RECRUITMENT AND SELECTION “HOW TO” PROCEDURES … · more suitable candidate. However, if the intention is to ‘cast the net wide’ to establish the nature of the potential

Issued Date: 30/08/2012 Review Date: 30/08/2014

Anglican Diocese of Brisbane

RECRUITMENT AND SELECTION “HOW TO”

PROCEDURES including Frequently Asked

Questions

Diocesan Human Resources

RECRU

ITMEN

T & SELEC

TION “HOW TO” PR

OCED

URES


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Table of Contents

INTRODUCTION ............................................................................................................ 4

KEY WORDS .................................................................................................................... 4

NEED FOR THE ROLE ................................................................................................... 5

ADVERTISING ................................................................................................................. 6

What do I need to do to advertise? 6

What information regarding the role should be available? 6

How should people apply for jobs? 7

Acknowledging Applications 8

What about late Applications, can I accept them? 8

SHORT-LISTING ............................................................................................................. 9

Purpose of Short-listing 9

Selection Panel 9

Timing of short-listing 9

Selection criteria 9

Writing selection criteria – do’s and don’ts 10

Position descriptions 10

EEO and Privacy Provisions 10

Can I re-hire past employees and family members? 11

Do I have to interview everyone who applies? 11

What to consider when short-listing a group of candidates: 11

What NOT to consider when short-listing: 12

INTERVIEWING ............................................................................................................ 13

Purpose of Interviewing 13

How quickly should I move to interview? 13

Who should be involved in the Interview? 13

What do I need to do to prepare for and conduct the Interview? 13

Do we pay for candidates to be interviewed? 13

Types of interview questions 14

Questioning techniques 14

Preparation for interviews 15

Three stages of an interview 15

Some DON’TS during questioning: 17

REFERENCE CHECKING ............................................................................................. 19

Purpose 19

The process of obtaining referee information 19

What do I do about Reference Checks? 19

Referee information 20


Nominating referees 20

Timing of referee information gathering 21

Behavioural questioning techniques 21

Detailed recording of referee comments 21

Contacting referees who have not been nominated 22

Requests for references from other organisations 22

SELECTION ................................................................................................................... 23

Purpose 23

Process 23

APPOINTMENT ............................................................................................................ 24

Notifying existing staff who are unsuccessful 24

What do I do when a choice has been made? 24

When do I speak to the preferred candidate? Is there any further information I should give them? 24

What do I do about unsuccessful candidates? 25

What types of other checks may apply to candidates? 25

RECRUITMENT & SELECTION “HOW TO” PROCEDURES

Issued Date: 30/08/2012 Review Date: 30/08/2014 Page 4 of 25 © Anglican Diocesan Services Commission

INTRODUCTION

The seven steps for finding and appointing include:

♦ Determine the need;

♦ Advertise;

♦ Short-list;

♦ Interview;

♦ Check references;

♦ Selection;

♦ Appointment.

This guide to recruitment and selection activities within the Diocese aims to provide the answers to your questions in a way that is logical, applies common sense, meets legislative requirements and is ‘best practice’ in its approach.

The recruitment process

The steps in the flowchart show how the principles and standards can be translated into practice.

Step 1

Decision to fill and

advertise

Step 2

Develop selection

criteria

Step 3

Choose Assessment

Methods

Step 4

Write Position

Description

Step 5

Write advertisement

Step 6

Approval to fill and

advertise

Step 7

Advertise job and

respond to enquiries

Step 8

Convene selection panel

Step 9

Shortlist applicants

Step 10

Interview and other

assessments

Step 11

Contact referees

Step 12

Recommend an

applicant

Step 13

Make an offer

Step 14

Respond to unsuccessful

applicants

Step 15

Finalise appointment

KEY WORDS

♦ Recruitment describes the activities that occur to ensure that an identified need for additional/replacement staff is satisfactorily met.



♦ Successful recruitment requires a disciplined and structured approach to ensure legislative compliance, fairness, equitable and correct assessment of all candidates and adequate documentation for decision-making purposes.

♦ Selection refers to the process of determining potentially suitable candidates and ultimately offering employment to a single candidate.

♦ Selection is based on the candidate’s relevant skills and experience, qualifications, potential, personal attributes and the capacity to commit to the shared values of the organisation and contribute to the organisation’s success. Matching “fit” into the team is as important as skills and knowledge.

♦ When developing selection criteria, use words such as: - Demonstrated ability….

- Demonstrated knowledge….

- Proven experience….

- Established experience….

It is expected that four to six selection criteria will apply for any position. These would normally appear in the Position Description.

♦ A comprehensive selection process requires each of the following elements to be considered and/or completed:

- The review of resumes (known as short-listing);

- Interviews;

- Skills/competency testing (if required);

- Reference checking (mandatory);

- Negotiating or advising employment terms and conditions and salary with the preferred candidate within the pre-agreed salary range or Award / EBA provisions.

N.B. All decisions made throughout the selection process must be job related, valid and non discriminatory. Adequate record keeping is essential to ensure these decisions are transparent and defensible.

NEED FOR THE ROLE

Who determines the need for the position?

In the case of Anglicare Southern Queensland, the Executive Director (ED) has delegated authority and responsibility to the manager at each workplace to recruit and select for replacement staff up to the level immediately below the Manager position. This includes offers of employment for casual, part-time and full-time positions. For all other Commissions, reference should be made to the relevant Delegation of Authority document.

