Selection and Appointment Guide (General)

Selection and Appointment Guide for Chairs of Selection Committees for a General Staff Vacancy

Human Resources
June 2004

INTRODUCTION

Please read these guidelines prior to convening the selection committee and commencing short listing as they outline the entire process and will assist you and your selection committee understand your responsibilities. These guidelines will also assist you to work within both an efficient and ethical framework.

It is a requirement for the Chair to have attended recruitment and selection training and it is expected all members will have attended. If your training did not occur in recent years please consider receiving an update.

The selection and recruitment process is a critical factor in ensuring the University has the right staff. How well we manage this process also enhances the University's credibility and underlines our commitment to integrity, accountability and transparency in our decision making processes. Based on the assessment and recommendations made by you and your selection committee, the University will make an offer of employment. This is a significant commitment of the University's financial, management, training, and other resources to an individual. Sound business practice requires the selection process to provide a clear basis for entering into such a commitment and is documented such that recruitment decisions are capable of review.

Key Principles

• The recruitment, development and retention of high quality staff is the University's prime objective. It has chosen a merit based selection system to optimise the potential for selecting the best person. This method uses a combination of written application, behaviourally based interview questions, testing/presentations and referee reports to determine relative merit against defined selection criteria. This process has been established to ensure the best possible choice and that there is no discrimination on grounds unrelated to the requirements of the position.
• The prerequisites and selection criteria for each position supply the means by which a selection committee can assess the relative merit of applicants to ensure their assessment is made on the same basis for all applicants. If the prerequisites and selection criteria have not been reviewed and updated, you could recruit the wrong person for the position based on outdated requirements and duties.

For further information on, or assistance with, the selection process please contact the Human Resource Adviser on ext 4671. For further information on or assistance with appointment matters please contact the appropriate Human Resource Officer (Contact Guide).

Details of the University's policies and procedures regarding recruitment and selection can be found at Staff Selection.

The following documents are appended to these guidelines to assist you in the selection process:

Appendix 1 – Short listing and Interview Rating Scale
Appendix 2 – Sample Questions
Appendix 3 – Suggestions for Conducting Selection Interviews
Appendix 4 – Selection Reporting Checklist

Two forms which require completion as part of the selection and appointment process documentation are:

• Statement of Confidentiality
• Recommendation to Offer New Employment Contract

These forms will be sent with the applications.

THE SELECTION PROCESS

FLOWCHART OF SELECTION PROCESS

Setting up a Selection Committee

As the Chair (usually the position manager) you are required to set up a Selection Committee comprising at least three members including:

• at least one female and one male to provide gender balance
• at least one person with detailed working knowledge of the requirements of the position, preferably the supervisor
• at least one member from outside immediate work area

The issue of diversity should also be considered in establishing the committee.

The selection committee should not include any person who has a close personal relationship with an applicant. If that member of the committee is the most appropriate, they are required at the outset to declare their relationship to the applicant.

Responsibilities of the Chair and Selection Committee

• To read and sign the 'Statement of Confidentiality' form.
• To maintain confidentiality at all times. All proceedings related to the selection and appointment of staff are strictly confidential. Access to all papers, including applications, is to be limited to members of the selection committee and the committee's secretary.
• Deliberations and decisions of the committee must not be discussed outside the committee without the specific authority of the Chair. If applicants make queries as to the progress of the selection process, or the deliberations of the panel, their queries should be referred to the Chair for response.
• To agree on selection techniques, weighting of criteria, interview questions or other evaluation tools prior to interviews to ensure all applicants are treated in an equitable manner.
• To structure interviews and other exercises consistently.
• To provide feedback to applicants. All applicants are entitled to receive feedback from the selection committee once they have been formally notified of the outcome. Either the Chair or previously agreed upon committee member must respond to such requests in a timely manner.
• To ensure the process is completed within a reasonable timeframe.

The Assessment Process

Only One Application is Received For an Advertised Vacancy

It is a requirement that a Selection Panel is convened to assess the application against the criteria outlined in the position description and a decision made as a panel as to the suitability of the applicant.

If all panel members are unanimous that the applicant meets all the requirements of the role, recourse to interview is not required.

The process must be clearly outlined in the selection report provided to Human Resources.

Short Listing

Assessing the written applications is the first step in identifying competitive applicants for further assessment. All committee members are to be involved in the short listing process.

As Chair, you need to ascertain, for internally advertised positions, the applicant’s employment status at UWA before sending the applications, together with the Statement of Confidentiality, to all members of the Selection Committee for independent short listing.

Set up a full committee meeting to jointly rank the applicants against the criteria to determine an initial short list according to an agreed rating scale (see Appendix 1) and document the results.

When you and the Selection Committee are reading the applications:

• think about the environment in which the position functions
• translate the claims made by applicants into this context
• consider whether the experience described demonstrate the applicant's understanding of the requirements of the job
• assess the level of their formal skill and understanding

It is helpful to assess the written applications against a matrix (refer attached). Only applicants considered competitive for the position need to be interviewed.

