Innovativerecruitmentnov 03

Innovative
Recruitment
A partnership project between

The Western Australian Office of EEO and
The CEO Diversity Forum
CONTENTS
Foreword 1
Section 1
Preparing for Recruitment 3
1.1 Strategic Workforce Planning 3
1.2 Designing Jobs and Preparing Job Descriptions 6
1.3 Determining the Work-Related Requirements 8
1.4 Evaluating and Classifying Jobs 11
Section 2
Planning to Recruit 15
2.1 Developing a Recruitment Plan 15
2.2 Using a Search Plan 15
Section 3
Attracting the Talent 25
3.1 Selling the Benefits 25
3.2 Choice of Media and Job Advertisements 27
3.3 Targeting Candidates from Specific Groups 30
3.4 Using Simple, User-friendly Application Processes 31
3.5 Ranking of Competitive Applicants 33
Section 4
Assessing, Selecting and Appointing - Choosing the Right People 47
4.1 Selection Panels 47
4.2 Choosing Selection Tools 49
4.3 Using Referees 55
4.4 Recommendation/Selection Reports 58
Section 5
Case Studies – The Whole Story 71
Appendix
Recruitment, Selection and Appointment Standard 90
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
S1
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.
FOREWORD PAGE 1
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.
PAGE 2 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. S1
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.
1.1 Strategic Workforce Planning

It is important that the organisation’s 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.
SECTION ONE PAGE 3

What Human Resource strategies are required to build this workforce?

Consider ways to:
S1 • 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 organisation’s 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
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.
PAGE 4 SECTION ONE

✓ 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
S1
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 can’t 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 organisation’s 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
SECTION ONE PAGE 5

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).
S1 • 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.
PAGE 6 SECTION ONE

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. S1
✓ Use broader job descriptions supplemented with an attachment that is specific to the
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.

✓ 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.

• 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 Ombudsman’s 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.
SECTION ONE PAGE 7

• 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
S1 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 employee’s 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.
PAGE 8 SECTION ONE

The core competencies usually reflect the organisation’s 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. S1
‘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).
CORE COMPETENCIES – for CEO’s 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.
SECTION ONE PAGE 9

According to Goleman (1995) ‘Emotional Intelligence’ involves abilities that may be

categorised into five domains:
• Self-awareness
S1 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 well-
grounded 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 forty-
one 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 organisation’s 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 organisation’s 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.
PAGE 10 SECTION ONE


✓ 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 person’s skills, knowledge and ability, as they
are relevant to the job. S1
✓ Exercise caution when using experience as a work-related requirement as
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’.

• 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
organisation’s 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.
S1 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 ‘self-
depreciating’ 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.

✓ 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.

• 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.
PAGE 12 SECTION ONE

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
S1
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. To set target times for the period required to fill a position.
2. To measure and report on performance against the target time.
3. To identify areas where the target time is not met and to determine why this occurs.
4. To assist Managers to continuously reduce the average time taken to fill positions.
5. To ensure HR processes are as efficient and timely as possible.
Target times
If the appointee is from the WA Public Sector - maximum of 40 working days
If the appointee is outside the WA Public Sector - maximum of 50 working days
If the position is also advertised internationally - 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.)
SECTION ONE PAGE 13

Attachment 1B
Kimberley College of TAFE
S1 Step-by-Step Flow Chart and Timeframes for Recruitment and Selection Process
Summary - Recruitment, Selection and Appointment Process
STEP 1 Form HRF002 authorised by Managing Director.
STEP 2 Job description/classification reviewed.
STEP 3 Redeployment clearances sought where necessary.
STEP 4 Advertisements prepared.
STEP 5 Advertising booked (InterSector, and Marketforce for newspaper advertising).
STEP 6 Applications received and receipt acknowledged.
STEP 7 Applications close.
STEP 8 Vacancy file to selection panel Chairperson within two working days (by
airfreight/courier as necessary) of closing of applications.
STEP 9 Applicants short-listed (for interview).
STEP 10 Letters to non-short-listed applicants to be despatched no later than 7 working

days after application closing date.
STEP 11 Interviews conducted.
STEP 12 Completed selection report to be with Human Resource Manager (with vacancy
file) within 14 days of application closing date.
STEP 13 Process checked and confirmed by Human Resource Manager within two working
days of receipt of selection report.
STEP 14 ‘Recommendation/Appointment Offer’ letter despatched to successful applicant

within two working days of receipt of selection report.
STEP 15 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’.
STEP 16 At end of review period issue final appointment letter.
STEP 17 Vacancy file consolidated and filed under locked cover.
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.
PAGE 14 SECTION ONE

