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Applying for Jobs at Adelaide

This guide to applying for jobs at the University of Adelaide is written for:

• prospective employees interested in applying for positions at the University of Adelaide
• graduates of the University of Adelaide applying for jobs
• any member of staff who is currently employed by the University of Adelaide and planning to apply for a job within the University.

It aims to help you understand what the University is looking for from prospective employees and assist you in presenting yourself both in your written application and at interview in a positive and professional manner.

The guide is divided into separate, self-contained sections. You can either focus on a particular section that interests you, or work through the entire document.

The University is unique in how it vets written applications, so it is important to pay special attention to the Job Application Tools and refer to these, particularly when drafting your written application.

Determine your Job Priorities

Before you apply for a vacant position, it is important to consider what you really want from your employment. Only when you have done so can you effectively decide whether a job is going to meet your needs.

When determining what is most important to you in a job, consider your:

• overall goals and needs, both short-term and long-term.
• skills
• work values.

To help determine your job priorities complete these three exercises.

Research the University

Once you've determine your personal job priorities, it is important to find out about your employer so that you can determine whether or not your interests, goals and ethics match. Researching the University will give you an edge in promoting yourself through your job application and during the interview, because you can tailor your application and interview answers to address or relate to our activities, needs and goals. When your knowledge of the University emerges through your job application and during the interview it demonstrates initiative and shows the Appointment Committee that you have effective research skills and a genuine interest in working at the University.

A good starting point for researching the University is to take a look at our Strategic Plan. You should also browse the About the University website, which has information about our Mission, Vision and Values, University Facts and Figures, as well as historical information.

Advertised Positions

If you've decided a job at the the University of Adelaide is for you, check out the currently advertised positions.

We recruits staff through a variety of channels including newspapers, online job sites, recruitment agencies, and the University website.

The Jobs @ Adelaide website is the definitive resource for selection criteria, duty statements, application details and other general information about vacant positions.

Please note that persons not already working at the University cannot be selected for internally advertised positions.

Applicants seeking casual work at the University can register by downloading our online form.

>	Addressing Selection Criteria
>	Writing Job Applications
>	Successful Job Interviews

About the Job

There are several ways in which you can find out more information about a particular vacancy. Many positions will have a series of requirements outlining details the applicant needs to be aware of. Aside from details on remuneration, contact persons and deadlines, most University job advertisements will include:

• a job and/or person description
• a Duty Statement
• a job specification, otherwise known as Selection Criteria.

Duty Statements

The purpose of Duty Statements is to give applicants and the Appointment Committee a list of the core duties that make up the job role.

Though these requirements are often repeated in the Selection Criteria, they can also be used as a guideline for what skills to focus on promoting in your job application.

Duty Statements will outline the following information:

• the main tasks and responsibilities of the job
• the amount of time required to perform each task
• to whom the position reports
• how many positions are supervised, if any.

An example Duty Statement may look something like the following:

Under general direction, the appointed staff member will:

1. Provide a full range of administrative services, including the provision of administrative support for research projects and the preparation of research applications.
2. Coordinate and prepare information for meetings and symposia.
3. Organise the collection and photocopying of research materials.
4. Assist with correspondence and answer enquiries where appropriate.
5. Upgrade and maintain list of contacts.

Selection Criteria

Selection Criteria constitute a list of the qualifications, aptitudes, and experience a person needs in order to successfully undertake the responsibilities and duties of a job role.

The purpose of Selection Criteria is to:

• provide both job applicants and the Appointment Commitee with a definitive list of the skills and knowledge that the position requires
• create a benchmark against which all applicants can be fairly judged, initially at the shortlisting stage and then at the interview and final selection stage
• assist in ensuring that selection is based on merit.

You must address all essential criteria and as many of the desirable criteria as possible to enhance your chance of success.

As an example, Selection Criteria may include:

Essential Minimum Criteria

1. High level administrative skills.
2. Excellent organisational skills.
3. Good oral and written English.
4. Ability to work to deadlines.
5. Good IT skills.