Ensure short listed applicants have signed the Referee Check Authorisation (reverse of the attachment to their application) and if not contact them to get authorisation.

If you and the selection committee at your full committee meeting did not:

• discuss the content, structure and evaluation of the interview/test/exercise and order it in a logical way
• decide on a final short list for interview
• finalise the interview questions and/or other assessment method(s) related to the criteria

then you must, through a further meeting or via email, discuss the above.

At this stage it is recommended that members of the Committee who have been approached to act as a referee for one or more of the short listed applicants provide their references in writing. Providing a reference before the applicant’s performance at interview is considered a way of minimising bias and maintaining transparency of decision making.

Advise non-short listed INTERNAL applicants of their performance relative to the criteria and the reasons for not granting an interview.

Document the short listing process and outcomes.

If you wish to use work tests as an additional tool access Using Work Tests to assist you.

The Interview and Other Job-Related Exercises

The purpose of the interview is to complete the picture about the applicant you have formed from the short listing process. The interview should seek to explore more fully claims made in the written application and to assess verbal communication and interpersonal skills (remembering that some applicants will handle the interview better than others). Helpful suggestions for conducting the interview are at Appendix 3.

For some positions it is important to test a specific skill or knowledge. For example, applicants for clerical positions may be asked to complete a computer-based exercise.

In reaching an assessment the committee should consider all the data available about the application — the written application, interview, other exercises and referee reports. The more sources of information used, the greater the chances of forming an accurate and well rounded assessment of the applicant's suitability for the position.

Arrange for each short listed applicant to be contacted, with as much notice as possible, and advise:

• interview time, date and venue
• that a work-related exercise (if applicable) is part of the assessment process including where it will be held and the time
• the approximate time the process will take

Ensure they are asked if they have any special requirements when making these arrangements.

Organise a comfortable waiting area for applicants and inform reception.

Take a lead role in the formal interviews (see Appendix 3).

Sight originals and copy evidence of qualifications and eligibility to work in Australia if not an Australian or New Zealand citizen. If these are not available, you should advise the applicant any offer of appointment may be subject to the production of evidence within a reasonable period of time.

Ensure the key elements of the interviews and subsequent deliberations are recorded through notes taken by the Selection Committee.

After the Interview – Chair and Selection Committee

Rank the applicants based on all available data according to an agreed rating scale (see Appendix 1):

• written application
• interview
• test/exercise (if applicable)
• referees’ reports

Make the final decision.

Referee Reports

This process is to obtain information about the applicant’s workplace behaviour from persons nominated as referees. The aim is to collect further evidence about the applicant’s suitability with respect to each criterion.

It is recommended, you as Chair, or a nominated selection committee member contact referees after interviews have been conducted. However, if you have a large pool of applicants it may be appropriate to contact referees as part of the short listing process to determine competitive applicants.

If you or a committee member identifies a person not nominated by the applicant as referee, you must get the applicant’s permission to contact this person and give them an opportunity to comment on any possible referee bias. Whenever possible the applicant’s current supervisor should be contacted (with the consent of the applicant).

You should seek other views where there are differences of opinion between referees. If the person is working or recently worked at the University their supervisor should be contacted.

Where an applicant's referee is also a member of the selection committee, his/her comments should be considered no differently to any other referee.

You should only ask referees questions directly related to selection criteria.

All responses should be recorded in writing.

Making the Final Decision and Reporting the Outcomes of the Selection Process – Selection Report
(See Appendix 4 for a detailed checklist)

Sound business practice requires that the selection criteria provide a clear basis for entering into an employment arrangement with an applicant and enables the decision making process to be transparent and capable of review.

You and the selection committee should discuss the referee reports and confirm rankings, with all interviewed applicants assessed against all criteria for the position.

As Chair you should ensure all documentation that summarises the selection process and makes a recommendation on appointment is adequate, ie, ensure the decision is transparent and capable of review.

The report must contain sufficient information to provide feedback to individual applicants and must demonstrate with some rigour how the selection committee arrived at its conclusions and should include:

• the name of the recommended applicant
• a clear statement why this applicant was considered more appropriate than other short listed applicants
• direct evidence that the recommended applicant meets the selection criteria, including results of interview, tests and referees report
• brief statement on all short listed applicants referring explicitly to their competitiveness in relation to the selection criteria and the selected applicant

There may be occasions where a selection committee is unable to reach a consensus decision. If this occurs they may choose to employ additional assessment techniques (eg further interview, extra referees), or make a majority decision with the dissenting committee member(s) submitting a minority report. A minority report must clearly set out the reasons for disagreement in regards to the selection process and/or recommendation.

A helpful checklist for ensuring the completeness of selection reports is at Appendix 4.

There is no obligation to appoint if it is believed there are not any suitable high quality applicants. The position should be re-advertised and a search process commenced.

Finalising the Outcome

The selection report should be endorsed by the Dean or equivalent.

A Recommendation to Offer New Employment Contract is not a formal offer of employment. An offer of employment can be made only through Human Resources after the appropriate level of approval has been obtained.