Newly created positions or significantly altered positions (i.e. increased hours or costs or changed nature of the position) must be considered and approved by the relevant Senior Manager, usually the Executive Director, in advance of advertising or actioning.

When a vacancy occurs the first decisions that should be made by the manager are ‘Do I need to replace this role?’ and ‘Do I need to fill this vacancy in exactly the same way?’ These should be discussed further with senior staff or Executive Director within the Agency or Commission.



ADVERTISING

What do I need to do to advertise?

The advertisement itself should convey as much relevant information as is needed to gain the attention of the potential market.

Detailed information may limit the size of the recruitment pool but is likely to attract a more suitable candidate. However, if the intention is to ‘cast the net wide’ to establish the nature of the potential skills available in the labour market, less detail should be provided.

Information in relation to location and responsibilities will enable potential candidates to assess the prospect of the role as suitable or not.

The message should also convey information about the organisation’s needs.

Diocesan HRSS staff are available to offer assistance in preparing recruitment advertisements (some costs may apply). When the advertisement is drafted, it should be emailed to the Recruitment Liaison Officer for preparing for placement with the preferred Advertising medium/s. You should indicate which ones should be used for the Ad. Alternatively the Recruitment Liaison Officer is available to discuss options. Enquiries can be lodged through [email protected]

Each advertising medium may or may not have specific lodgement deadlines, and the Recruitment Liaison Officer may be contacted for further information regarding this. For internal advertisements, the cut-off is usually Thursday morning for email notification to all staff by Friday afternoon. Please note that the cost for advertising is met from the local Agency’s budget.

In order to maintain some consistency in format, a number of examples have been prepared and are available on request from HRSS ([email protected]).

For Anglicare Southern Queensland:

The advertisement would normally use the web address or an online application button for applications to be completed and submitted online through the Candidate Management System (CMS). The ad will include a contact name and phone number for further enquiries.

In the case of the Diocese, excluding Anglicare Southern Queensland:

The advertisement would normally use the Diocesan Recruitment email address or an email address for a nominated individual at the local Agency for applications to be submitted electronically. The ad will include a contact name and phone number for further enquiries.

What information regarding the role should be available?

A Position Description, at least listing the main duties, responsibilities and essential/desirable requirements for satisfactorily carrying out the role, must be prepared in advance of advertising.

Generic Position Descriptions are available for most general categories of staff roles. Awards and Certified Agreements may have generic descriptions that will assist in this matter. Where not available, a Position Description Template is available for your use on the Diocesan Web-site and also INsite (for Anglicare Southern Queensland).

It is useful to provide prospective candidates with information on your Agency and its services. In most cases, this information is available from the relevant Web-site.



Where is the “best” place to advertise or find staff?

Apart from being very costly, advertising in newspapers does not always achieve the outcome of attracting suitable candidates.

Other options that could be considered:

(a) applications on file and those who previously applied for similar roles;

(b) TAFE/Business College/University placement offices and career counsellors;

(c) employee referrals;

(d) an Association related to the activity (e.g. Diversional Therapy Association);

(e) temporary employment agencies;

(f) print media;

(g) Internet advertising sites.

Many times, staff are aware of people who are interested in positions or they themselves may be looking to relocate to another Diocesan Workplace. Communicating these opportunities as they become available, to our existing workforce can often prove beneficial to meeting the needs of each workplace.

Staff should routinely be made aware where roles will be displayed and given encouragement to suggest the vacancies to their friends, network contacts, etc.

There may be some unique situations whereby advertising will not occur e.g. very short-term and immediate need (usually filled by an Agency), however to ensure transparency and accountability, roles should be advertised, at least internally.

Internal Advertising can occur through:

• the Diocesan Web-site;

• applicable Commission Web-sites;

• Wednesday Weekly;

• Diocesan Email Groupings.

With the exception of individual Schools, Parishes and Clergy, all recruitment advertising is actioned by Diocesan HRSS. An exception to this may be a senior role for which a Recruitment Agency may be used.

The Manager should consider the nature of any vacancy and determine whether to only advertise internally or concurrently advertise internally and externally.

How should people apply for jobs?


All internal and external employment advertisements link into the Candidate Management System (CMS). This is an online database system that allows the candidate to review the job, complete an online form (including key questions) and attach a resume. The CMS enables the person responsible for the recruitment of the role to access functions such as rating the candidates, acknowledging receipt of their application, sending out emails, storing information about candidates for possible future recruitment, and more.

The Recruitment Liaison Officer in HRSS will provide you access to the CMS as well as a user guide to assist. The Recruitment Liaison Officer is also available to provide assistance over the phone.



In the case of the Diocese, excluding Anglicare Southern Queensland:

Usually applications will be received via the email or postal address listed in an Employment Advertisement.

In some instances persons who are interested in working with your Agency or Department may deliver a copy of their resume directly to the service as an unsolicited application. In these instances you may choose to hold these resumes for a period of time e.g. up to 3 months. Candidates should be made aware that they should still apply for specific roles they see advertised within the Diocese. The unsolicited applications can be reviewed in conjunction with advertising the vacancy to source the best candidate.

Acknowledging Applications


Applications received via the CMS will receive an automated “acknowledgement of receipt” email.

