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The document outlines the 5 stages of the recruitment and selection process: 1) Preparation, 2) Obtaining Candidates, 3) Selection, 4) Entering into an Employment Contract, and 5) Monitoring the Process. It describes the key steps and considerations within each stage. This includes developing job descriptions and selection criteria, establishing a selection panel, advertising positions, shortlisting candidates, conducting interviews and reference checks, making offers, and obtaining necessary approvals throughout the process.
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Notes for MBA who would like to know about the R &S oversees
The document outlines the 5 stages of the recruitment and selection process: 1) Preparation, 2) Obtaining Candidates, 3) Selection, 4) Entering into an Employment Contract, and 5) Monitoring the Process. It describes the key steps and considerations within each stage. This includes developing job descriptions and selection criteria, establishing a selection panel, advertising positions, shortlisting candidates, conducting interviews and reference checks, making offers, and obtaining necessary approvals throughout the process.
The document outlines the 5 stages of the recruitment and selection process: 1) Preparation, 2) Obtaining Candidates, 3) Selection, 4) Entering into an Employment Contract, and 5) Monitoring the Process. It describes the key steps and considerations within each stage. This includes developing job descriptions and selection criteria, establishing a selection panel, advertising positions, shortlisting candidates, conducting interviews and reference checks, making offers, and obtaining necessary approvals throughout the process.
(Adapted from Oversees appointments in education Industry)
1. STAGES OF RECRUITMENT
Stage 1: Preparation (i) Review of needs (role, strategic imperatives (ii) Review role and develop duty statement; (iii) Develop selection criteria; (iv) Obtain approval to recruit; (v) Establish Selection Panel (vi) Plan recruitment process, including selection techniques and timetable
Stage 2: Obtaining Candidates (i) Advertise and/or search for suitable candidates (ii) Process applications
Stage 4: Entering Into the Employment Contract (i) Make verbal offer/negotiate remuneration package (ii) Issue written contract (iii) Organise Visas and relocation when necessary
Stage 5: Monitoring the Process
3. STAGE 1: PREPARATION
3.1 Review of needs
Prior to commencing the recruitment process, Schools/Areas conduct a review of the need for the position to take into account the following:
Strategic and Operational plans for the School/Area and the University; funding; current staffing structure; University and area targets for diverse staffing profiles across all levels; academic profile and specialisations - current and future requirements; current staffing and skill levels; any foreseeable changes which might impact on the area or the role; and how the needs for the position might best be met.
In reviewing the needs, the views of relevant stakeholders (faculty colleagues, Association bodies, industry partners, potential departmental clients) should be sought. This allows broad consultation at an early stage in the process, is likely to increase commitment to the position decided upon and reduces the need for large numbers of people on the Selection Panel.
HR Consultants within Staff Services are available to assist Schools/Areas with Workforce Planning.
3.2 Review role and develop Position Description and Selection Criteria
The review of the position will usually result in an updated Position Description (PD) that outlines the key outcomes and activities to be undertaken.
A standard Position Description template for use across the oraganisation may be freezed in advance. Values to be included are:
o Integrity - being consistently honest and trustworthy in all activities o Respect - having regard for self and others o Fairness - ensuring just decisions through open decision-making o Care - acting to ensure the welfare of others
For both academic and general staff, the skills, knowledge, experience, values and behaviours required to perform the duties of the position are the basis of the selection criteria which provide the standards against which a panel may assess and select candidates.
Selection criteria should be expressed in terms of
o Essential requirements that are critical to successful performance in the position without which a person could not be appointed; and o Desirable requirements that would enable the person to perform at a higher level in the position, but without which the person could still be appointed.
The selection criteria should relate to the important requirements of the position and must not be excessive or overly prescriptive which may restrict the potential pool of applicants. The total number of essential and desirable criterion shall not exceed ten. Selection criteria shall: be written in simple and clear language; be specific and not overlapping or repetitive; be based on the real requirements of the position; not be excessive in number (i.e. not more than 10 in total) not discriminate unlawfully either directly or indirectly against applicants not favour either internal or external applicants; and be consistent with the classification standards of the position. The selection criteria can not changed once a position has been advertised.
Note: The elements included within the selection criteria form the basis for interview questions and any other selection tool used. The selection decision must be based on an assessment of all applicants against the selection criteria.
