Recruitment Guidelines

Recruiting & Conditions

1. Purpose and Structure of the Guidelines
2. Stages of Recruitment
3. Preparation
4. Obtaining Candidates
5. Selection
6. Entering into the Employment Contract
7. Timescales for Recruitment
8. Monitoring the Process

These Guidelines provide good practice advice and should be followed unless an equally effective, alternative approach which complies with the policy, can be demonstrated.

Staff Recruitment Toolbox

1. PURPOSE AND STRUCTURE OF THE GUIDELINES

Jul 01

These guidelines form the basis for the implementation of the University's Recruitment Policy. They are designed to provide a clear and simple process for effective recruitment with maximum flexibility to meet the needs of each area, while at the same time ensuring a transparent and fair process, and clear communication of important information.

Professional human resources advice and support is provided at all stages of the process.

As the Guidelines have been designed to minimise risk to the University, local areas are advised to discuss any significant variations with Human Resources.

The Guidelines also provide links to useful information on sound recruitment practices, together with relevant forms and proformas.
 

2. STAGES OF RECRUITMENT

Jul 01

Preparation
1. Review of needs (role, strategic imperatives, etc.)
2. Review role and develop duty statement (for professional staff positions)
3. Develop selection criteria
4. Obtain approval to recruit
5. Establish Appointment Committee
6. Plan recruitment process, including selection techniques and timetable

Obtaining Candidates
1. Advertise and/or search for suitable candidates
2. Process applications

Selection
1. Shortlist candidates
2. Conduct selection procedures involving interviews, presentations, tests, etc.
3. Conduct referee checks
4. Recommend successful candidate
5. Obtain approval from Area Manager
6. Advise unsuccessful candidates

Entering Into The Employment Contract
1. Make verbal offer/negotiate remuneration package
2. Issue written contract
3. Organise Visas and relocation when necessary

Monitoring The Process
 

3. PREPARATION

Jul 01

3.1 Review of needs
Prior to commencing the recruitment process, Areas are advised to conduct a review of the need for the position that will take into account the following:

• Strategic and Operational plans for the area and the University
• budget/funding
• current staffing structure
• qualifications and specialisations - current and future requirements
• current staffing and skill levels
• any foreseeable changes which might impact on the area or the role
• how the needs for the position might best be met.

In reviewing the needs, the views of relevant stakeholders (departmental 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 Appointment Committee.

Senior Human Resources staff are available to assist with this review process.

3.2 Review role and develop Duty Statement and Selection Criteria
For general staff, the review of the position will usually result in an updated Duty Statement. (Click here for some model Duty Statements.) Duty Statements for all general staff positions will be reviewed and approved by Human Resources prior to advertisement/search to ensure correct classification of the position under the Enterprise Certified Agreement.

Convenors of Appointment Committees are encouraged to develop Role Statements for academic positions, in consultation with stakeholders, and proformas are available to assist with this process.

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 committee may assess and select candidates. These are recorded on the Selection Criteria Proforma. (Click here for some examples of Selection Criteria.)

Hazards and risks associated with the position are identified at this stage and are documented on the Advertising Form. This provides the opportunity for areas to request a pre-employment medical for the chosen candidate at a later stage.  The information will also be provided to the successful candidate to enable them to advise the University of any pre-existing conditions 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 Advertising Form and attachments bring together all the information needed to check that there is authorisation to fill the position and to enable Human Resources to carry out its responsibilities in a timely manner and with clarity as to what is required.

The Advertising Form must be signed as follows before any further action can be taken.  This is to ensure that there is a clear understanding between all the parties as to what is required.

POSITION	WHO APPROVES ADVERTISING
DVC, PVC, Executive Dean,  Executive Director Level E academic Other staff reporting to Vice-Chancellor	Vice-Chancellor
All other positions	Area Manager

The Advertising Form will identify the mechanism/s that will be used to attract candidates to the position, such as advertising (print media/internet), search plans, recruitment agencies, etc. (See paragraph 4.1 below on Advertising.)

