Selection and interviewing


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Selection and interviewing

  1. 1. Selection and Interviewing<br />Team leaders, managers, human resource officers and consultants are often required to lead or participate in the selection of staff. It is a key job responsibility. The wrong choice can have significant impacts on personal and organisational productivity. Poor staff performance costs Australian industry, government and not-for-profit organisations billions of dollars each year. *<br />This public training program held in Melbourne is designed for participants who want to choose new staff wisely and well. <br />Program content<br />The recruitment, selection and induction process<br />Defining and describing the position requirements<br />Identifying the technical and interpersonal skills required<br />Planning the interview and selection process<br />Conducting the interview and selection activities<br />Choosing the most appropriate person/s for the position and the organisation<br />Documenting the selection decision<br />Ensuring all legal and ethical requirements are met<br />Discussion includes the use of selection criteria, the competency based approach, behavioural interviewing techniques, advanced methods as well as the right questions to ask.<br />Participants have the opportunity to practice interviewing techniques.<br />If this course description is close to your requirements, but you have a different or additional need, see also the explanation of the EssentialsPLUS process at Course Alternatives.<br />Cancellation policy<br />A substitute delegate is always welcome.<br />Cancellations made within five business days of the course commencement date will incur the full charge.<br />Cancellations made more than five business days prior to the commencement date will be fully refunded.<br />Transfer Policies<br />One transfer of date without fee will be accepted provided it is received more than five business days prior to the scheduled commencement date. Subsequent requests will incur an administration fee of $100 each time.<br />If the course is cancelled, a full refund will be made for any fee paid.<br />GUIDE TO THE RECRUITMENT, SELECTION & APPOINTMENT PROCESS<br /> <br /> <br />Step 1: Identification of a Vacancy<br /> <br />The Line Manager identifies a vacancy for reasons that may include:<br />·        Staffing changes – eg. secondment, resignation, termination, retirement, leave; and/or<br />·        Work requirement changes – eg. creation of a new position, temporary additional workload.<br /> <br /> <br />Step 2: Review the need for the position/to fill the vacancy.<br /> <br />The Line Manager will review the short/long term requirement for the position and the need to fill the vacancy. In so doing the Line Manager will consider:<br />·        Staffing Plan/profile for the work area<br />·        Budget<br />·        Current / Future Requirements<br />·        Job Skill Requirements<br />·        Occupancy required to meet need (eg. ongoing, fixed term)<br />·        Adequacy and accuracy of position description<br />·        Whether the position is approved and established<br /> <br />Note: This review may involve other managers within the faculty/service centre.<br /> <br /> <br />Step 3: Determine the most effective recruitment strategy to acquire a pool of candidates<br /> <br />The Line Manager will consider and assess the best way of attracting a pool of suitably qualified candidates, who will meet the needs of the business. <br /> <br />Examples of methods for acquiring a pool of candidates are:<br />·        Internal staff (Advertisement)<br />·        Internal staff (Redeployment)<br />·        Candidates from recent/previous recruitment activity<br />·        Professional/Industry Organisations<br />·        Recruitment Agencies/Job Network<br />·        Advertising<br />·        Internet<br />·        Journals<br />·        Newspaper<br /> <br /> <br />Step 4: Prepare a “Request to Recruit” and provide associated documentation to secure authorisations (in accordance with HR Delegations) and initiate recruitment activity.<br /> <br />The Line Manager will complete and forward to the HR Account Manager the “Request to Recruit” form and attach all necessary information, including:<br />·'Request to Recruit' form <br />·Position Description and Selection Criteria<br />·Draft Advertisement, where applicable (where necessary)<br />·Proposed Selection Panel (where appropriate)<br />·Recruitment agent information (where applicable)<br /> <br /> <br />Step 5: Arrange and undertake the recruitment activity.<br /> <br />The HR Account Manager assigned to the faculty/service centre will ensure the appropriate recruitment activity in accordance with the approved “Request to Recruit”. <br /> <br /> <br />Step 6: Establish Selection Panel & determine selection methodology.<br /> <br />The Line Manager will determine the composition of the selection panel in accordance with the University’s Selection Panel Guidelines, ensure that proposed members have been trained, secure panel membership, brief members on their role and the vacancy details and plan logistics (availability, meeting times etc). The selection panel will reach a shared understanding and/or agree on:<br />·        position role and accountabilities<br />·        selection criteria<br />·        method(s) for shortlisting or pre-selection<br />·        method(s) of assessment of shortlisted candidates<br />-          interview<br />-          reference check (eg. Written, telephone, at what point in the process)<br />-          skills test<br />-          presentation<br /> <br />It is the responsibility of the Chairperson to ensure that ALL selection panel members are fully aware of their legal and procedural obligations.