Once the candidates have been ranked, rated and shortlisted, the suitable persons for interview can be contacted and times arranged. Candidates deemed unsuccessful for interview, can be emailed directly through the Candidate Management System using the bulk email feature.

For the Diocese:

It is recommended that the person nominated to receive applications for advertised roles individually acknowledges each candidate via email or text.

What about late Applications, can I accept them?

NOTE for Anglicare Southern Queensland: The jobs in the CMS have an expiry date where by the job is still visible but a prospective candidate is unable to complete the online form and submit the application.

Sometimes people will contact you at or after the closing date for applications to be lodged. You need to decide whether to accept late applications. A general rule of thumb is to remember that this might be the candidate you were searching for all along. If you decide to accept a late application, you should require its prompt delivery (i.e. that day) for your consideration. There is nothing inappropriate in considering a late application even when you are at the interview stage of the process.



SHORT-LISTING

Purpose of Short-listing To establish a preferred list of interviewees who meet the selection criteria for the vacant position. This function is carried out by the selection panel. Selection Panel • A selection panel is a group of people whose task it is to select the most suitable candidate

for the position. Selection panels must have at least 2 people, one of whom convenes and leads the selection panel.

• Panels should generally be gender balanced, particularly as there may be both male and female candidates for the position.

• Sometimes it may be appropriate to include an independent member on the panel. For example: a relevant external person; a person from another department or service.

• It can sometimes be useful to include diversity of backgrounds on the panel, particularly if the nature of the job or the background of candidates requires an understanding of certain communities (for example, people with disabilities, Aborigines or Torres Strait Islanders, or people from a non English speaking background).

• As far as possible, all members of the panel should be at a higher grading or salary than that of the vacancy.

• At least one panel member must be thoroughly familiar with the vacant position, its duties, its environment and the skills, knowledge and experience needed to do the job, including expert or technical aspects. This is usually the convenor.

Timing of short-listing If possible, short-listing should be undertaken no later than the week following the closing date for applications. Ideally short-listing is conducted by all members of the selection panel. If, in exceptional circumstances, a member of the panel is unable to attend the short-listing meeting, all applications should be made available to that member to ensure that all panel members concur with the outcome of the short-listing. A convenor may use their discretion to decide whether or not an application may be accepted after the closing date but before the short-listing. Selection criteria Selection criteria are the job-specific capabilities (skills, education, knowledge and abilities) needed to undertake the duties of the position successfully. They are the factors against which candidates are assessed in the short-listing stage to determine their relative merit for the position. For example, the selection criteria for an administration role could reasonably include: Some experience in a similar role; sound IT skills, demonstrated ability to prioritise effectively, and sound organisational skills.



In determining the number of selection criteria to use, the position and the context in which it is being advertised should be considered. Between four and six criteria is usual, although for some positions it would be quite appropriate to have up to eight. Writing selection criteria – do’s and don’ts DO: • Include only those capabilities (knowledge, skills and abilities) critical for undertaking the

duties of the position. • Explain the level of skill or type of experience that is required. • Use language that would be widely understood by people from the industry you are

targeting. • Try to be specific e.g. 'ability to draft correspondence' is more specific than 'good

communication skills'. • Keep the selection criteria succinct. • Focus on the requirements of the job. • Try to capture the critical aspects of the job in about 4-6 criteria. • Be explicit about asking for evidence by way of an example of the criterion.

DON’T: • Include phrases such as 'highly regarded', 'preferred' or 'desirable'. • Use public sector terminology and jargon or organisation-specific terms or acronyms e.g.

EFTPOS. • Include very general criteria. • Include a range of different skills within the one criterion. • Frame criteria around the current incumbent of the job and their particular strengths or

experience. • Write too many criteria which would put off prospective candidates from applying. Position descriptions Selection criteria are developed from the position description so it is important to check that the position description, classification and grading are correct. Often the role of a position changes over time, but the position description may not have been updated to reflect this. Position descriptions should focus on performance requirements (outputs/outcomes) rather than duties or functions, to ensure the basis for merit selection relates to the inherent needs of the job and the ability to achieve outcomes. It’s important to look beyond the attributes of the present or previous incumbent in specifying the capabilities needed as selection criteria for a position. This will ensure consideration of the widest range of candidates and prevent bias towards any acting incumbent. Selection criteria that are not inherent requirements of the position can unfairly disadvantage eligible candidates and exclude a potential candidate with the greatest merit. It may also render the organisation open to litigation for discriminatory employment practices. EEO and Privacy Provisions

In line with the principles of equal employment opportunity, the successful candidate will be determined on the basis of the merit system and not on seniority or years of service. Internal candidates will not be advantaged or disadvantaged as part of this process (i.e.



preference is not given to internal or external candidates but on the basis of the best match of requirements for the job and candidate).

When considering the application and/or resume take care to avoid writing notes of any kind on them. The possibility of a claim for discrimination may arise as a result of your notes and should be avoided at all costs.

Can I re-hire past employees and family members?

Employees who have left the Diocese voluntarily and who apply for re-employment to any Commission / Agency of this Diocese will be considered for vacancies and assessed on their merit against other candidates.

It is the position of the Diocese NOT to re-employ past staff who was dismissed by a Diocesan Agency or who have resigned during a disciplinary process.