Some positions will need approval from the Vice-Chancellor before they can be advertised. In general, these are internally funded positions that are not in the Establishment and fixed-term positions that are being converted to continuing positions. For further information click here.

The completed and signed Advertising Form is sent to Human Resources with its accompanying documents:

• Duty Statement (for general staff)
• Selection Criteria
• Draft advertisement

3.4 Establish Appointment Committee
Composition of Appointment Committee: The Appointment Committee should have a minimum of 2 and ideally a maximum of 5 people (minimum of 3 for academic positions) and be capable of testing the skills and attributes required of the position. It is however up to the Convenor to determine the size and composition of the Appointment Committee depending upon the nature of the appointment, and to consult with the Area Manager about their nominee. The following guidelines are provided for the constitution of an Appointment Committee:

• a person who has an understanding of how the role contributes to the effectiveness of the area (this will usually be the supervisor)
• a person with expertise in the field of the position
• one nominee of the Area Manager
• at least one person, preferably the Convenor, trained in recruitment and the principles of equity (see "Recruitment and Equity Training" below)
• gender balance where possible
• the Convenor of the Appointment Committee who will usually be the Head of School or their nominee. The Convenor for Chair appointments will be the Vice-Chancellor or their nominee.

A member of the Appointment Committee may contribute more than one of the above attributes. The composition of the Appointment Committee must accord with the University's policy on Close Personal Relationships. Any potential conflict of interest must be raised with the Convenor as it becomes apparent.

Recruitment and Equity Training: It is the objective of the University that 30% of the members of Appointment Committees, including the Convenor, will be trained in recruitment and the principles of equity. Until this objective is achieved, at least one member of an Appointment Committee must have this training.

(Click here for checklists for Convenors and Members of Appointment Commitees.)

3.5 Roles of Appointment Committee:

• To plan the recruitment process appropriate to the position, providing the opportunity for candidates to demonstrate evidence of the selection criteria (click here for information on selection criteria, selection tools and techniques)
• To elicit and facilitate feedback in a systematic way from a range of stakeholders within the Department
• To plan and agree the timetable for the recruitment process
• Shortlist preferred applicants (this may be undertaken by a sub-group of the Appointment Committee provided that this includes at least one person trained in recruitment and the principles of equity)
• Arrange and take part in the selection process, including collecting references
• Recommend the candidates who meet the selection criteria and the preferred candidate to the Area Manager via the Appointment Form.

The Appointment Committee will consider the best mechanism for obtaining candidates (eg advertising/searching) and 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 Appointment Committee may also decide to use other tools such as presentations/seminars, psychometric assessment, skills tests, etc (click here for information on selection tools and techniques).  The use of external search agencies is also an option and information on this is available from Human Resources.

For consistency in assessment the same selection process should be applied to all applicants, although additional steps may need to be used to distinguish between closely matched candidates.

Human Resources staff are available to assist in the planning process and to provide expert advice to Appointment Committees on selection techniques, and development of interview questions, etc.
 

4. OBTAINING CANDIDATES

Jul 01

4.1 Advertising/Searching
There are a number of legal implications in relation to advertising and Human Resources will work with Areas to ensure appropriate compliance. Advertising is organised by Human Resources on receipt of the Advertising Form. Areas may also circulate approved advertisements to their specialty contacts via e-mail.

Generally, all positions will be advertised internally on the University Intranet. This is to provide all staff with the opportunity for career development or movement in accordance with University policy. Casual employees with 12 months or more continuous service may be considered as internal applicants for the purposes of the recruitment policy. Other casual employees may apply for internally advertised positions which have not been restricted to internal applicants only (see the Recruitment Policy for definition of Internal Applicant).

