Recruitment Procedure

Related Policy: Recruitment Policy

Purpose

Detail the recruitment process for all academic and professional positions (excluding casuals).

Scope

This procedure applies to all staff or third parties undertaking recruitment to all academic and professional positions (excluding casuals).

Exclusions

This procedure excludes recruitment to:

* Level E professorial appointments

* Heads of School, Discipline Heads and Research Institute Directors

* Senior staff appointments (Deputy Vice-Chancellors and Vice-Presidents, Vice-President (Services and Resources), Pro Vice-Chancellors and Executive Deans).

These positions are approved by the Vice-Chancellor and President and recruitment is centralised in Human Resources (HR).

1. Vacancy Preparation

Responsibility: Supervisor

1.1. Conduct a review of the need for, and the inherent requirements of, the position, the funding, and the organisational structure prior to commencing any recruitment activity.

1.2. Determine whether the inherent requirements of the position require a National Police Check (NPC) and/or a pre-employment medical examination to be conducted for the position.

1.3. Confirm with Human Resources (HR) whether there are any suitable redeployee candidates for the position.

1.4. Develop selection criteria (academic positions) or a position description (professional positions) and ensure approval by Executive Dean/Branch Head. An HR Consultant is available should you require support with the development of selection criteria or the position description.

1.5. Request HR to classify a new professional position description.

1.6. Determine whether an internal or external recruitment process is required including whether an international search processes is required.

1.7. Determine whether an external recruitment agency will be engaged for the duration of the recruitment exercise. Formalise the relationship if you decide to engage an external recruitment agency. Ensure the relationship is documented and that the third party is briefed on the recruitment policy and related procedures.

1.8. Determine the advertising process:

1.8.1. In order to provide staff with career development opportunities, and to maximise the skills and talents of existing employees, normally all positions shall be advertised within the University as a minimum.

1.8.2. In the following limited circumstances appointments may be made without advertising:

1.8.2.1. Positions requiring highly specialised expertise and where the supervisor can certify that a search has been conducted and the nominated individual is the best person for the job or

1.8.2.2. Where the supervisor can certify that the work is required for a limited purpose no more than 12 months duration or

1.8.2.3. There are other extenuating circumstances which must be approved by the relevant supervisor and Director HR.

1.9. Gain approval from the VC or DVC(A) or DVC(R) or Executive Dean or VP (S&R) and the Director, Human Resources should no advertising be required to fill the position.

1.10. Consider the costs and appropriateness of the form of advertising you are considering for the vacant position.

1.11. Casual staff shall be eligible to apply for internally advertised University positions.

1.12. Consider Unisuper (document under development) contribution funding.

1.13. Complete the advertising request form for all positions regardless of the length of the vacancy, mode of recruitment or advertising and send it to HR.

Responsibility: Human Resources (recruitment team)

1.14. Co-ordinate the placement of advertisements for vacant positions on receipt of a completed and authorised advertising request form.

Responsibility: Human Resources

1.15. Ensure position is advertised and the application cover sheet is also available to applicants.

2. Appointment Committee Composition and Function

Appointment Committees will generally:

• have a minimum of two members. In the case of academic staff appointment committees, a maximum of five (ideally three) members are required
• include members of both genders or aim for gender balance where possible
• comprise of members who hold positions equal to, or above, the level of the vacancy.

Responsibility: Supervisor

2.1. Ensure an appropriate appointment committee is formed for each recruitment exercise and that the chair of the appointment committee completes EO Online training. In certain circumstances an appointment committee may not be needed - contact the designated HR Consultant to discuss circumstances in which an appointment committee is not needed.

Responsibility: Chair of the Appointment Committee

2.2. Oversee all stages of the recruitment and selection process to ensure compliance with the University's Recruitment Policy.

2.3. Observe and comply with the University's policy and related procedures on Behaviour and Conduct (under development).

2.4. Remind committee members to declare any close personal or financial relationship with any of the applicants, i.e. where the applicant is a relative, a financially dependent person, a close friend, a de facto partner or any person with whom there is currently, or has been, an intimate relationship. This does not include a working relationship which exists due to ordinary collegiate collaboration. Replace any committee member who withdraws from the recruitment and selection process on these grounds.

2.5. Ensure committee members are provided with all necessary documentation in a timely manner.

2.6. Ensure committee members are aware of their obligation to maintain confidentiality, i.e. committee members must not discuss any aspect of an application, committee deliberations or referees reports outside the committee meeting and those members of the discipline/school involved in the selection process (in the case of academic appointments only).

2.7. Ensure applicants are made aware of the need for a NPC or pre-employment medical check should these be necessary as part of the inherent requirements of the position.

Responsibility: Appointment Committee Members

2.8. Observe and comply with the University's Recruitment Policy.

2.9. Observe and comply with the University's policy and related procedures on Behaviour and Conduct (under development) and declare any potential conflicts of interest.

2.10. Declare any close personal or financial relationship with any of the applicants as outlined in 2.4 above.

2.11. Determine a clear process for selecting a preferred applicant.

2.12. Give the selection process a high priority in order to carry out timely recruitment.

2.13. Undertake tasks related to the recruitment and selection process agreed through consultation with the chair.

2.14. Give due consideration to any applicant identified as a redeployee who satisfies the selection criteria.

2.15. Protect personal information and use it only for the primary purpose for which it was collected, i.e. determining the suitability of an applicant for the role.

2.16. Nominate an appointment committee member to securely store records about the recruitment and selection process for two years before being appropriately destroyed. Records relating to unsuccessful applicants can be destroyed after six months.

