521-Recruitment and Selection

CITY OF VINCENT POLICY MANUAL CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES

RECRUITMENT AND SELECTION POLICY NO: 5.2.1

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POLICY NO: 5.2.1

RECRUITMENT AND SELECTION

OBJECTIVES

To: • ensure all recruitment and selection procedures comply with the City’s Equal

Opportunity Policy; • ensure that all appointments are made on merit;

• provide natural justice and fair treatment; • attract sufficient applications from potential candidates for appointment with the

skills, qualities, abilities, experience and competencies deemed as being necessary to the job;

• develop and maintain procedures which will assist in ensuring the appointment of

the most suitable candidate; • ensure that recruitment procedures are clear, valid and consistently applied by

those involved in recruitment and that they provide for fair and equitable treatment for those who apply for employment;

• base selection decisions and criteria directly on the demands and requirements of

the job and the competencies identified as necessary for satisfactory performance; • ensure that all employees involved in the recruitment and selection process are

properly trained in order that the objectives of the policy are met; • observe any legal requirements which apply to the recruitment and selection

process.

POLICY STATEMENT This policy is aimed to follow best practice and high standards of recruitment and selection procedures in order to attract suitable applicants to the City and to create an ethical foundation on which consistent recruiting and selection decisions are made while considering relevant legislative requirements. The principles, values and the recommendations of the Guidelines on Equal Opportunities and Family Friendly Policies are acknowledged by this policy.



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Achievement of the City of Vincent strategic goals and the securing of its values is dependent on the recruitment and selection of a skilled and committed workforce. The Local Government’s Recruitment and Selection policy, procedures and practices are designed to help secure this and in relation to which equality of opportunity is an integral part.

Date Adopted: 21 December 2004 Date Amended: - Date Reviewed: April 2011 Date of Next Review: April 2016



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GUIDELINES AND POLICY PROCEDURE FOR RECRUITMENT AND SELECTION – POLICY NO 5.2.1

1.1 INTRODUCTION Recruitment

Recruitment is searching for and attracting applicants – external or internal – for position vacancies. New people are found and brought into the organisation. A recruitment process involves communicating with actual or potential position seekers, motivating them to apply and persuading applicants that they really want to come and work for the organisation. The objectives are to attract applicants of the right quality in the right number.

Selection

The selection process is a latter stage of recruitment. It involves choosing: • competent and qualified applicants suited to the position. • new members of the organisation. Selection methods range across: • interviews the most popular and hence the skills of interviewing are

important • references • analysis of applicant career/life data • evaluation of applicant behaviour/performance in group activities • work attachments/experience (trial periods) • skill testing with task/work simulations e.g. typing, computer

programming, brick-laying and applicants making presentations etc • knowledge, aptitude and psycho-metric tests of various facets of know-

how, intelligence and personality. Ethical Considerations for Recruitment and Selection Process The outcomes from a selection process, as with any system, can only be as good as the environment and the organisational culture in which they operate. The employees who are delegated with the responsibility of making decisions for recruitment, selection, promotions, transfers, acting arrangements should consider the ethical issues surrounding their decision making process. The ethical considerations involved relate to: • the principles of merit (choosing the best person for the job); • avoiding discrimination; and • providing natural justice and fair treatment.



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To use the selection process to unfairly advantage one applicant over another can have a detrimental effect on people’s careers, morale and motivation, and ultimately on the level of confidence that employees at large have in the recruitment and selection processes. It is worth noting that any person who uses the system to achieve a predetermined result is engaging in improper and unethical conduct. It is an abuse of trust that is no different from other forms of fraud or dishonesty and therefore subject to disciplinary procedures. Legislative Provisions Local Governments need to be aware of the legislative provisions which impact on the recruiting process. The City is subject to a combination of Commonwealth and State laws which are outlined below:

The relevant Commonwealth legislation impacting on the recruiting process is the:

Fair Work Act 2009 Age Discrimination Act 2004 Human Rights and Equal Opportunity Commission Act 1986 Equal Opportunity for Women in the Workplace Act 1999

The relevant Western Australian legislation is the:

Local Government Act 1995 Equal Opportunity Act 1984

It is important to be aware of the requirements of Section 5.40 in the Local Government Act 1995 in relation to principles of recruitment of Local Government employees.