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.
S2
Examples of two different planning techniques are provided in this section.
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.
SECTION TWO PAGE 15

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
requirements can be reviewed with input from the panel.
S2 ✓ 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 organisation’s workforce
planning objectives and goals of the recruitment exercise.
✓ Have someone other than one of your staff read your organisation’s applicant
information kit to assess its clarity and user friendliness.

✓ 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.
PAGE 16 SECTION TWO


• 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
S2
exercises (see Attachment 2B at the end of this section for an example).
SECTION TWO PAGE 17

S2
Attachment 2A
PAGE 18
Recruitment planning – Strategies to achieve more flexibility and diversity
Strategy Process Ways to Achieve the Strategy.

SECTION TWO
Want to JDF Ensure the JDF does not directly or indirectly exclude people from the relevant
achieve more diverse backgrounds.
diversity.
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 Include an explanation of the reasons for needing increased diversity and the
use of relevant recruitment strategies for the job being filled.
When you advertise Include the explanation and strategies for diversity in the applicant’s kit.
When you want to Indicate the diversity objectives in the advertisement and that a search may
search for a more continue after the closing date if there is not sufficient diversity in the pool of
diverse field of applicants. See advertisement sample in the box below. (It is important to
applicants remember that such a search process should occur prior to any assessment
being made of the content of applications.)
Advertisement 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
organisation’s diversity objectives into account when deciding which person to
appoint.
Want to encourage a work Advertisement This position may be filled full time or with two part time appointments.
life balance and enable Flexible work arrangements including…………and………..may be negotiated.
people with families to This is a part time position of approximately……….hours per week. Exact
access careers. hours, work days and times will be negotiated with the successful applicant
prior to appointment.
Don’t know if the job will Advertisement The initial period of the appointment is for………months and may be on a
be temporary or fixed term contract, secondment or acting basis. It is possible that the period
permanent. will be extended and/or that the successful applicant will be made permanent
after the initial period.
Appointment: fixed term contract, secondment or acting
for………months/years with the option of extension or permanent appointment
to the position.
May want to use the same Advertisement The initial appointment is for…..positions. Suitable and competitive candidates
field for similar jobs later. 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.
SECTION TWO
Applicant’s 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.
Want to keep searching if Applicant’s Kit To meet the organisation’s business needs we may continue to search to
the field lacks sufficient increase the pool of applicants after the closing date if there are insufficient
potentially suitable numbers of potentially suitable applicants following the initial shortlisting
candidates. assessment. If so, the closing date will be extended and applicants will be
PAGE 19
advised of the new date and they may submit a revised application. The
position may be re-advertised.
S2
Attachment 2B
Example of a recruitment plan
Goal: To attract a suitable field of applicants for XXX position by………………(date)
Action By By
Whom When
1. Review job description and work-related requirements to reflect
organisational objectives (including workforce diversity and business
needs).
S2 2. 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. Establish a panel and book dates for advertising, short listing

and interviewing, to keep recruitment cycle as short as possible.
4. Decide where to advertise the vacancy (press, Intersector, other) to

attract a diverse range and a wide field of applicants, and arrange
advertising.
5. Identify the most attractive aspects of the position from

applicants’ perspectives and include them in the advertisement and
information package sent to applicants.
6. 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.)
PAGE 20 SECTION 2
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 Manager of the S2

and cultural knowledge. position and HR
advisor
Invite one or two Indigenous people with a knowledge
of employment programs to participate on the panel.
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 Manager, panel
Indigenous applicants and prepare job-related member and HR
information. advisor
4. Develop a Search Plan to utilise networks to bring the Manager with

vacancy to the attention of possible applicants. HR advisor
Document the rationale for the Search Plan.
5. Decide how and where to advertise the position to Manager with

attract the best possible pool of applicants for the HR advisor
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
SECTION TWO PAGE 21

