. The standard does not apply to the filling of a vacant job by transfer, redeployment, secondment or temporary deployment (acting). Work-Related Requirements of the Job
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The work-related requirements are often referred to as selection criteria. Whatever they are called, the Standard does not limit the number or type. Preferably, they should be kept to a minimum, be relevant and avoid jargon. The aim is to increase the quality and range of applicants according to the employing authoritys business needs.
Diversity
The outcome sought is a workforce able to deliver appropriate services to diverse customers. Employing authorities are encouraged to use recruitment approaches that achieve this. Advertising The Standard requires an open and competitive selection process. The purpose of advertising is to encourage the most appropriate people to apply. It should not be used to discourage potentially suitable candidates.
Selection Methods Employing authorities can use a variety of selection methods provided they comply with the Standard. The selection techniques used depend upon the work-related requirements and the range of applicants. Shortlisting The Standard does not require applicants to include in their application specific headings for each of the work-related requirements of the job. Applicants need to provide sufficient information for the employing authority to easily assess their suitability. Confidentiality Information produced during the recruitment, selection and appointment process is kept in trust and divulged only to those with a need to know, with due regard to the requirements of the Freedom of Information Act 1992. Review Long descriptions or verbatim transcripts are not necessary, provided an independent person can follow what took place. Obligations The Standard does not override specific requirements applicable to the recruitment, selection and appointment process in the public sector, which may include: Clearance requirements of the Public Sector Management (Redeployment and Redundancy) Regulations 1994. Approved Procedures under the Public Sector Management Act 1994. Record retention as specified in the General Disposal Authority for Human Resource Management Records. Section 64 (4) of the Public Sector Management Act 1994.
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Innovative Recruitment

How this document is set out

SECTION 1 PREPARING FOR RECRUITMENT

1.1 Strategic Workforce Planning

competencies you are seeking.

people to your organisation.

approach where it is important?

to clarify what can or cant be done.

Support them to stay up to date with contemporary practices.

practices. Tips from the Standards Commissioner

skills will be obtained (recruitment, development, acting opportunities).

1.2 Designing Jobs and Preparing Job Descriptions

Things you can do

flexibility and eliminate confusion.

outside the Public Sector.

1.3 Determining the Work-Related Requirements

CORE COMPETENCIES for CEOs and SES Personnel

Things you can do

people from applying.

knowledge that can be learned on the job.

framework to ensure consistency in recruitment and selection.

candidates can take this into account when deciding to apply.

Tips from the Standards Commissioner

1.4 Evaluating and Classifying Jobs

who have tried this. Tips from the Standards Commissioner

adopt new classification systems.

Attachment 1B Kimberley College of TAFE

SECTION 2 - PLANNING TO RECRUIT

2.1 Developing a Recruitment Plan

2.2 Using a Search Plan

Things you can do

requirements can be reviewed with input from the panel.

and how many non-traditional applicants were shortlisted and competitive.

planning objectives and goals of the recruitment exercise.

include a description of any flexible arrangements that are in place.

including the rationale.

What others have done

PAGE 18 SECTION TWO

When you appoint

SECTION TWO PAGE 19

Attachment 2B Example of a recruitment plan

Example of a recruitment plan to attract Indigenous applicants

Manager of the position and HR advisor

Attachment 2D Example of a search plan to attract a more diverse range of applicants.

Attachment 2E Example of report on search plan to attract female applicants

Can you comment on which strategies were most successful?

SECTION 3 - ATTRACTING THE TALENT 3.1 Selling the Benefits

Things you can do

of interest to potential job applicants.

to your organisation and what worked in the recruitment process.

website. Provide contacts for more information about facilities.

and simple. Tips from the Standards Commissioner

What others have done

3.2 Choice of Media and Job Advertisements

3.3 Targeting Candidates from Specific Groups

Things you can do

3.4 Using Simple, User-Friendly Application Processes

number of pages that you expect a written application to be.

the selection process.

Reduce the number of requirements.

position promptly and knowledgeably.

skills is not important for the job.

 It is the role of the selection panel, or other configurations of selection decision-

It is the role of the selection panel, or other configurations of selection decision-

When using innovative advertisements to capture the attention of possible applicants,