Position Descriptions need to be reviewed and endorsed by Staff Services prior to advertisement/search to ensure the appropriate classification of the position and no discrimination in relation to the inherent job requirements.
Specific occupational requirements, hazards and/or risks associated with the position must be identified at this stage and documented on the Request to Advertise Form. This may include:
police clearance (i.e. security officers, cash and cheque handling positions); need for a medical assessment (eg occupational safety and health considerations).
This information will also be provided to the successful candidate to enable them to advise the University of any pre-existing conditions or requirements which would affect their ability to perform the role, and/or which could be exacerbated by the duties of the position.
3.3 Approval to Recruit
The Request to Advertise Form and attachments bring together all the information needed to check that there is authorisation to fill the position and to enable Staff Services to carry out its responsibilities in a timely manner and with clarity as to what is required.
The Request to Advertise form must be signed before any further action can be taken to ensure that there is a clear understanding between all the parties as to what is required.
3.4 Establish Selection Panel
The selection panel should have a minimum of 3 and ideally a maximum of 5 people and be capable of accessing the skills and attributes required of the position.
However, the Chair of the Selection Panel shall determine the size and composition of the Selection Panel depending upon the nature of the appointment.
The following guidelines refer to the composition of a Selection Panel and should include:
o a person who has an understanding of how the role contributes to the effectiveness of the area (this will usually be the supervisor); o a person with expertise in the field of the position; o staff representative when a role has managerial responsibility; o student representative when a role has student contact.
Every effort should be made to ensure that Selection Panels include persons from EEO Target Groups and that gender balance is achieved where possible.
Panel members must ensure no conflict of interest in relation to the field of applicants. Refer to Appendix B (Referee Reports) of these Guidelines for specific arrangements if a selection panel member is nominated as a referee.
The selection panel should consist of the same members for the entire process, however panel members may be substituted and/or co-opted at the discretion of the Chair where this becomes necessary.
All University staff participating on selection panels must have completed approved training in recruitment and equal opportunity awareness, including specific information on EEO Target Groups, or have prior experience on selection panels where such principles were part of the overall recruitment approach.
The Manager, Recruitment, or nominee, may participate on selection panels in an observer capacity in instances where the level or nature of the position warrants such an attendance or for the purposes of quality assurance.
3.5 Roles of Selection Panel:
The Selection Panel undertakes a number of roles throughout a recruitment campaign, including:
o plan the recruitment process appropriate to the position, providing the opportunity for candidates to demonstrate evidence of the selection criteria; o plan and agree the timetable for the recruitment process; o shortlist preferred applicants; o Arrange and take part in the selection process, including collecting references; o Identifying the candidates who meet the selection criteria, rank suitable candidates in order of suitability and recommend the preferred candidate to the Executive Manager via the Selection Panel Report and Recommendation for Occupancy Form.
The Selection Panel will consider the best mechanism(s) for selecting from the pool of applicants. This will normally include an interview (in person or via teleconference or video-conference) and referee reports.
The use of external search agencies is also an option and information on this is available from Staff Services.
For consistency in assessment the same selection process or tools should be applied to all applicants, although additional steps may need to be used to distinguish between closely matched candidates.
Recruitment Advisors with Staff Services are available to assist in the planning process and to provide expert advice to Selection Panels on selection techniques, and development of interview questions.
4 STAGE 2: OBTAINING CANDIDATES
4.1 Advertising/Searching
Advertising is organised by Staff Services on receipt of the Request to Advertise form and accompanying documentation.
Before a position can be advertised the vacancy must be considered for potential filling by a redeployee. Nothing in these guidelines precludes Staff Services from referring a staff member who has redeployee status for consideration during a recruitment exercise, and the staff member shall be considered as if she/he were an applicant for the position.
Areas may also circulate approved advertisements to members of their professional network(s) via e-mail on a without prejudice basis. website to provide all staff with the opportunity for career development or movement in accordance with University policy.
Positions may be advertised externally (simultaneously with the internal advertisement) in print media (local, metropolitan and/or national/international) and/or internet, through professional associations or though other avenues. Staff Services is responsible for co-ordinating all advertising activities.
Unless otherwise authorised by the Manager, Recruitment, or nominee, the minimum period of time all advertised vacancies must remain open for the lodgement of applications from the date of publication are as follows: continuing positions at least 10 working days; fixed term positions at least five working days. Process applications.