“5.40. The following principles apply to a local government in respect of its

employees —

(a) employees are to be selected and promoted in accordance with the principles of merit and equity;

(b) no power with regard to matters affecting employees is to be exercised on the basis of nepotism or patronage;

(c) employees are to be treated fairly and consistently; (d) there is to be no unlawful discrimination against employees or

persons seeking employment by a local government on a ground referred to in the Equal Opportunity Act 1984 or on any other ground;



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(e) employees are to be provided with safe and healthy working conditions in accordance with the Occupational Safety and Health Act 1984; and

(f) such other principles, not inconsistent with this Division, as may be prescribed.”

Definitions

‘Principle’ Fundamental motives or reasons for action ‘Standard’ Measures by which the accuracy or quality of others are

judged. Standards are measurable, auditable and mandatory. ‘Merit’ Merit is a criterion which refers to the extent to which a

person’s job related competencies match those genuinely required for performance in a particular job. It is a relevant judgement only when like can be compared with like.

‘Merit Selection’ Merit selection is selection of the best person for the job, purely on the basis of job related criteria. The focus of a merit selection process is on: • open competition with access for a wide pool of applicants; • what the job applicant possesses by way of demonstrated

skills, knowledge, qualifications, abilities; • the potential to develop these to the level required to

achieve outcomes expected from effective job performance. ‘Natural Justice’ Natural Justice is a term used to describe the process by which;

• decision makers must act fairly and without bias; • a person should not be judged in his or her own cause; • all parties to the matter should be the opportunity to put

their case and all relevant arguments considered before a decision is made.

• all persons need to be informed of the basis of a decision where that decision affects them.

‘Patronage’ Patronage is the bestowing of special favours in human resource management decision. It is commonly related to control of appointments and often made on political grounds.

‘Nepotism’ Nepotism refers to patronage bestowed in consideration of family relationship and not on merit. It usually refers to appointments and preferential treatment.

1.2 RECRUITMENT PROCEDURES To achieve the policy’s aims and objectives requires:-

• clear, relevant and current recruitment information which assists potential applicants in their decisions whether or not to submit applications.



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• current job specifications detailing the post title, its purpose, scope, reporting relationships, duties and responsibilities (these must not contain unnecessary or unjustifiable conditions or requirements).

• Current non-discriminatory person specifications detailing the essential skills, education and training, attitude, knowledge and experience directly related to the job specification, and competencies needed for effective performance (these will be used as the basis for the shortlisting of candidates for interview).

• application forms which are appropriate to the level of the post under consideration.

• internal and/or external advertisement of posts to stimulate satisfactory numbers of suitable candidates at reasonable cost, and which clearly reflects the competencies required for the job, rewards, and ensure equality of opportunity.

• the use of assessment techniques appropriate for the level and needs of the job with such techniques being fairly and consistently applied and which will permit selection decisions to be made on job related criteria.

• the conduct of structured and systematic interviews by trained interviewers to ensure non-discriminatory decisions are made using job related criteria.

• the use of references obtained and treated confidentially to inform the selection decision, (one of which should be the current employer).

• the use of a medical questionnaire, and medical references if the demands of the job necessitate this.

• the checking and validation of qualifications which are required for an appointment.

• appropriate checks on criminal convictions to be made. • the use of external assistance in the recruitment process where this is

essential given the level and/or nature of the post (to be agreed with the Chief Executive Officer).

• information on applicants being treated in confidence and restricted to those involved directly in the recruitment process and its administration.

• the accurate documentation of the recruitment process in a fair and consistent way.

1.3 THE NEED TO RECRUIT Generally the need to recruit arises from either:

• a vacancy due to the departure of the incumbent; or • the creation of a new position through organisational expansion or

restructure.

Reviewing the position validity and organisational requirements when examining the need to recruit is a sound human resource practice in order to determine that the position is necessary to the City.