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
S2 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.
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.
PAGE 22 SECTION TWO

Attachment 2E
Example of report on search plan to attract female applicants
SEARCH PLAN REPORT
Statistics
No. of potential candidates contacted M! F!
No. of applications received M! F!
No. of candidates shortlisted M! F!
Strategies used to attract female applicants:

S2
List all formal and informal mechanisms used to attract female applicants, e.g.:
• formal and informal networks; and
• promotional strategies targeting women.
1.
2.
3.
4.
5.
Can you comment on which strategies were most successful?
SECTION TWO PAGE 23

S2
PAGE 24 SECTION TWO

SECTION 3 - ATTRACTING THE TALENT
3.1 Selling the Benefits

In today’s 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,
S3
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 it’s 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.
SECTION THREE PAGE 25

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 non-
traditional 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 organisation’s 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
and simple.
S3 Tips from the Standards Commissioner
✓ Make sure that what is communicated is accurate.

• Alcoa advertised for graduates using the headline, Your biggest job isn’t 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
- Morgan’s 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.
PAGE 26 SECTION THREE

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; S3
• 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;
• 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.

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

✓ Don’t limit advertising to internal audiences.
S3 ✓ 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

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 organisation’s 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.

• 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). S3
• 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 work-
related requirements in a conversational style of text. (see Case Study 4 in Section
5).
• The Sydney based Mater Hospital and St Vincent’s 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 it’s 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).

• 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
S3 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
organisation’s 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).
Things you can do

! Consider the extent to which your organisation’s 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.

! 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.

• 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

S3
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;
• How applications can be submitted;
• The format required for the application;

• 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 organisation’s 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
the selection process’.
S3 ✓ 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 driver’s 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
organisation’s 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.

✓ 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.

✓ 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.

• 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). S3
• 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
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

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.
S3

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 organisation’s 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 S3
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
After
The wording of the advertisement was changed to read:

‘If you’ve got a wide range of plantation management skills and leadership qualities
then this is the job for you. It’s 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.

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.
S3 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 Transport’s 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 driver’s 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.
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.

After
REGIONAL
COORDINATOR
!"#$%&'(
Here’s a great opportunity for a Further details from www.joblist.com.au or

forward-thinking person to make contact Mal Pascoe on 9216 8748
a difference in the Gascoyne email;mpascoe@transport.wa.gov.au
Region.
Applicants must obtain a Job Application
We need a strong person to head the Package before submitting an application.
Regional Service Unit which is part of a
network responsible for strengthening Jop Application Packages:
links with the local transport community,
providing professional advice and a
focus for transport matters, helping with
http://www.transport.wa.gov.au/humanResources
or by telephoning 9321 4990. S3
transport solutions, facilitating the
delivery of and access to transport Applications Close: 5.00pm, Tuesday 5 June
services, promoting safety through 2001. For information on Transport’s business
education and training and working with activities visit: http://www.transport.wa.gov.au
industry to develop operating and
performance standards.
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.

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
S3 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

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 organisation’s 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.
S3

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 organisation’s belief that greater diversity of
inputs will assist in developing and providing more relevant and appropriate services.
This organisation has been aware for some time that its senior management is
S3 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, women’s 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

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 organisation’s management team.
S3

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? _______________________________
____________________________________________________________________
S3 3. How long have you lived in the area? ______________________________________

____________________________________________________________________
4. AADRS covers employee’s 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) Please give an example of a past
experience(s) that demonstrates this.
____________________________________________________________________
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.
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________
___________________________________________________________________________________

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 don’t calm the parties down, there is the
potential for violence. What would you do to bring the discussion back under control?
____________________________________________________________________ S3
____________________________________________________________________
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?
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________

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
S3 It is important that you read these notes prior to commencing the process of shortlisting
applicants.
In March 2000, LISWA’s 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 LISWA’s 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.
S3

S3

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 don’t 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 S4
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
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 applicant’s information kit.
SECTION FOUR PAGE 47

✓ 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 organisation’s 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.

✓ 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
way of assessing applicants, then it should provide information about the composition
S4 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.