It should be an EXTRAORDINARY circumstance for a family member or a person in a relationship to be hired into a subordinate or supervisory role to an existing staff member.

An offer of employment, whether verbal or written, may not be made without the prior approval of the relevant Executive Director. It would be deemed a conflict of interest should the selection panel include a staff member who has a close affiliation with a candidate.

Careful consideration should be given to employing family or friends into the same team or the same work area. It is not generally considered best practice to undertake this action.

Do I have to interview everyone who applies?

The short-listing process selects the candidates who best fit the selection criteria nominated for the role. The decision is based upon the responses to the questions in the online form in the Candidate Management System (as applicable), information provided in the candidate’s resume and the selection criteria established in the position description. Not every application will be deemed suitable to move through to the interview stage.

Internal staff will not automatically be entitled to an interview, but must meet the job criteria for the position.

1. Existing Staff, not selected for interview, will normally be advised by the Chair of the selection panel prior to the interviews taking place. The information will focus on the broad reason/s why the person was not seen as suitable for the position based on the material they had presented.

2. Existing Staff, not selected after the interview, are to be informed by the Chair of the selection panel as soon as possible after a verbal acceptance has been received from the successful candidate. The discussion will focus on the broad reason/s why the person was not seen as suitable for the position based on the material they had presented, the interview discussions and the reference checks.

If an existing employee is applying for a different role within the local workplace and they are the only candidate and their work performance is well known to the local Manager and direct Supervisor, then the local Manager may use discretion in not undertaking the full interview process. The deliberations and reasoning for considering the Employee as suitable should be formally recorded for review as needed. What to consider when short-listing a group of candidates:

• Has the candidate responded satisfactorily to the key questions outlined in the online application process (where this exists);



• Does the candidate clearly demonstrate they meet the skills and experience specified in the selection criteria;

• Does the candidate have the essential qualifications for the position, if there are any (Note: candidates with overseas qualifications are responsible for obtaining certified translations and equivalency of overseas qualifications.);

• Are there any other elements in the candidate’s work history (paid and unpaid) that may be relevant to the position; for example:

o Voluntary work experience or personal interest activities;

o Skills developed in managing a home, caring for an aged parent or neighbour, cooking for camps, tuckshop duties and other similar examples;

o Overseas experience.

• Some selection criteria may be more critical to the position than others. If so, you may assign a weighting to those criteria and use a scoring method to shortlist.

• Generally, between 2 and 4 candidates are shortlisted for interview.

• If a large number of suitable candidates are identified during the short-listing process, it may be necessary to prioritise candidates for interview. In this case, interviews should be conducted quickly to allow for time to interview other shortlisted candidates if necessary.

What NOT to consider when short-listing:

• Information about the candidate’s gender, sexual orientation, marital status, children, race, religious background or beliefs, and similar that is not relevant to the selection criteria, cannot be considered when short-listing.

• Some exceptions may apply: for example, a women’s refuge could legitimately recruit for female candidates only. Check with HRSS in this case as this constraint may require prior approval from the Human Rights Commission before proceeding.

If only one candidate meets the selection criteria:

• Short-listing does not in itself determine the suitability of a candidate, and other factors that can only be determined through a full selection process must be considered.

• If only one candidate meets the selection criteria, s/he cannot be appointed without participating in a full selection process: i.e. interview, skills testing if appropriate, reference checks, and other reasonable processes such as Psychological tests.

If no candidates meet the selection criteria:

In this situation, the panel may elect to:

• Seek the assistance of HRSS staff to review the process;

• Re-examine and modify the position requirements (if necessary);

• Re-advertise the position (perhaps in a different format or via a different medium or more widely);

• Assess whether or not the candidate closest to meeting the selection criteria would be able to meet the position’s requirements if training or coaching were provided.



INTERVIEWING Purpose of Interviewing

• To further assess the short-listed candidates through direct contact with each candidate;

• To provide an opportunity for the candidate and the organisation to assess each other by asking a series of questions relevant to the position;

• To obtain additional information from the candidate;

• To verify information provided by the candidate’s resume;

• To provide the candidate with more information about the organisation and the position;

• To clarify for the candidate any organisational or employment aspects and policies relevant to the position;

• To provide an opportunity for the candidate to ask questions about the position and the organisation.

How quickly should I move to interview?

The sooner you are able to review the applications to determine whether suitable candidates exist for conducting interviews the better. Experience confirms that good candidates who are seeking a new position will often apply for several jobs at one time.

High quality candidates are always in demand and may not still be available for employment if the selection process is significantly delayed.

Who should be involved in the Interview?

While short-listing may be undertaken by one person in extraordinary circumstances, interviewing MUST be conducted by a minimum of two staff members. This allows for comparison of responses and reduces the possibility of discrimination claims. The interview panel will normally consist of the direct supervisor of the vacant position plus at least one other suitable person from within or outside the Agency / Diocese.

What do I need to do to prepare for and conduct the Interview?

Someone from the local workplace will need to notify short-listed candidates by phone of the time, date and place of interview.

For each position interviewed, the panel should have a written list of questions to ask of each Interviewee. These questions need to be the same for each candidate though you may ask additional questions to fully explore an understanding of the person, their experience and competencies. Suggestions and a Template framework are available via HRSS. You must record, in writing, the interviewee’s responses and your non-discriminatory comments and assessment.