<br /> <br /> <br />Step 7: Receive and collate applications.<br />The HR Account Manager will arrange for receipt and collation of applications.<br /> <br />The Chairperson of the Selection Panel will receive the Vacancy File containing the following:<br />·               Original Applications<br />·               List of Applicants (for QA purposes)<br />·               Position Description<br />·               Recruitment Process Check List<br />·               Selection Panel Guide<br /> <br /> <br />Step 8: Commence selection by reviewing applications and determine a shortlist of candidates.<br />The Chairperson of the selection panel will ensure that all members or a representative sub-group have access to the applications, consider the information and facilitate a shortlisting process to identify the most competitive candidates. The selection panel (or representative sub-group) will compile a summary assessment and ranking of the candidates against the selection criteria for inclusion in the selection report.<br />It may be necessary at this step to consider pre-selection interviews or other assessments tools to identify a manageable shortlist.<br /> <br />Candidates not shortlisted will be advised that they were unsuccessful.<br /> <br />Step 9: Assess short listed candidates.<br />The selection panel will conduct interviews and/or apply other relevant assessment methods to acquire information relevant to the university’s business needs, position role & accountabilities and selection criteria. The assessment methods should be consistently applied to all candidates for a vacancy and may include, but not be limited to:<br />·        Interview<br />·        Skills/aptitude test<br />·        Work samples/simulations<br />·        Psychological testing<br />·        Reference check (mandatory for the recommended applicant)<br />Following the collation of information from the various sources, including the candidate’s application/resume, the selection panel will review all the information and determine a ranking of the candidates. The ranking will identify the candidates who meet the criteria and order of merit.<br /> <br /> <br />Step 10: Recommend Outcome.<br />The Chairperson will ensure that the recommendation is included into a Selection Report. <br />The Selection Report will contain:<br />·        Documentation of the shortlisting process (ie. Shortlisting Grid)<br />·        Summary of assessment against the selection criteria for each shortlisted candidate (ie Interview notes, Referee reports)<br />·        Recommendation of preferred candidate(s), remuneration to be offered and probation conditions<br />·        Relocation budget (where appropriate)<br />·        Ranking of shortlisted candidates (where appropriate)<br />·        Documentation of referee(s) comments (where applicable)<br />·        Endorsement by selection panel members<br /> <br />The Selection Report should be completed within 1 day of the finalisation of selection activities.<br /> <br /> <br />Step 11: Obtain endorsements of recommendation in accordance with the HR Delegations.<br /> <br />The Chairperson obtains endorsement and approval of the recommendation. This should be obtained within 1 day of submitting the Selection Report.<br /> <br /> <br />Step 12: Verbal offer of employment to preferred candidate and discuss employment terms and conditions.<br /> <br />The relevant Line Executive/Chairperson/Line Manager makes contact with the recommended candidate and informs them of the offer subject to relevant conditions. The contact may address:<br />·        Remuneration package details<br />·        Relocation budget/costs<br />·        Availability for commencement<br />·        Clarify terms and conditions of appointment including tenure, probation etc.<br />This should be undertaken immediately on receiving approval of the recommendation.<br /> <br /> <br />Step 13: Make written offer of employment to candidate.<br /> <br />HR will arrange for the formal written offer and contract of employment to be prepared (in accordance with the selection report) and dispatched within 1 day of receipt of the approved Selection Report and recommendation.<br /> <br /> <br />Step 14: Advise unsuccessful candidates and make available feedback/counseling.<br /> <br />The Chairperson of the Selection Committee will ensure that unsuccessful (shortlisted) candidates are advised of the selection decision, in a timely manner preferably immediately following contact with the recommended applicant. The Chairperson is encouraged to offer and/or proactively provide feedback to candidates.<br /> <br /> <br />Step 15: Arrange appointment and commence induction process.<br /> <br />HR will ensure that all appointment documentation is stored on the Vacancy File and the appointment is finalised. This will include:<br />·        Obtaining a signed contract of employment<br />·        Update of all information/records (eg. ALESCO System)<br />·        Ensure induction is planned and conducted<br />·        Storage and retention of all original recruitment and selection documentation for 12 months in accordance with relevant records management guidelines.<br />DESCRIBING THE JOB DutiesTasksSummary StatementDegree of SupervisionFunctional VerbsDUTIES1.  A duty is a major subdivision of work performed by one individual. 2.  It includes similar tasks that make up one area of responsibility. 3.  