• 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 Office’s 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.
PAGE 48 SECTION FOUR

• 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.
S4

Graph 1: Predictive Validity of Personnel Selection Methods
Job Tryout/Work Sample

0.78
Tests
Structured Behavioural
0.62
Interview
Ability Test 0.53
Assessment Centre 0.41

Series1
Personality Test 0.38
Non Behavioural Referee

0.26
Check
Resume/Biodata 0.24
Unstructured Non-
0.14
Behavioural interview
0 0.2 0.4 0.6 0.8 1
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
S4 predictive validity.
(Graph adapted from ‘Selecting Well’, Department of Human Services, Victorian
Government, 1999).
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?

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
individual’s 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 applicant’s 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
S4
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
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

Resumes can be a good source of information about an applicant’s past experience, and
can provide additional material that a selection panel can ask further questions about
S4 during a subsequent interview. The danger of placing too much emphasis on an
applicant’s 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 applicant’s life
at work.
4.2.5 Structured Behavioural Interviews

These interviews use a set of prepared questions that are designed to match an
applicant’s 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 applicant’s past behaviour in certain
situations. This is seen as a predictor of how they will behave at work in the future. The
applicant’s responses are considered reliable because they are telling you what they

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 applicant’s strengths and
weaknesses.
Be mindful that the panel’s 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
applicant’s 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 applicant’s 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 applicant’s ability to analyse statistical or budget information.
The work sample tests can also involve simulated group discussions and decision
S4
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 applicant’s interpersonal skills.
The work sample test has the advantage of constituting an objective assessment of the
applicant’s 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 applicant’s 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.

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 work-
related 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.
✓ Establish systems for interviewers to get feedback on their interview behaviour and
S4 on the decisions they have made.

✓ 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.


• 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 applicant’s
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
S4
application or selection process, for example, about the applicant’s 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) ‘Don’t 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.
‘It’s easy enough for Boards to measure a CEO candidate’s financial successes, but
how can you measure the soft qualities of leadership? The best approach is to interview
a candidate’s superiors, peers, and people who report directly to them. They might not
always give you a full account of a candidate’s 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?
• 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 company’s 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 applicant’s 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 don’t offer consent to go beyond their nominated referees
that you are seeking all the pieces of the puzzle and that pieces may be missing
S4 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
referee’s 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 applicant’s
strengths and areas for development, as well as probing the referee’s 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 applicant’s 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
referee’s 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.

✓ 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 applicant’s work-related skills, knowledge and abilities. However, care S4
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
applicant’s 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

of the panel monitors the selection process to ensure that the member with the
‘conflict’ does not overestimate or underestimate the applicant’s 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.

• After an interview, the Ministry of Fair Trading (now the Department of Consumer
and Employment Protection) contacts the applicant’s 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 candidate’s 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.
S4 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 applicant’s 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.

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.

✓ 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 S4
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, don’t try to replicate in
selection reports what is already contained in the selection team’s 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.

• 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.

• 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
panel’s 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.
• At the Ministry of Fair Trading (now the Department of Consumer and
Employment Protection), the sign off for selection decisions for positions from level
S4 1 to 4 has been delegated to Directors.

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
– 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 S4
– enjoy a vigorous and dynamic work environment.
Cognitive Skills
– deal with concepts and complexity comfortably;
– use analytical and conceptual skills to reason through problems; and
– translate creative ideas into workplace improvements.
Self Confidence
– 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.

Commercial Focus
– 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

– 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
– 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
– make good decisions based on a mixture of analysis, wisdom, experience and
judgement;
S4 – have a bias for action;

– make tough decisions, sometimes with incomplete information; and
– evaluate rational and emotional elements of situations.
Flexibility
– 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
– understand the approaches required to appropriately manage a diverse range of
people and resources to sustainably achieve outcomes.

Persuasion/Negotiation
– 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
– accept responsibility above and beyond the stated job;
– generate and promote new ideas;
– volunteer for additional activities; and
– be proactive.
Integrity
– 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
– clearly and convincingly articulate a vision;
– make subordinates feel trusted and valued; S4
– 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.