5 STAGE 3: SELECTION
5.1 Short-listing
Short-listing is carried out by the Selection Panel. Alternatively short-listing may be undertaken by a sub-group of the Selection Panel, comprising at least two panel members nominated by the Chair and agreed to by all panel members.
Candidates who are ineligible or who have not provided sufficient information to enable the selection panel to assess their claims against the selection criteria and accountabilities for the position shall be excluded.
However, at the discretion of the Selection Panel, applicant(s) may be requested to specifically address the selection criteria to enable a comprehensive assessment of an applicant(s) claim. In doing so the selection panel must ensure that such a request is not considered preferential treatment and that all applicants have been afforded equal consideration.
The selection panel must ensure that the applicant(s) short-listed have the required skills and experience that meet the essential selection criteria, and a demonstrated commitment to the values of the University.
Where a large number of candidates demonstrate that they meet all the essential requirements, the Selection Panel need only undertake further assessment (e.g. interview) of those candidates who are deemed most competitive against the selection criteria.
In instances of only one applicant, the Chair may take steps to increase the field of applicants through re-advertising/search. Alternatively, the Selection Panel may proceed with interviewing the candidate if it has been demonstrated that they meet the essential selection criteria, or decide that the candidate can be recommended without the need for further assessment (eg. interview).
5.2 Interviews, Presentations, and other selection techniques
It is for the Selection Panel to determine the most effective selection process for the position.
The process chosen should enable the collection of evidence that confirms that the applicant meets the selection criteria and embraces the organisationals values. Therefore, the selection panel must ensure that the applicant(s) selected have the required skills and experience, and also demonstrate commitment to the values of the organisation.
It is recommended that the minimum selection technique include an interview (either in person or via tele-conference or video-conference) unless the circumstances are such that only one person applied and further assessment is not necessary.
It is the Chair's responsibility prior to interviews to remind the Selection Panel to abide by the University's recruitment policy and guidelines and in particular the equity principles in the selection process.
Other selection tools that may be considered by a selection panel include:
The Manager, Recruitment must be consulted if a selection panel wishes to utilise items (iii) or (iv) above.
Candidates must be given reasonable notice of their requirement to attend an interview and/or participate in other forms of assessments. Such notice shall take into consideration such circumstances that may affect ability to attend, e.g. overseas teaching commitments.
The Recruitment Advisors within Staff Services can provide advice in relation to the selection tools available.
5.3 Referee Checks
References may be taken up at any stage in the selection process but they should be completed before an offer of employment is made.
The purpose of referee checks/reports is to collect additional evidence to assess the candidate(s) against the selection criteria, and to gain supporting evidence of the information provided by the candidate(s).
The Chair of the Selection Panel will carry out the referee checks or will delegate this to another member of the panel. References must be obtained to confirm the suitability of appointable applicants. The Chair shall determine the following:
o timing of obtaining referee reports (i.e. before short-listing or following interview); o format of such reports (i.e either verbally using the Referee Pro-forma or in writing (electronic copy or e-mail is acceptable); and o number of referees to be contacted.
Persons not specifically nominated by the candidate as referees may only be contacted with the applicants knowledge and the candidate provided with an opportunity to comment on any aspect of their relationship with that individual which may be prejudicial to their claim for the position.
5.4 Signing off on preferred candidate
The Selection Panel shall make a decision on the basis of consensus. The Chair of the Selection Panel will complete the Selection Panel Report and Recommendation for Occupancy Form sign it and forward it for approved by the Executive Manager.
The recommended candidate may only be contacted in accordance with the provisions outlined in section 6.1 of these Guidelines.
The following lists additional information that must also be sent to the person approving the appointment:
Successful candidates application; Referee reports; and Any other associated documents.
The Executive Manager will review the recommendation from the Selection Panel and approve the decision or refer it back to the Selection Panel for further consideration.
The Chair of the Selection Panel is responsible for ensuring that the authorised Recommendation for Occupancy and Selection Panel report and the accompanying documents are forwarded to Staff Services for preparation of the contract.
5.5 Advising unsuccessful candidates
The Chair of the Selection Panel is responsible for contacting unsuccessful candidates. Out of respect to the candidates and mindful of the Universitys public relations, unsuccessful candidates should be advised of the outcome as soon as possible. If the Chair has verbally advised an unsuccessful interviewed candidate of the outcome and provided feedback than there is no requirement to provide written notification to that candidate. The Chair should record that verbal notification (and feedback if sought) was provided.