Do we pay for candidates to be interviewed?

Under most circumstances, candidates will not be reimbursed for minor out of pocket expenses incurred in being interviewed. It may be necessary to interview candidates who reside significant distances from our Service / Agency and in those circumstances you should consider the most cost effective option that also gives the candidate the best opportunity to present themselves. This may include teleconferencing or video conferencing e.g. Skype. On those occasions reasonable costs may be met by the local Service / Agency.



Structured behavioural interviews The structured behavioural interview has been found to have a greater predictive validity than unstructured interviews. This is because in a structured behavioural interview the principal questions or areas for questioning are pre-determined in line with the selection criteria to be addressed in the interview. It is called a behavioural interview because the questions are designed to elicit examples of the candidate's previous behaviour and not just their knowledge or opinions. The assessment in this form of interview is based on the premise that previous behaviour is the best indicator of the candidate’s capacity to perform in the future. The technique typically involves citing situations or the type of work involved in the target position and asking candidates to give specific examples of like work or similar situations from their own experience, how they approached these situations, what they did, what the outcomes of their actions were, and if, in hindsight, they would have done anything differently. The interview can also include a strategy or method for scoring and comparing the answers of interviewees. In contrast, in an unstructured interview where the questioning is unsystematic and the questions vary widely from one candidate to another, it is very difficult to fairly compare one candidate with another. Types of interview questions Interview questions should relate directly to the selection criteria; be clear and unambiguous and facilitate comparison between candidates. Questioning techniques How a question is asked depends on the type of response sought. Each type of question is valid depending on the situation. 1. Open questions: these are framed to encourage an expansive response e.g. How did you

contribute to the success of your current / previous employer?

2. Probing questions: this type of question helps to get under the surface of an initial answer. As the interviewee is talking, the interviewer can use probing questions to bring out more detail. The use of probing questions will vary according to the interviewee's response.

3. Closed questions: these are framed to elicit yes/no answers e.g. Was the plan successful?

4. Hypothetical questions: these are questions that set up a possible situation or problem and ask the interviewee for a possible course of action.

5. Leading questions: this type of question suggests the expected answer.

6. Multiple questions: the questions have two or more distinct parts, each requiring an answer.

Interview guides It is useful to prepare an Interview Guide with all the questions to be asked of each interviewee to ensure that the most important aspects of the position are fully covered, and to ensure a fair and transparent process. HRSS can assist you with sample guides for a range of positions.



Preparation for interviews The convener of the selection panel is responsible for ensuring that each interviewee is advised of:

• the time and location of the interview;

• any skills assessment which may form part of the interview;

• any material they should bring to the interview (e.g. additional references, examples of previous work, certified copy of current qualifications, registration, drivers licence).

The convener is also responsible for ensuring that:

• The interview venue is accessible for all interviewees, (including those with disabilities) and suitable (quiet and without interruptions);

• Staff at the greeting point are advised of the names and interview times of all interviewees;

• There is a private place for candidates to wait, preferably without the candidates sitting together;

• All selection committee members have a copy of the position description, advertisement, selection criteria questions and resumes, and any other relevant documentation;

• The interview environment is conducive to communication, i.e. relaxed, not too structured and intimidating, water is provided.

The interview process The interview consists of three defined sections - an opening, a middle (questioning period) and a discernible end. It may be deemed necessary to conduct an assessment of any necessary skills or competencies. In most cases it is preferable to conduct these as close to the interview as possible. An assessment must always be relevant to and necessary for the job and not be excessive in duration. While not usual practice, the panel may decide to provide interview questions to interviewees directly before the interview. If questions are to be provided prior to the interview, a period of no longer than 30 minutes is desirable. It is critical to ensure consistency with each interviewee. Three stages of an interview Stage 1: Opening

• Welcome the interviewee by name.

• Try to put them at ease.

• Show them where to sit.

• Introduce the interview panel and explain why they are there (e.g. "Alex Brown, our Nurse Manager", "Kym Cook, our Maintenance Supervisor", etc.).

• Explain how the interview will proceed, and its purpose.

• Provide a brief summary of the position.



Stage 2: Questioning

• The purpose of this section is for the panel to obtain information not included in the written applications, and to validate the information that was provided.

• Effective communication is critical during questioning and occurs when both interviewer and interviewee correctly perceive each other's intention.

• Misunderstandings can occur because of various factors, such as:

o Accent: pronunciation, inflection and tone of voice;

o Vocabulary: terms, expressions and terminology (e.g. the use of Australian slang);

o Grammar: syntax, sentence structure and language rules;

o Linguistic factors: transfer of words, phrases and structures from a language/culture where they carry a particular meaning and particular emotional force;

o Socio-cultural factors: different ways of looking at the world, different values, beliefs and attitudes, which lead to different assumptions about what it is appropriate to say or do in a particular situation, e.g. it would not be appropriate to ask an Indian Sikh to remove his turban;

o Non-verbal communication: behaviour such as eye contact, listening style, stance and general body language, e.g. it is deemed disrespectful in some Asian cultures to maintain eye contact.

• Active listening is a technique used for effective communication during the questioning stage.