Desirable Characteristics

1. Experience in dealing with people from a range of cultural backgrounds.
2. Some experience with writing for the web.
3. Familiarity with administrative procedures of the University.
4. Familiarity with the University’s research environment.

Selection Criteria for Academic Staff

To a degree, academic staff are assumed to possess certain attributes by virtue of their professional training. For example, anyone who has completed a PhD could be expected to have written communication skills, the ability to plan and organise work, and the ability to achieve agreed targets under constant work pressure. However, since candidates will be measured against these criteria, it is best to explicitly list them to avoid confusion.

Applicant Testing

Through determining your job priorities and researching the organisation you can gain perspective on whether a job, and the University, is the right choice for you. The University investigates the suitability of prospective employees through job applications, referees and interviews, but these methods don’t always provide employers with an accurate picture. Psychological testing is being increasingly used to assist in the selection and evaluation of job candidates to prevent damage to the employee in terms of loss of motivation and job satisfaction, work stress, failure to progress in their career, to more clinical manifestations such as depression and anxietyas well as the costs incurred from reduced efficiency, increased absenteeism, the selection process itself and training replacement staff.

Psychological Tests

What are common types of tests?

In general, psychological tests can be broken into six broad categories:

1. Personality Tests
2. Ability Tests - these may be general or more specific including Abstract, Verbal and Numerical reasoning tests.
3. Aptitude Tests - tend to be job related and often carry names pertaining to a specific aptitude eg: Management Aptitude, Programmers Aptitude. Aptitude tests are utilised typically to help assess potential in a specific work related area.
4. Motivation/Values Questionnaires.
5. Interest/Beliefs Inventories.
6. Integrity Tests.

Of these, the most commonly used in selection settings are Personality, Ability, Aptitude and Motivation/Values scales, as these are deemed the most useful when trying to predict someone's future level of performance in a particular role or to gauge their likely level of ‘fit’ with the company.

Integrity tests are a relatively recent development that may be used when the situation is deemed to warrant it. Possible examples include: positions with police or intelligence agencies or work requiring a high degree of responsibility. Interest Inventories are frequently utilised in Vocational Counselling, Selection and for Employee Development purposes.

When can I expect to be tested?

Due to the high cost of conducting comprehensive psychological tests, the time involved in taking them and the expertise needed to conduct, score and interpret these tests, psychological testing is rarely conducted until well into the selection process although the timing of psychological testing varies from organisation to organisation.

• For graduate recruitment - this may not be until the shortlist stage, or at the second or third round interview stage. In rare circumstances, group testing may be utilised at an earlier stage to help identify candidates for interview.
• For general recruitment - assessment may or may not be implemented depending on the type and level of the position. Aptitude and personality testing are typically conducted on short listed candidates.

When offered an interview, many employers will advise you if psychological testing will be conducted. If not, you may wish to ask the potential employer at what stage you can expect to encounter psychological testing.

How will I be tested?

Psychological assessment may use 'paper and pencil', computers at the company offices, or follow the increasing trend and be offered 'online'.

The main methods of testing are:

• Group Testing - to simultaneously screen large numbers of candidates
• Individual Assessment - more commonly conducted for Management, Executive or 'confidential' high status recruitment, although it may be used in graduate selection.
• Assessment Centres is a methodology, not a place. These are commonly utilised for Executive, Graduate Recruitment and employee promotion purposes. The motivation and capacity of applicants is evaluated against a list of competencies. It is an objective interactive measurement of performance, aptitude, competency and talent in which participants rotate through a series of activities such as role plays, written exercises, teamwork and interview.

Can Psychological Tests be faked?

For some roles the profile of the 'perfect applicant' may appear to be transparent. You may think you know how to respond as the typical team player, self-starter, or high achiever. Test makers are aware that self-report inventories are particularly prone to applicants making false or misleading responses. You should note that many psychological tests contain 'faking scales' or 'inconsistency scales' to detect such misrepresentations. Applicants obtaining elevated/depressed scores on these scales may not be considered further for the role, therefore it is advisable that you try to answer honestly to maximise your chances of a good fit between you and the position on offer.