Positions may be advertised externally (simultaneously with the internal advertisement) in print media and/or Internet, through professional associations or though other avenues. Applications sent via e-mail should be encouraged in order to speed processing and circulation to Appointment Committee members. (Exceptions to this norm would be made in cases where it is unlikely that applicants would have access to electronic communication).

Where there is the possibility of a candidate being appointed from overseas, advertising in national and local print media is required in order to comply with requirements of the Department of Immigration and Multicultural Affairs. (Click here for more information on labour market testing for immigration purposes.)

Search plans are a way of seeking out groups which are under represented in the University, or as a means of identifying candidates in an area of short supply.  (Click here for more information of Search Plans.)

A draft of the advertisement should be provided with the Advertising Form. (Click here for Advertisement Proformas.) Human Resources staff can also provide advice on recruitment advertising strategies.

Positions may be filled without advertising internally or externally, where the Advertising Form provides justification for doing so, in compliance with the policy clause 3.7.

Recruitment Consultancies/Agencies may be utilised in the recruitment process.

4.2 Processing Applications
Applications from candidates are sent direct to the relevant area (except in the case of Chair appointments and senior appointments where applications are usually sent to Human Resources).

The area will acknowledge applications on receipt. However in cases where shortlisting will take place within one week of receipt, the acknowledgment letter may be combined with notification to unsuccessful applicants. (Click here for templates of Acknowledgment and letters to unsuccessful applicants).

Applications should be maintained in strict confidence in order to protect the privacy of personal information.

Areas will make arrangements direct with the candidates, members of the Appointment Committee, and any others involved in the selection process.

5. SELECTION

May 03

5.1 Shortlisting
Shortlisting is carried out by the Appointment Committee, or by a sub-group of the Appointment Committee. Shortlisted candidates must meet the essential selection criteria.

5.2 Interviews/presentations/tests
It is up to the Appointment Committee to determine the most effective selection process for the position. The process chosen should collect evidence to confirm whether the applicant can meet the selection criteria. It is recommended that the minimum selection technique include an interview (either in person or via tele-conference or video-conference).

It is the Convenor's responsibility prior to interviews to remind the Appointment Committee to abide by the University's recruitment policy and guidelines and in particular equity principles in the selection process.

Other selection tools include: presentations/seminars, assessment centres, psychometric assessment, skills tests, etc. (Click here for further information on interviews, including some examples of questions.)

5.3 Referee Checks
References may be taken up at any stage in the selection process but they should be completed before a verbal 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 Convenor of the Appointment Committee will carry out the referee checks or will delegate this to another member of the Appointment Committee. It is recommended that references be obtained either verbally using the Referee Proforma or via e-mail, but it is up to the Appointment Committee to determine when and in what form references will be taken up. Referees should normally include the current/previous supervisor. (Click here for more information and advice on verbal reference checks.)

5.4 Signing off on agreed candidate
The usual process will be for the Appointment Committee to make a decision on the basis of consensus.

The Convenor of the Appointment Committee will complete the Appointment Form, sign it and forward it for authorisation as follows:

 

Authorisation by:
Vice-Chancellor	Approval to release vacant positions funded from operating grant, bequests, and in trading units where not advertised. Executive Director, Executive Dean, Level E academic, and other staff reporting directly to the Vice-Chancellor.
Area Manager	Approval to appoint staff in their area of responsibility.

The following documents should be sent to the person authorising the appointment:

• Appointment Form
• Successful candidate’s application
• Referee reports
• Summary of the selection process
• Any other associated documents

The Area Manager will review the recommendation from the Appointment Committee and authorise the decision or refer it back to the Appointment Committee for further consideration.

The Convenor of the Appointment Committee is responsible for ensuring that the authorised Appointment Form and accompanying documents are forwarded to Human Resources for preparation of the contract.

Some positions will need approval from the Vice-Chancellor before they can be filled. In general, these are internally funded positions that are not in the Establishment and fixed-term positions that are being converted to continuing positions. For further information click here.