• The following are examples of active listening techniques:

o Paraphrasing: the effective listener clarifies their understanding by re-stating what has just been said using their own words. This can be done at an appropriate time, usually when the speaker pauses for a reaction;

o Listening between the lines - this involves not only listening to the words but also to the way they are said and to the feelings behind the words. This leads to a clearer and deeper understanding of the message transmitted;

o Summarising - at the end of each main part of the discussion the listener summarises the main points the speaker has made. This is a variation of paraphrasing but differs in that it covers all the key points, not only what has just been said.

o Signposting - the listener makes statements that help in creating an agenda for how the rest of the discussion may be structured. This helps the speaker to remain aware of the issues that need to be resolved and the preferred order in which they might be dealt with. The panel must be careful to maintain equal treatment of candidates here.

• Interviewers can use active listening skills to focus their attention and assist them to not just hear the words the interviewee is saying, but to understand the intended message. Don't interrupt, but seek clarification if necessary. Make sure that you keep questioning aspects of concern until you have a clear understanding.

• The following are examples of active listening skills:

o Physically attentive - the listener needs to demonstrate through their body language that they are listening;

o An open mind;



o When the speaker says something the listener disagrees with, the listener should suspend judgement and continue to pay attention to the speaker's arguments, withholding assumptions;

o We think more quickly than we talk. The good listener listens carefully to hear what the speaker actually says rather than allow their minds to run ahead to assumptions.

• Ask the same basic questions of all interviewees - it makes comparison easier. It also enhances the reliability of the interview process.

Some DON’TS during questioning:

• Don’t ask questions about marital status or intentions, children or child minding obligations, sexual orientation, credit status, or any other personal information that is not relevant to the position.

• Don’t ask about any criminal convictions unless they have been predetermined in the selection criteria to be specifically relevant to the position, (e.g. home help, childcare.)

• Don’t make assumptions about candidates.

• Don’t talk too much - the idea is to get the candidate to talk.

• Don’t talk about your own ideas and beliefs.

Examples of Appropriate/Inappropriate Questions during Recruitment Interviews

EXAMPLES OF APPROPRIATE QUESTIONS

EXAMPLES OF INAPPROPRIATE QUESTIONS

1. Are there any work related activities that may interfere with your ability to be available during normal working hours?

• Are you a Seventh Day Adventist?

• Do you need breaks to pray during the day?

• Do you play football on Saturdays?

• Do you have children?

• Are you married?

• When do you intend to have children?

• Have you ever been divorced?

• Do you attend Church?

2. Do you have a known medical condition that may affect your ability to perform the required duties?

• Do you wear glasses?

• How do you move in a wheel chair?

• Do you take drugs?

3. We work as part of a team. Please give examples of where you have worked as part of a team. Also indicate the size of those previous Teams.

• Can you work in a team?

• You have never worked in a team, have you?

• You have no experience in a team, do you?

4. From time to time you may be required to drive a company vehicle. Is there any legal reason you cannot drive a company vehicle on official duties?

• Can you drive a car?

• Have you ever lost your licence? If so, What was the reason?

5. You will be required to wear company issued protective personal equipment. Is there any reason you cannot comply with this policy?

• Can you wear safety boots?



Stage 3: End

• Tell the interviewee that the formal questioning part of the process has ended.

• Ask if the interviewee wishes to add any further information, or ask any questions.

• Explain the next steps and anticipated timeline.

• Thank the candidate for her/his time and attendance.

• Close the interview.

After each interview:

• Panel members should individually summarise their perceptions and assessments on the Interview Assessment Form (at the back of the Interview Guide).

• Panel members should rate the interviewee in relation to the selection criteria using an agreed technique (1 to 10, or other).

• Note any follow up action that may be required for that interviewee.

• Arrange for skills testing if needed.

To conclude the interview round:

• Panel members confer on all ratings and decide on the suitability of the applicants in order of preference. This process should help reduce the risk of losing a worthy candidate for the position should the top choice choose not to accept the offer.

• Panel members concur and recommend the panel convenor to contact approved referees.



REFERENCE CHECKING Purpose Gathering referee information is a valid and useful selection and employment screening tool to provide additional information and to confirm information provided by candidates. Referee information is generally obtained towards the end of the selection process. Panels should treat referee information as an equally important aspect of fact finding about the candidate. Referee information should be considered together with the application, resume, interview or other selection tool used, when making a decision. The process of obtaining referee information

The steps in the following flowchart show strategies for improving the process of obtaining referee information.

What do I do about Reference Checks?

Reference checks are an important and essential part of the employment process and should only be carried out with the candidate’s permission. It will also only be done at the point when meaningful questions can be asked of the past or current employer which relate to the information gleaned from the candidate and their relevant experience. This will usually occur after the interview.

If, in discussing referees with the candidate during the interview, it is determined that there are contacts known to the interviewee within the company who are not cited by the candidate, these can be raised. There are circumstances when referees other than those provided by the candidate can be contacted but it must always be done with the candidate’s knowledge and support. In most cases, candidates prefer to contact their referees and alert them of the impending contact.



Written references can sometimes be sought but it is time consuming and has limited advantage. Many candidates will provide copies of written references. With computers and scanners available today, it is important that you verify the authenticity of a written reference with the author at the organisation directly by telephone. A ‘Referee Check Form’ has been prepared as a record of verbal discussions.

Generic written references from previous places of employment are usually testimonials and therefore are of limited value. Further, they may not be relevant to the duties or selection criteria of the vacant position. Contacting a referee directly allows for a more accurate and targeted assessment of the candidate's past performance.