Attachment 4B
Sample Selection Report
TITLE: RESEARCH OFFICER x 2
CLASSIFICATION: Level 5
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 work-
related requirements and duties of the position. Table B (Attachment 4D) provides a
comparative assessment of each candidate.
S4 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 Feedback to be obtained from M Jones.
8.2 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
Signed: ..................................... .Date: .........................

Table A Shortlisting Matrix
(NFD – Did not fully demonstrate the criterion; D – Demonstrate the criterion; E – Exceeded the criterion)
APPLICANT’S Team Leadership Work in a co- Ability to develop innovative Present COMMENTS
NAME Skills operative and solutions in customising complex
inclusive service & products to suit data in
manner individual agency needs innovative
formats
Candidate A Lead a team in D D D Interview

customising training D
Candidate B Currently managing D NFD D

team D
Candidate C D D D NFD
Candidate D Service delivery D D D D Interview
Candidate E D D Internal to agency only NFD NFD
Candidate F D D D D Interview
Candidate G D NFD Internal corporate consultant D NFD
SECTION FOUR
Candidate H D D D Mathematical Interview

statistics D
Attachment 4C
PAGE 65
S4
S4
Attachment 4D
Table B Applicant Assessment Sheet
PAGE 66
(NFD – Did not fully demonstrate the criterion; D – Demonstrated the criterian;
FD – Fully demonstrated criterion; E – Exceeded the criterion)
APPLICANT’S Team leadership skills Work in a co-operative Ability to develop Present complex data in COMMENTS
NAME and inclusive manner innovative solutions in innovative formats
SECTION FOUR
customising service and

products to suit
individual agency needs
Q4 & Q2 Q1 Q2 Q5
Applicant A Demonstrated criterion but Demonstrated criterion. Able Demonstrated criterion but Did not fully demonstrate Not appointable
at a base level. Good to provide examples unable to display innovative criterion.
understanding of team demonstrating flexibility and solution in customising.
process but not at a support of other team Provided rather simplistic Example of use of data at a
leadership level. members. solutions. lower level.
Applicant D Demonstrated criterion, but Fully demonstrated criterion. Demonstrated criterion, but did Did not fully demonstrate Not appointable
did not display an analysis Demonstrated good not display the ability to distil the criterion. Little experience in
of what makes a team awareness. information in a strategic way. use of quantitative data &
effective. Tended to give too much statistical analysis.
information.
Applicant F Fully demonstrated criterion. Demonstrated criterion. Fully demonstrated criterion. Fully demonstrated / exceeded Appointable
Has experience in leading a Demonstrated a very flexible, Presentation was very focused. criterion. Examples indicated
very diverse team. customer-focused approach. Displayed a very good strength in HR and workforce
Displayed clear Inclusive approaches understanding of the issues. data analysis and formal
understanding of adopted. qualifications in statistics.
expectations & boundaries.
Applicant H Fully demonstrated criterion. Demonstrated criterion, Demonstrated criterion, provide Demonstrated criterion. Appointable
Experienced in leading a demonstrated flexibility as a new approach to generic Presented one example.
team & displayed a good team member. processes to good effect. Statistical analysis part of
understanding of the need to postgraduate studies.
customise approach.
Attachment 4E
Recommendation Report
Position Title: Position No:
Advertised in: Date Advertised:
Process: The selection techniques used were:

•
No. of Applicants: Female: Male:
Applicants Not Applicant’s Name

Shortlisted:
Applicant’s Name
Applicant’s Name
Applicants Applicant’s Name

Shortlisted:
Applicant’s Name
Applicant’s Name
Summary A summary of the panels’ assessment of each shortlisted S4

applicant against the work-related requirements is below.
All of the available information gained during the
selection process was used to make the assessment.
Applicant’s Name:
Text in here about how they met the work-related
requirements – summary only.
Applicant’s Name:
requirements – summary only.
Applicant’s Name:
requirements – summary only

Comparative
Text in here about how the applicants compared to one
Assessment:
another overall
1st Recommendation: Applicant’s Name
2nd Recommendation: Applicant’s Name
3rd Recommendation: Applicant’s Name
Commencing Level/
Increment (eg L4/2):
Statement of At all stages in the selection process for this position, the
Compliance: policy requirements set out in Transport’s Recruitment and
Selection Process3.10 and the Public Sector Standards for
Recruitment, Selection and Appointment were adhered to.
Insert Panel Member’s Name