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Points to Consider • document organisational recruitment policies and procedures, and relevant

Award requirements and make these available to all staff and potential job applicants.

• ensure that all management staff involved in recruitment are familiar with, and use, the document.

• ensure all management staff are trained in the use of the documented process, and particularly in the practice of non-discriminatory language or practice in the document.

• ensure that there is no discriminatory language or practice within the document.

• when recruiting, take time to consider all possible sources of recruitment and choose the most appropriate.

• advertise internally, either before placing external advertisement or at the same time as going outside.

• consider the following options for internal advertising - noticeboards, email, memos or staff circulars, newsletters, word-of-mouth - but ensure that all staff receive sufficient notice of vacancies.

1.4 RECRUITING SOURCES Local Governments provide a wide range of employment options. Attracting

quality employees provides a challenge for all Local Governments and needs to be directed to different sources, depending upon the type of employee required.

1.5 INTERNAL ADVERTISING Local Governments’ policies vary in relation to internal applicants. Some

Local Governments advertise externally if there are no suitable internal applicants. Internal advertising is inexpensive and will maximise the pool of candidates. In addition, it provides current staff with opportunities to advance or express their career aspirations.

1.6 EXTERNAL ADVERTISING Newspapers are the popular recruitment sources, particularly in Local

Government. Media sources include:-

• “The West Australian” – Large employment pages predominately on Saturdays, with a smaller employment section on Wednesdays. Professional appointments on Saturdays and Wednesdays. Local Government Vacancies Section on Saturdays. The WA Local Government Association offers an advertising service to reduce costs and gain volume discounts.

• “Sunday Times” – Employment section on Sundays.



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• Community Newspapers – Weekly newspapers circulate in local areas. Advertising rates.

• “The Australian” – Major professional appointments and employment section on Saturdays. Nation-wide advertising source.

1.7 EMPLOYMENT AGENCIES

• Centrelink - Free service, useful for clerical and outdoor staff. Special employment applicants are often available.

• Local Government Workplace Solutions – providing an exclusive service to the Local Government sector and working with individual Local Governments to find a cost-effective solution to their recruitment needs.

• Schools, Colleges and Universities - useful for potential employees at base grades and outdoor positions. Many schools and colleges will display advertisements on notice boards. May be useful for Local Governments wishing to employ persons for clerical positions who have undertaken/are undertaking Local Government Clerical Traineeships.

• Other - Tertiary graduates, traineeships, cadetships, apprenticeships, community groups, disabled employment groups, Aboriginal employment organisations.

1.8 INTERNET EMPLOYMENT SERVICES

There are several internet based employment services listed below, that have an increase wide range of coverage, that can be targeted to applicants in various areas: • SEEK • The Australian Local Government Internet Employment Directory website

(ALGIED) • Head Hunt Weekly. • Council Jobs.com • Career One • Wjobs.com.au (West Australian Newspaper) • The Local Government Workplace Solution’s website.

1.9 ADVERTISING OF VACANT POSITIONS Important elements to include in job advertisements:-

• Identify what applicants the advertisement is targeted towards. • Supply information about the requirements of the job. • Supply information about the Local Government. • Create interest in the mind of potential applicants. • Motivate a response.



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Designing Job Advertisements

• Local Governments should design an eye-catching layout. • Use the Local Government logo (if there is one) or emblem. • Allow a reasonable amount of space for the advertisement. • Once a suitable layout has been developed, use it as a proforma for all

advertisements. • Develop content using the position description and selection criteria.

Include:

1. Name of Local Government, 2. Position Title, 3. Brief description of Local Government, facilities available, etc 4. Describe position duties and responsibilities, 5. Specify the skills, qualifications and experience that are essential, 6. Specify the desirable skills, qualifications and experience, 7. Salary and employment condition details (benefits, location, etc), 8. Details concerning applications (contact name/number, address,

closing date, etc),

• Decide on appropriate size of advertisement - senior roles generally warrant larger advertisements.

• Place your advertisement to gain maximum exposure - avoid off-peak times and holiday weekends.

• Select the best publication for the job - national, state or local community. • Select the best section of the publication - general employment, Local

Government vacancies, professional appointments, or lineage advertisements.