A landline telephone number is strongly recommended. If this is not reasonably possible, a mobile phone number may be accepted even though not desirable. Care and caution needs to be taken when contacting nominated individuals by mobile phone as it maybe difficult to identify if you are speaking with a legitimate referee.

Referee information Referee information is employment-related information about a candidate from a person with direct personal knowledge of the candidate’s work behaviour and performance. This is likely to be a present or past supervisor. Such work need not be paid employment and referee information can be obtained orally or in writing. Verbal references are preferable so that further clarification may be sought immediately. Typically, gathering referee information should be done after solid interest has been established in a candidate, but before a decision has been made. Contacting the candidate's current supervisor will alert them to the fact that the candidate is looking for employment elsewhere, therefore it is important that the candidate is a serious contender and that there is a match between their capabilities (knowledge, skills and abilities) and the position on offer. There may be a need to conduct more referee checks if it appears they are inconsistent or they don't correlate with other information obtained, but usually two are sufficient. As with all aspects of selection, the questions asked of referees must relate to the selection criteria. It is not appropriate to ask about capabilities (knowledge, skills and abilities) which are not required to do the job, or personal characteristics of the interviewee. If a candidate is rejected on the basis of a referee check, it is important that the source of the information is protected in order to avoid litigation. You should not and are not obligated to reveal to the candidate the source or content of the reference check information. This is confidential and for the organisation’s use in the hiring decision only. Freedom of Information legislation only applies to Government bodies although the Privacy Act will impact on such information for prospective employees. Nominating referees Candidates should provide the names and contact details of at least two referees. In some cases it may not be possible for candidates to provide work-related referees - for example if a candidate is a school leaver, new graduate, migrant or refugee. The panel may instead give a candidate the option of providing character references or referees who are peers, team members or clients.



Character references which are often supplied for the candidate by long-standing family friends, office bearers of clubs, etc are of limited value, as they do not relate to the candidate’s performance in the workplace. Some judgment may need to be made as to the value of the reference being provided (e.g. if the referee has not had recent contact with the candidate, or if the contact is indirect). A panel member maybe asked to act as a referee for a candidate and sometimes this is unavoidable. However, a panel member who is a referee for a candidate should declare this relationship before the short-listing process. Depending on the circumstances the panel member should consider withdrawing from being a referee or from being on the panel to ensure that the selection process is not seen to be compromised. Timing of referee information gathering Contact with referees should be made verbally, as soon as possible after the interview. Referees may find it difficult to talk at work about former or current colleagues, so if they appear hesitant, offer to talk at a more convenient time, perhaps after hours. Another option is to have the referee contact the panel at a more suitable time which may allow the referee to find a location where confidentiality can be protected. Behavioural questioning techniques As with interviewing, the reliability of the referee information is increased with the use of behavioural questioning techniques. In such cases, the referee is asked to illustrate comments about the candidate with examples of actual behaviour and performance. In all instances the referee should be advised of the role the candidate is being considered for and of the key requirements so that their feedback is related specifically to the selection criteria. Note:

• Ask specific questions relating to the skills required for the job;

• Avoid questions that could be considered discriminatory;

• Don't ask questions where a "yes" or "no" answer can suffice - elicit discussion;

• Section 124 of the Queensland Anti-Discrimination Act 1991 provides that a person must not ask another person, either verbally or in writing, to supply information on which unlawful discrimination might be based (e.g. sexual orientation, family responsibilities, gender, marital status, ethnic origin, disability, religious belief, age).

Detailed recording of referee comments As referee information is an integral component of the selection process, it is important to make a written record of information provided. This will also allow comparison with other candidates, facilitate decision making and contribute to the post-selection feedback.



The convener or nominated panel member should take accurate notes from the conversation with the referee and discuss these with the rest of the panel. In some cases, it may be appropriate that all panel members participate, such as through a conference call. Cautionary notes • The present or previous employer may have lower or higher standards and expectations

than the employers of other candidates.

• The present employer may want to get rid of the candidate and therefore give a glowing report.

• The present employer may not want to lose the candidate and therefore give a less than glowing report.

• Some of these biases can be controlled by contacting a number of referees. Contacting referees who have not been nominated Persons who have not been nominated as referees must not be contacted for comments without the agreement of the candidate. This could be deemed a breach of the candidate’s confidentiality, who would reasonably expect that their application would be treated "in confidence". It’s possible also that the candidate may have good reasons for not wanting certain persons to be aware of their application, e.g. their current employer. Requests for references from other organisations Note that all requests from other organisations for reference information about our current or previous employees, including written references on organisational letterhead paper, may only officially be given on behalf of the Diocese and its Agencies by the local manager. Other individuals may provide verbal references at their discretion but may not represent this as being on behalf of the Diocese or its Agencies. Written references from staff other than those listed above cannot be prepared on organisational letterhead paper.



SELECTION Purpose

• To determine the most suitable person for appointment to the position.

• To determine actions to be taken if all interviewees are deemed not suitable for the position.