5.5 Advising unsuccessful candidates
The Convenor of the Appointment Committee is responsible for arranging written notification to unsuccessful candidates. Out of respect to the candidates and mindful of the University’s public relations, unsuccessful candidates should be advised of the outcome as soon as possible. (Click here for Proforma Letter to Unsuccessful Candidates.)

Internal candidates who have been unsuccessful should be provided with feedback as a means of assisting their self development. Unsuccessful external candidates who have been interviewed may also be given the opportunity for verbal feedback if they request this. (Click here for Proforma Letter to Unsuccessful Candidates who have been interviewed.)

Areas should retain applications from shortlisted unsuccessful candidates for six months in case the successful candidate declines the position or in the event of an enquiry about the recruitment process.

6. ENTERING INTO THE EMPLOYMENT CONTRACT

Mar 04

6.1 Verbal Offer/Negotiations
Once the appointment has been authorised the Convenor of the Appointment Committee may advise the successful candidate verbally that they have been recommended for appointment.

A verbal offer of employment and the candidate’s verbal acceptance creates a contractual relationship between the candidate and the University, therefore a verbal offer should not be made until the appointment has been authorised. (Click here for advice on giving verbal offers of employment.)

Convenors of Appointment Committees, with advice from Human Resources as appropriate, are authorised to negotiate elements of the employment package, eg relocation expenses, retention allowance. All negotiations must be on a without prejudice basis until a formal written offer is made by the Vice-Chancellor or General Manager, Human Resources. Human Resources should 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.

6.2 Issuing Written Contract
On receipt of the completed Appointment Form, Human Resources will issue the written contract of employment. Written contracts may only be issued by Human Resources and must be signed by Human Resources staff in accordance with University delegations. Other officers do not have the delegation to commit the University in writing.

6.3 Visas And Relocation
Once verbal acceptance of the offer has been received, Human Resources will commence the Visa application process for the successful applicant from overseas. The process of granting a visa can take up to 4 months, and this timescale should be factored into the planning process.

Human Resources will also liaise with providers of relocation services for the new employee.

In sponsoring overseas appointees, the University has responsibility for all financial obligations to the Commonwealth incurred by the appointee arising out of their stay in Australia. As a result, the University has a policy that overseas appointees who reside in Australia on Temporary Resident Visas take out private health insurance cover for themselves (and their families where relevant) unless they are eligible for Medicare coverage or alternate health insurance cover through reciprocal agreements between Australia and their country of residency. Faculties fund a minimum of half the costs of this health insurance cover and the remainder must be paid by the appointee.

7. TIMESCALES FOR RECRUITMENT

Jul 01

In order to assist with planning, the following timescales are shown as a possible indicator for each stage of the recruitment process. Areas may be able to reduce these timescales considerably:
 

Activity	Possible Range
Pre-recruitment stage (planning)	1 - 2 weeks
From receipt of Appointment Form to advertising	1 - 2 weeks (depending on which media and copy dates)
Advertising period	1 - 4 weeks
Acknowledge applications	within 1 week of receipt
Shortlisting	1 - 2 weeks
From shortlising to interview date	1 - 2 weeks
Selection process	1 - 2 weeks
Referee checks	3 days
Getting Appointment Form signed off	2 - 5 days
From receipt of Appointment Form to issue of contract	5 days
Letter to unsuccessful candidates	1 week after interview
Timeline for candidate acceptance of contract	2 weeks
TOTAL (from start to acceptance)	10 - 18.5 weeks

Minimum: 5-6 weeks

8. MONITORING THE PROCESS

Jul 01

Human Resources will monitor the time taken for the stages of the recruitment process for which it has responsibility and will provide a report to Area Managers on a half-yearly basis.

Amendments: May 2003, Jul 2003, Feb 2004

Contact Information:
For further information contact Human Resources, Telephone: (08) 8303 5666 Fax: (08) 8303 4353.