• Ensure that discriminatory language is not used in any form. Compose advertisements in a way which ensures that there is no bias or discrimination on the basis of sex, marital status, pregnancy, race, religious conviction, political conviction, impairment or family responsibilities.

• Provide existing employees with the opportunity to apply. Proforma Advertisement

COUNCIL NAME [LOGO]

MANAGER ENGINEERING SERVICES

The (Name of Council) is a progressive Local Government with a population of 8000. The Local Government Administration Centre is located in Nameless 300 kilometres east of Perth. Council facilities include library, swimming pool and a recreation centre. The City has excellent shopping facilities and schooling from pre-school to third year high school.



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The Person Must be a qualified engineer, preferably with a wide range of experience. Eligibility or membership of the Institute of Engineers is essential.

The Position Responsible for managing the Engineering Department, co-ordinating all design, construction and maintenance. Local Government places a strong emphasis on developing all staff and strong communication skills are desirable. Salary/Conditions $70,000 per annum (negotiable). A fixed term contract for a five year period is offered. A vehicle for business and private use will be provided. An accommodation subsidy will be negotiated. Intending applicants should obtain an information package by visiting City’s website at www.vincent.wa.gov.au or by contacting (name and telephone number). Written applications addressing the requirements of the position and marked ‘Confidential’ should be forwarded to the Chief Executive Officer,City of Vincent, PO Box 82, Leederville 6903 by close of business Friday 1 January. The City of Vincent is an *Equal Opportunity employer. Canvassing of Councillors will disqualify. (for identified positions) The successful applicant will be required to obtain relevant Police clearances prior to commencing employment. * To conform with the Equal Opportunity principles, advertisements must not request information about the applicant which is not relevant to requirements of the position. For example: • Applicants gender and gender history • Marital status (or other status, or plans) • Children (or plans to have them) • Other dependents • Childcare arrangements • Birthplace, racial or ethnic origin • Length of residency in Australia • Health/medical status or disability • Spouse, or spouse’s employment and/or salary • Sexual preference • Religious beliefs • Political beliefs/affiliations • A photograph



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1.10 PROCESSING APPLICATIONS Key steps in the selection process:-

Where practicable, applicants should be requested to submit their applications on an application form, together with a covering letter. Application forms can be placed on the Local Governments internet site, if it has one. Where possible application forms should be used to ensure that all applicants are able to submit similar information in a consistent fashion. This will make the shortlisting process easier. It is more likely, however that applicants for middle to senior management level positions will submit a full resume and a letter of application which addresses the selection criteria designated in the job description.

Ensure that a person within the organisation is allocated the responsibility for receiving applications, acknowledging and maintaining a system to deal with applications. All information relating to applicants must be kept strictly confidential. Ensure that the person allocated the responsibility for receiving the applications has appropriate time allocated and is available to receive telephone and over the counter enquiries. Telephone enquiries must be handled in a non-discriminatory manner and must maintain the equal opportunity policy of the organisation.

Where appropriate, prepare a package of information for potential applicants, including:- 1. Position Description, 2. Selection Criteria, 3. Local Government Background Information (Annual Reports, Plans of

Principal Activities), 4. Application Form (if relevant). A checklist on the front or inside of the job file is useful for ensuring all applications receive equal and fair treatment. See example Proforma Recruitment Action Sheet at end of this Section.



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Consider the purpose of using selection criteria Selection Criteria can be a useful tool in short listing. It can offer more extensive information about the applicant, examples of their achievements and motivations for the position. However give the time it may take to complete selection criteria it may also prove a disincentive for applicants to apply, particularly if similar available positions do not require further paperwork. Selection Criteria is not legally required for most Local Government positions therefore, depending on how many applications are expected and the seniority of the position, it may not be appropriate to require this of applicants.

Important Points: 1. Where a large number of applicants meet the essential criteria, it may

be necessary to shortlist on the basis of the most competitive applicants.

2. Do not shortlist too few applicants. A number in the vicinity of 4 to 6

applicants is preferable.