Process After all of the interviews are completed, the selection panel determines whether or not any of the interviewees are suitable for the position, based on the outcome of the interview process. A number of scenarios may occur: None of the interviewees is deemed suitable for the position:

• In this situation, the panel may elect to: o Seek the assistance of Human Resource Support Services to review the process; o Review the requirements for the position, and if relevant, modify these; o Re-advertise the position more widely or in a different medium or in a different format; o Assess whether or not the interviewee who interviewed the best, would meet the position requirements if training or coaching were provided.

The panel can’t agree on the successful interviewee/s: A second interview can be useful in resolving this situation. Before the second interview, the panel should decide which aspects of the candidate's experience, skills or qualifications need further clarification. Interviewees who are requested to attend for a second interview should be informed of the reasons for this interview. Usually more senior managers, such as an Executive Director, sit on the second interview panel. One or more interviewees are deemed suitable for the position: The panel must complete the selection process, skills testing (where required) and reference checking.



APPOINTMENT

• Obtain approval from the local Manager to offer the position to the preferred candidate.

• Offer the position to the successful candidate. This is ideally undertaken verbally** to ensure that the person intends to accept the position then, confirmed in writing via Human Resources Support Services.

(** - DO NOT make verbal or written representations that are not accurate, as this may create an obligation the organisation is unable or unprepared to comply with. This may also constitute misleading or deceptive conduct, or may unintentionally become part of the contract. Such verbal and/or written representations may be used as the basis of a legal claim against the employer for breach of contract.)

• If the offer is accepted verbally, advise all other interviewed candidates verbally or by email/SMS that their application has been unsuccessful, and the broad reasons why.

• For Anglicare Southern Queensland; DSC and FSC:- Forward relevant documentation to HRSS so that the Letter of Employment can be generated.

• For other Agencies of the Diocese:- Download the applicable Letter of Employment Template from the Diocesan web-site and forward to [email protected] if pay is to be processed by the Diocesan Payroll Service.

Notifying existing staff who are unsuccessful Existing staff who are interviewed but not selected for a position, should be informed by the convener of the selection panel or their panel delegate as soon as possible after a verbal acceptance has been received from the successful candidate. This discussion should focus on the broad reason/s why the person was unsuccessful for the position, based on the material they had presented, the interview, and the reference checks (where relevant). What do I do when a choice has been made?

Once a decision has been reached by the panel, the information should be discussed with the local Manager, if they were not part of the selection process, for their approval to appoint. You should consult your Agency or Commission Delegation of Authority document for approval of employment.

When do I speak to the preferred candidate? Is there any further information I should give them?

No candidate is to be informed of the outcome of their application or an offer made until the appropriate approval has been obtained.

Laws dealing with implied employment contracts have created a need for extreme caution and precision in making job offers. Verbal assurances made to encourage a candidate to accept a job cannot be disregarded with impunity once the candidate is hired, even if the individual making the assurances lacked authorisation to do so. Simply put, a verbal offer and details does constitute a legally binding contract even though this information may not have been provided in writing.

The employer will be in a better legal position if prospective employees are informed of job specifics such as unusual scheduling, travel, or overtime requirements, and the need to provide any additional evidence of qualifications, before the candidate decides whether to accept an offer.

Before making contact, make certain you are sure of the remuneration provisions for the role and whether you have scope to negotiate on the rate of pay or not.



Initially, contact the successful candidate by telephone to offer the position and create a written record in note form of the conversation. If a favourable response is received the offer must be followed up in writing.

For Anglicare Southern Queensland, DSC and FSC:

HRSS will create the Letter of Employment on your behalf and forward it to you in a secure File Format (i.e. .pdf). For this to occur, you will need to complete a Letter of Offer Request Form, available electronically from the Diocesan Web-site (DSC & FSC Use) or Anglicare Southern Queensland INsite (Anglicare Southern Queensland Use). This template has the general terms and conditions of the offer.

For all other areas of the Diocese:

Templates for Award and Non-Award Letters of Employment are available for use on the Diocesan Website as follows: http://www.anglicanbrisbane.org.au/www/node/444 or Select Human Resources from the left side of the Anglican Brisbane Web-site, then Employment Related. Find the relevant Letter of Employment for use.

What do I do about unsuccessful candidates?

All unsuccessful interviewed candidates should be notified by telephone or email of the outcome. You are not obliged to give a lot of detail regarding the suitability of the candidate if feedback is sought, and can indicate that the successful candidate “more closely aligned to the needs of the position” or “had more relevant experience in the broad areas we were looking for”, if this was the case.

What types of other checks may apply to candidates?

� All positions must provide to the local Service / Agency, certified copies of all qualifications and registrations listed in their Resume or stated in the interview that they have been awarded / obtained.

� A range of Police and Government Department checks may also apply. Commencement of employment may, in some cases, not be able to progress without such checks being confirmed.

� The Anglican National Register must be checked via the Director of Professional Standards at the Anglican Diocese of Brisbane.

� Mandatory pre-employment checks may be required for staff e.g. medical assessment.

�� In the case of any role appointed to work directly with Children, the candidate may not commence employment until they have lodged an application for a Blue Card.

�� Employment into roles recognised as Key Personnel under the provisions of the Aged Care Act requires a person to be of sound mind and not be declared bankrupt. Not meeting such provisions would exclude a person from being considered or continuing their employment

Documents

RECRUITMENT AND SELECTION “HOW TO” PROCEDURES … · more suitable candidate. However, if the intention is to ‘cast the net wide’ to establish the nature of the potential