Most jobs have four to eight duties. EXAMPLES   [1] [2] [3] [4]TASKS<br />1. A task is one of the work operations that is a logical, essential step in the performance of a duty.2. It defines the methods, procedures and techniques by which duties are carried out.3. It should show:     • What is done (action).      • How it is done (procedures, materials, tools, or equipment).      • Why it is done (purpose).4. Begin each task statement with an action verb in the first person present tense, e.g. write, calibrate, analyze.5. Carefully clarify the following verbs which have a variety of meanings and connotations.     • analyze     • prepare     • handle     • act as liaison     • supervise     • edit     • manageexamples   [1] [2]6. Use an alternative task statement format when there is too much information in a single sentence.examples   [1]7. Define uncommon abbreviations.8. Do not include references to personal qualities or skills. 9. Provide supporting documentation to substantiate qualitative terms(e.g. complex, elaborate).10. Avoid phrases such as "assist in", "responsible for" and "involved in" which obscure the action.examples   [1]<br />EXAMPLES   [1] [2] [3] [4]<br />EXAMPLEexample dutiesexample tasks Sr. Clerk Duties  A. Typing   B. Correspondence   C. Public Contact   D. Conference coordination  E. Filing Sr. Clerk Tasks D. Conference Coordination D1. Schedule speakers for bi-monthly departmental seminars by calling individuals from established listings, ascertaining availability, determining event dates and composing correspondence.  Management Services Officer Duties  A. Budgetary analysis   B. Budget control   C. Contract and grant administration   D. Supervision of personnel resources   E. Material management   F. Space utilization Management Services Officer Tasks  A. Budgetary Analysis A1. Plan and prepare the annual budget by integrating departmental goals and program plans; research, laboratory and administrative requirements; and faculty, student and other statistical data.  Administrative Specialist Duties  A. Organizing work flow   B. Training   C. Staffing   D. Establishing procedures   E. EDB Update Administrative Specialist Tasks  C. Staffing  C1. Initiate personnel actions including selecting new employees, conducting performance evaluations, recommending salary increases, providing counseling on disciplinary problems and recommending corrective actions in order to maintain effective staffing and production levels.  Senior Hospital Biller Duties  A. Follow up on delinquent accounts   B. Correction of billing errors   C. Writing off of unpaid accounts   D. Crediting of accounts   E. Documentation of files Senior Hospital Biller Tasks  A. Follow up on delinquent accounts A1. Follow up on all delinquent accounts within specified patient alpha grouping by reviewing patient’s file and any sponsor correspondence to determine possible source of payment problem. Make telephone/written inquiry to sponsor requesting explanation. <br />EXAMPLE - Clarification of Verbs that have a variety of meaningsManuscript ProductionGoodEdit manuscripts for post graduate researchers by correcting spelling, faculty phrasing and imperfect punctuation.BetterEdit manuscripts for post graduate researchers with authority to review critically from a subject matter standpoint, checking and verifying content, condensing overelaborated topics, making additions to topics inadequately covered and rearranging material when not effectively presented.ReportsGoodPrepare statistical tables by seeking out sources of basic information, planning the schedule and means of collecting the information, designing tables and writing interpretive text.BetterPrepare statistical tables by copying numbers from given places on a schedule, posting them to a given column and line on a tabulation sheet, adding to the columns, and computing the averages and percentages on a calculator. << back to tasks<br />EXAMPLE - Suggested Format for Tasks with Multiple Sub-TasksA. Staff Personnel Administrative A1. Process annual staff merit increases • confer with Principal Investigators to determine their   recommendations. • answer questions regarding staff merit increase policy. • monitor increase for budgetary restrictions and negotiate needed   exceptions with the Dean's Office. << back to tasks<br />EXAMPLE - Avoiding Vague PhrasesPoorAssist Administrative Assistant in budget management by monitoring 30 supply and expense accounts.GoodMonitor 30 intramural supply and expense accounts by posting expenditures and reconciling balances against the General Ledger. << back to tasks<br />SUMMARY STATEMENTA summary statement provides a synopsis of the major purpose of a position and its role in the department. <br />EXAMPLEManagement Services OfficerUnder direction of departmental chairperson, manage all business and support functions for the Department of Philosophy. Major duties include supervision of nonacademic staff, material management, space utilization, preparation and management of departmental budget and fiscal control of contracts and grants. <br />DEGREE OF SUPERVISIONThis section of the job description describes the way in which work is assigned, when it is reviewed, how it is reviewed, and what guidelines, prototypes and protocols are available. <br />EXAMPLEManagement Services OfficerAssignments are given in terms of broad organizational goals and objectives. Goal attainment is reviewed with department chairperson on a quarterly basis through presentation of status reports and formal discussions. Department, campus and governmental guidelines relative to budgetary control, contract and grant administration, and personnel management are available for reference, however, interpretations and original problem-solving are required. <br />