You may advise an applicant that they are the ‘recommended applicant’ but in no circumstances should you offer them employment as the University could be at risk if a verbal contract is offered prior to appropriate authorisation and then withdrawn.

Appointments will generally be to the minimum of the salary range. If the selection committee believes that circumstances warrant consideration of a higher salary this must be approved by the Dean or equivalent.

If an external applicant is to be recommended for appointment and you become aware that they are currently in receipt of a workers' compensation payment, please contact the University's Occupational Therapist on ext 2784 as your work area may be entitled to some special benefits.

Retain a copy of the selection report so you can provide feedback.

Hand deliver the following completed documentation to HR Services, Human Resources so they can prepare a letter of offer for the successful applicant and advise all short listed applicants, in writing, of the outcome of their application:

• selection report
• completed and signed Recommendation to Offer New Employment Contract form
• Statement of Confidentiality
• all applications
• all other papers related to short listing and interview

If an internal applicant has been recommended, confidentially liaise with the relinquishing work area regarding a commencement date. See policy statement at Internal Transfers for more details.

Feedback for Interviewed Applicants

All applicants should be offered the opportunity of post interview counselling as feedback promotes confidence in the selection process and can be helpful to applicants in future applications.

Feedback should be positive but realistic and specific. It should address the selection criteria, identifying the applicant’s strengths and areas requiring further development if future applications are to be successful.

As Chair of the Selection Committee (or your nominee) you should contact all unsuccessful internal applicants to offer feedback and be responsible for responding to similar requests from external applicants in a timely manner.

APPENDIX 1

SHORT LISTING AND INTERVIEW RATING SCALE

SUGGESTED RATING SCALE

APPENDIX 2

SAMPLE QUESTIONS

Interpersonal Skills

• What do you do to establish an effective relationship with clients both face-to-face and on the telephone? How would you modify these practices to be inclusive of a diverse client base?
• What network of relationships have you established in your current position?
• What different approaches do you use in talking to different people? How do you influence them?
• Describe a situation where you had to influence a reluctant other to do something and how you went about it.
• Describe your most satisfying/disappointing experience in attempting to gain senior management’s support for a proposal.

Written Communication

• Give examples of the kind of writing you have done in a previous position.
• Of all the documents you have produced, of which are you the most proud and why?
• Tell us about the most complex writing assignment you have been given or have taken on yourself. How long did it take to complete and what was the end result?

Planning and Organising

• How do you plan your time and set priorities?
• There are times in an administrative position where you have conflicting deadlines. Can you describe a situation when this has happened to you and how you handled it?
• What procedures do you use to keep track of matters requiring your attention?

Team Leadership Skills

• How have you built an effective team in previous positions? What steps did you take?
• What are the most important ingredients of an effective team? What behaviours do you as leader use to promote them?
• How do you build a productive work climate?
• What success have your team had? How did you acknowledge them?

Team Member Skills

• How do you define effective team work? Give examples of important behaviours of team members.
• Describe a time when other team members were not pulling their weight and what you did?
• Describe a situation where conflict or different views interfered with a task? What happened and how was the situation resolved?

APPENDIX 3

SUGGESTIONS FOR CONDUCTING SELECTION INTERVIEWS

• Introduce the members of the committee
• Outline the interview format, mention note taking and the opportunity for questions at the conclusion of the interview
• Confirm the applicant has read the position description
• Provide some brief scene setting about the organisational structure and how the position fits
• Ask the interview questions as pre-determined by the committee. Record responses. Make individual assessments prior to discussion with committee members
• Document the discussion
• Advise on special conditions (leave period, overtime, transfers, locations). Ask if the applicant can meet these commitments. Ask if the applicant has leave commitments already made. Reassure them that this is not to disadvantage them as the selection is based on merit but to factor in leave requirements
• Invite questions
• Advise on the next step in the selection process and timing for decision making
• Thank the applicant and escort out

APPENDIX 4

SELECTION REPORTING CHECK LIST

Ensure the following documentation is included with all the applications

• the names and titles of all committee members and Chair
• the search plan (if required) including advertising details — when advertised, where, and closing date
• the position description including selection criteria
• a completed Recommendation to Offer New Employment Contract form approved by the Dean (or equivalent)
• signed Statement of Confidentiality (to be signed by all selection committee members)
• the selection report (see below) to be signed by all selection committee members where practicable

Ensure the following information is included in the Selection Report

• position details
  • the title
  • position number
  • organisational location
  • status of the position (full time or part time; ongoing or fixed term)
• the number of applicants with a list of those both short listed and not short listed for interview
• a summary of the process used in selection
• individual assessment of each short listed applicant against the selection criteria
• a comparative assessment of all short listed applicants
• a statement of recommendation
• signatures of Selection Committee members

Ensure the following information is attached to the selection report

• the search plan (where applicable)
• the short list report with brief reasons why non-short listed applicants were excluded
• the list of questions asked in the interview
• summary of contact with referees
• results of any other assessment processes