Internal candidates who have been unsuccessful should be provided with the opportunity to obtain feedback from the Chair as a means of assisting their self development and advised of the opportunity to seek a review of staffing decisions as provided for within the Recruitment and Selection policy.
Unsuccessful external candidates who have been interviewed may also be given the opportunity for verbal feedback if they request this
Work areas should retain applications from short-listed unsuccessful candidates for twelve months in case the successful candidate declines the position or in the event of an enquiry about the recruitment process. The Recruitment Advisors within Staff Services may also seek access to the information to assist with other recruitment campaigns being undertaken across the Organisation.
6 STAGE 4: ENTERING INTO THE EMPLOYMENT CONTRACT
6.1 Verbal Offer/Negotiations
Once the appointment has been approved by the Executive Manager, the Chair of the selection panel may advise the successful candidate verbally that they are the preferred candidate for appointment.
A verbal offer of employment and the candidates verbal acceptance creates a contractual relationship between the candidate and the University, therefore a verbal offer must not be made until the appointment has been approved and Staff Services are informed. Any negotiations on employment conditions must be on a without prejudice basis until a formal written offer is made by the Director, Staff Services. Legally binding contracts may be entered into unwittingly with the minimum of formality, eg through a series of telephone calls. Specifically, verbal offers of employment with Curtin may only be made as follows: following approval of the appointment; by the Head of School/Area, or delegated to the Chair of the Selection Panel;
on the basis of the term of employment agreed for the position; with the requisite approval under the University's Recruitment and Selection policy; and by a person who is in possession of all pertinent facts in relation to the requirements of the terms of the contract. Even innocent misrepresentation of the terms of contract of employment may allow the party who has been misled to void the contract, and may also be the basis of a claim for damages for negligence, for example, if an applicant resigns from their current position on the basis of the offer. The law holds that before any contract of employment - simple or otherwise - is enforceable, it must be formed so as to contain various elements. Some of these are: there must be an intention between the parties to create a legal relationship, the terms of which are enforceable there must be an offer by one party and its acceptance by the other the parties must genuinely consent to the terms of the contract. Heads of Organisation, or if delegated to the Chair of the Selection Panel, are authorised to negotiate elements of the employment package, eg salary and non-salary items (e.g. superannuation) relocation expenses, retention allowance. It is recommended that Heads contact the Manager Recruitment in the first instance if an employment package is to be varied from the standard package which was advertised.
Staff Services must be advised in writing of any changes to the terms of employment which may be negotiated at this stage to ensure that the correct contract is issued.
Staff Services can assist Heads of Area in preparing employment packages tailored to the requirements of an applicant, including varied conditions of employment (eg flexible superannuation arrangements) provided via an individual agreement or payment of market loadings to secure an applicant.
6.2 Issuing Written Contract
On receipt of the completed Recommendation for Occupancy Form, Staff Services will issue the written contract of employment. Written contracts may only be issued by Staff Services and must be signed in accordance with the organisations contract rules.
6.3 Visas And Relocation
If appropriate, upon formal acceptance of the offer, Staff Services will commence the Visa application process for the successful applicant. The process of granting a visa can take up to 4 months, and this timescale should be factored into the planning process.
Staff Services will also liaise with providers of relocation services for the new employee.
7 STAGE 5: MONITORING THE PROCESS
Staff Services will monitor the time taken for the stages of the recruitment process for which it has responsibility and will provide a report to the Deputy Heads and Executive Managers on a half- yearly basis.
8 TIMESCALES FOR RECRUITMENT
In order to assist with planning, the following timescales are shown as a possible indicator for each stage of the recruitment process. Schools/Areas may be able to reduce these timescales considerably:
Activity Possible Time Range Pre-recruitment stage (planning) 1 - 2 weeks Review and/or classification of Position Description (PD) 1- 2 weeks From receipt of Request to Advertise to advertising 1 - 2 weeks (depending on which media and copy dates) Advertising period 1 - 4 weeks Shortlisting 1 - 2 weeks From shortlising to interview date 1 - 2 weeks Selection process 1 - 2 weeks Referee checks 3 days Letter to unsuccessful candidates 1 week after interview Getting Recommendation for Occupancy signed off 2 - 5 days
From receipt of Appointment Form to issue of contract 5 days Timeline for candidate acceptance of contract 2 weeks TOTAL (from start to acceptance) 11 20 weeks