Signature Date

Signature Date
S4 Signature Date
Report complies with

Transport policy Consultant – Human Date
Resources
Recommendation Approved/
Not Approved Executive Director - Date
Division

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 E1 E2 E3 E4 E5 E6 E7 E8 D1 D2 D3 COMMENTS
Applicant
SECTION FOUR
Attachment 4F
S4
PAGE 69
IINNOVATIVE RECRUITMENT
S4

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 reader’s 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.
S5
• 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.
SECTION FIVE PAGE 71

CASE STUDY 1: ADELAIDE COMMUNITY HEALTHCARE ALLIANCE
Innovative Advertisements as a Recruiting Magnet
Example 1
S5
‘Through the use of graphics ACH was able, simply and succinctly, to communicate the
characteristics they were seeking from the successful applicants.’
PAGE 72 SECTION FIVE

Example 2.
S5
‘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.’

Example 3
S5
‘The advertisements were placed in National and State newspapers, and directed
interested parties to the ACHA web site for position descriptions.’

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 organisation’s
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 DLI’s 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 DLI’s Strategic Plan and a summary of the organisation’s 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, carer’s 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
S5
recruitment package enticed her to apply’.
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.

✓ 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 Commission’s 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 applicant’s 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
S5 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
‘select out’ of the recruitment process and it has been found that the attrition rate of

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 Department’s 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 work-
related 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).
S5
Results
• The number of applications increased from 9 to 38;
• 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.

✓ 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.
S5

CASE STUDY 4: DEPARTMENT OF RESOURCES DEVELOPMENT

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

Corporate Services Division Senior Finance Officer
Level 5 Corporate Services Division
Salary: Workplace Agreement $45,244 - $54,356 Level 5
Salary: $46,827 - $56,259
An opportunity currently exists to join the small and
cohesive Finance Branch within the Department of An opportunity currently exists to join the small and
Resources Development. You will become an integral cohesive Finance Branch within the Department of
member of the team, with responsibility for: Resources Development. You will become an integral
member of the team, with responsibility for:
• administering day to day Branch activities
• preparing, monitoring and reporting on budgets
• monitoring, contracting and advising on contract
• preparing financial statements for the organisation
• management processes
• monitoring and advising on contract management
• preparing, monitoring and reporting on budgets, processes
and
• undertaking a variety of projects generally related
• developing financial statements for the to finance and financial management.
Department.
You will have experience with accounting systems and
You will possess supervisory and teamwork skills, procedures as well as knowledge of Australian
have knowledge of accounting systems and Accounting Standards and reporting requirements. If
procedures, State Supply Commission policy and you are not currently experienced in purchasing /
procedures, as well as knowledge of the FA&A Act contracting, you must be willing to learn quickly.
and reporting requirements of government agencies.
You will be able to analyse and interpret financial data
You will be computer literate, be able to analyse and and have experience with cash flow projections and
interpret financial data and have experience of cash budget development.
flow projects and annual budgets, presentation work
and fund management within a government or Eligibility for membership of either the Australian Society
commercial organisation. of CPA’s or the Institute of Chartered Accountants of
Australia would be highly regarded.
Eligibility for membership of either the Australian
Society of CPA’s or the Institute of Chartered To discuss details of the position please call Ross Atkin
Accountants of Australia is desirable. on (08) 9327 5919.
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
S5
An application kit including selection criteria is be addressed in your application.
available by phoning (08) 9327 5555. It is essential
that applicants obtain this kit as applicants must Applications quoting position number P1956851 should
address the selection criteria. be submitted to: Manager, Human Resources,
Department of Resources Development, GPO Box 7606,
Applications quoting position number P1356851 Cloisters Square PERTH 6850 or hand deliver
should be submitted to: Manager, Human Resources, applications to: 7th Floor, SGIO Atrium, 170 St Georges
Department of Resources Development, GPO Box Terrace, Perth.
7606, Cloisters Square PERTH 6850 or hand deliver
applications to: 7th Floor, SGIO Atrium, 170 St Applications close 5.00 p.m., Thursday 18 March1999.
Georges Terrace, Perth.
Applications close 5.00 p.m., 27 August 1998.