2.17. Destroy any additional materials at the end of the selection process, e.g. copies of CVs.

2.18. Objectively and impartially assess each applicant against the selection criteria (academic positions) or the position description (professional positions) and attend any additional process for each short-listed applicant, if possible, e.g. seminars or other presentations.

2.19. Participate fully in the decision making process, agree and be bound by the final decision.

3. Applications and Short-listing

Responsibility: Chair of the Appointment Committee

3.1. Ensure applications are acknowledged.

3.2. Ensure appointment committee members are familiar with the selection criteria (academic positions) or position description (professional positions) and how the position contributes to the effectiveness of the relevant work area.

3.3. Ensure a short-list is finalised through assessment of all applications against the selection criteria (academic positions) or the position description (professional positions), with those unsuccessful being notified in a timely manner.

3.4. Determine whether the short-listed applicant has the right to work in Australia. One of the following must be obtained and a copy entered into their personnel file:

3.4.1. An Australian passport; or

3.4.2. An Australian citizenship certificate and photo identification; or

3.4.3. Full Australian birth certificate and photo identification (only if born before 20 August 1986); or

3.4.4. Full Australian birth certificate and photo identification (if born after 20 August 1986) and evidence that at least one parent was born in Australia; or If the applicant advises they are an Australian permanent resident:

3.4.5. A permanent residence visa label and a copy of the person's passport biodata page.

3.5. Where the short-listed applicant is not an Australian citizen or permanent resident (as evidenced by one of the above), evidence of the applicant's Australian work rights (if any) must be obtained and retained on file.

This can be done using a copy of the applicant's passport and logging on to the immigration department's Visa Entitlement Verification Online (VEVO) system (http://www.immi.gov.au/e_visa/vevo.htm). This system will confirm whether the individual has work rights.

A copy of the VEVO output should be kept on the applicants personnel file.

4. Selection and Recommendation

Responsibility: Chair of the Appointment Committee

4.1. Prepare interview questions based on the selection criteria and in consultation with the committee members prior to the interview.

4.2. Ensure members are familiar with the range of assessment techniques that may be used to form part of the selection process and that they apply them consistently.

4.3. Ensure the committee's selection practices are in accordance with the law.

4.4. Obtain as a minimum one verbal or written reference relevant to the position as part of the selection process. It is recommended that a reference is gained for each suitable (not necessarily successful) candidate. The reference is considered one part of the suite of assessment techniques and should be gained prior to a verbal offer being made.

Responsibility: Appointment Committee

4.5. Interview applicants and undertake any further assessments deemed necessary.

4.6. Consider and decide which applicants are recommended as appointable and their ranking based on their application, referee reports, qualifications, interview, seminar presentations (if applicable), and any other assessment information available. For a recommendation to appoint, or for a decision not to appoint, a majority decision must be reached by the committee.

Responsibility: Chair of the Appointment Committee

4.7. Check the preferred applicant's University staff records in the case of existing or former staff by contacting HR for suitability of reappointment.

4.8. Recommend the preferred applicant to the appropriate delegate(s).

4.9. Provide feedback to unsuccessful applicants in a timely manner.

5. Appointment

Responsibility: Executive Dean/Branch Head

5.1. Approve/do not approve the appointment committee's recommendation and preferred applicant's salary range.

Responsibility: Supervisor

5.2. Contact the preferred applicant to advise them of the appointment committee's decision i.e. that they are the preferred applicant subject to the lawful requirements of working in Australia (visa sub class 457 if necessary).

5.3. Negotiate the remuneration package including any special conditions such as establishment grants, relocation and/or flexible work arrangements.

5.4. Ensure the Executive Dean/Branch Head approves relocation packages (note: relocation packages are normally made to an appointee whose period of employment is greater than one year. If an employee resigns, repatriation expenses will not be paid by the University where a relocation package was offered).

5.5. Complete Hit the Ground Running..

Responsibility: Human Resources (employee services team)

5.6. Generate a contract of employment and send this to the preferred applicant upon receipt of Hit the Ground Running. Where an applicant requires an Australian visa to work, ensure the contract is subject to obtaining the appropriate visa.

5.7. Notify the delegate upon receipt of an acceptance from the preferred applicant.

5.8. Co-ordinate visa requirements for international appointments. Refer to the separate visa FAQ document for full details on visa eligibility, processes and obligations.

5.9. Co-ordinate relocations in collaboration with the relevant school/branch.

Responsibility: Supervisor

5.10. Ensure that the new staff member has access to essential services and the relevant buildings on their first day.

6. Induction

Responsibility: Supervisor

6.1. Ensure the new staff member completes the online corporate induction courses found at: http://www.adelaide.edu.au/hr/career/induction/

6.2. Ensure the new staff member undergoes a local area and team induction within the first month of their employment.

6.3. If the new staff member is a visa holder, ensure records of visa validity are kept and all conditions and sponsorship obligations applicable to the visa are fully understood. Again, refer to visa FAQ document for full details.

Responsibility: Human Resources (organisational development team)

6.4. Invite new staff to the Vice-Chancellor and President's welcome.

7. Probation Period

Responsibility: Supervisor

7.1. Ensure that the new staff member undergoes a probation period relevant to their type and level of appointment.

8. Further Information

If you require assistance in understanding any aspect of this document, please contact the Human Resources Service Centre, extension: 31111 or email: hrservicecentre@adelaide.edu.au

Please use the following URL instead of linking to individual documents:
https://www.adelaide.edu.au/policies/177