CASE STUDY 4: DEPARTMENT OF RESOURCES DEVELOPMENT
Section 5 Effective date of

document
Selection Criteria = Original
Title Classification Office No.

Senior Finance officer Level 5
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
KNOWLEDGE
S5 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 CPA’s or the Institute of
Chartered Accountants of Australia

SECTION 5
Effective date of
document
Selection Criteria = Amended
Title Classification Office No.

Senior Finance officer Level 5
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 CPA’s 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.
S5

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
S5 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.

✓ 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.

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. S5
• 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.

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, women’s 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 women’s newsletters
produced by these bodies.
5. We are keen to attract staff who demonstrate a commitment to encourage female doctoral
S5 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.

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
S5
as reasonable. Provision could be made in the organisation’s 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 work-
related requirements used as the basis for determining merit must remain the same
throughout the same recruitment process.

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 candidate’s 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.
S5 • A psychological test was introduced into the selection process that produced a profile
of a candidate’s characteristics matched against the profile associated with
successful performance in the position of firefighter. This test also provided an
indication of a candidate’s 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.

• 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 Premier’s Award in the category of ‘Management
Improvement’ for this fresh approach to the Firefighter recruitment and selection process.
S5

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.
• Instead of having the recruitment process conducted only by staff from human
S5 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 week’s 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.
S5

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 candidate’s 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
S5 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 authority’s 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.
S5

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Innovative

A partnership project between

Published November 2001, Reprinted 2003

How this document is set out

SECTION 1 – PREPARING FOR RECRUITMENT

1.1 Strategic Workforce Planning

What is the current business of our organisation?

What are the implications of this for our workforce?

SECTION ONE PAGE 3

What Human Resource strategies are required to build this workforce?

S1 • Retain skilled people;

Aligning Recruitment and Selection to Organisational Needs

Things you can do

PAGE 4 SECTION ONE

Tips from the Standards Commissioner

What others have done

SECTION ONE PAGE 5

1.2 Designing Jobs and Preparing Job Descriptions

PAGE 6 SECTION ONE

Things you can do

Tips from the Standards Commissioner

What others have done

SECTION ONE PAGE 7

• The Office of Energy as well as the Department of Resources Development (now

1.3 Determining the Work-Related Requirements

The Search for ‘Cultural Fit’

PAGE 8 SECTION ONE

CORE COMPETENCIES – for CEO’s and SES Personnel

Respect for Self and Others

Some organisations further define core competencies at a number of different levels so

SECTION ONE PAGE 9

According to Goleman (1995) ‘Emotional Intelligence’ involves abilities that may be

Things you can do

PAGE 10 SECTION ONE

Tips from the Standards Commissioner

What others have done

1.4 Evaluating and Classifying Jobs

SECTION ONE PAGE 11

Things you can do

Tips from the Standards Commissioner

What others have done

PAGE 12 SECTION ONE

Example of a staff circular on timeframes for

How we aim to do this

How the time will be measured

SECTION ONE PAGE 13

Kimberley College of TAFE

STEP 1 Form HRF002 authorised by Managing Director.

STEP 2 Job description/classification reviewed.

STEP 3 Redeployment clearances sought where necessary.

STEP 4 Advertisements prepared.

STEP 5 Advertising booked (InterSector, and Marketforce for newspaper advertising).

STEP 6 Applications received and receipt acknowledged.

STEP 7 Applications close.

STEP 9 Applicants short-listed (for interview).

STEP 10 Letters to non-short-listed applicants to be despatched no later than 7 working

STEP 11 Interviews conducted.

STEP 14 ‘Recommendation/Appointment Offer’ letter despatched to successful applicant

STEP 16 At end of review period issue final appointment letter.

STEP 17 Vacancy file consolidated and filed under locked cover.

NOTE 1 If for unavoidable reasons any of Steps 8 to 15 need to be delayed, then

Steps 1 to 16 should be completed within a maximum of eight weeks from the

PAGE 14 SECTION ONE