The next step following shortlisting is to select the best qualified person to meet the requirements of the position. This process can be by a selection panel or one-on-one interviews, depending on the level of position involved. Wherever possible, it is recommended that a selection panel is utilised when conducting interviews.

1.11 SELECTION PANELS

The panel should always consist of more than one person (ideally three persons) and members should be trained in interview techniques. Selection panels are utilised to ensure an objective decision is reached.

A well balanced panel will include:- • Trained staff both in selection techniques and equal opportunity principles.

Shortlisting is the process of comparing all applicants against the selection criteria. The outcomes are:- 1. Unsuitable applicants are excluded. 2. Applicants warranting interview are identified. This part of the selection process is used to rate applicants against the essential selection criteria only.



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• The person from the Local Government who has major responsibility for human resources.

• The immediate manager/supervisor of the vacant position (or at least someone with a good knowledge of the position and its requirements).

Where appropriate, a gender balance and appropriate representatives from special interest areas (eg non-English speaking backgrounds) should be considered.

Shortlisting candidates Once the interview panel has been set, they should individually read each application and prepare their own short list against the selection criteria. The shortlisting process should be carried out in a quantifiable manner using a rating scale. Once selected, shortlisted applicants should be advised of the details of the interview.

Contact should be made with the applicants, either in writing or by telephone, with a reasonable amount of notice of the interview being given. Details to advise each applicant may include: • Date, time and venue for interview, • Names/positions of selection panel members, • Details of any information applicants may be required to bring to interview,

such as samples of written reports, originals of qualifications, drivers licence.

1.12 SELECTION INTERVIEWS Broad Objectives

The following broad objectives should be taken into consideration when interviewing applicants:

• Assessing the Applicant - this is an obvious objective, but not necessarily

the only outcome that has to be achieved. • Explaining the Job - The selection interview must be a two way process.

Applicants must be able to judge whether they fit the job and whether the job suits them. They cannot do that if they do not understand what the job comprises.

• Selling the Organisation - Often the job interview is the first face-to-face

contact applicants will have had with an organisation. It is important to promote the organisation as well as the position.



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It is beneficial for Panel members to meet prior to the interviews to agree on the questions and the format for the interviews. An assessment matrix should be complied for marking and a chairperson nominated.

Interview Phases Interviews can be broken down into three distinct phases:-

• Opening • Questioning • Close Opening • Go out and greet the interviewee by name. • Try to put him/her at ease. • Show him/her where to sit. • Introduce the interview panel and explain why they are there. Example

‘Bill Brown, our Engineer’, ‘Mary Cook, our Corporate Services Manager’, etc

• Explain how the interview will proceed, and its aim. • Discuss position outline. Questioning Ensure that interview questions have been prepared prior to the interview and each panel member is aware of the questions each is to ask. An agreed structure among selection panel members will promote a more productive interview for all parties.

Examples

• Discuss applicant’s education background and work history. • Explore applicant’s behaviour in work situations. • Provide the applicant with an overview of terms and conditions associated

with the position. • Field questions from the applicant on job activities, Local Government,

etc. • Allow the interviewee the opportunity to make a short presentation on

their application. • Allow sufficient time for full answers. • Don’t do all the talking • Don’t interrupt, but seek clarification if necessary. • Ask the same question of all interviewees – it makes comparison easier. • Make sure the questions are relevant to the selection criteria



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Close • Summarise • Answer any other questions • Ask if the applicant wishes to add any further information, or ask any

questions. • Discuss employment conditions • Psychological Appraisals (where it has been determined and agreed to by

the applicant) • Credentials validated • Explain what will happen next, including timeframes for decision making • Thank the applicant for their time and attendance • Show the applicant out, and part amicably Credentials Validating There are some positions within Local Government that require a specific degree, certification or licences. If specific credentials are required, the relevant Manager should discuss this with the Manager Human Resources when the position is being advertised. It is the selection panel’s responsibility to secure and validate the relevant credentials. When the shortlisted applicants are being invited to interviews for the position, the applicants should be informed of the requirement to produce original transcript of degrees, diplomas or licences for certification. It may be outlined at the interview that the offer is contingent upon receipt of the necessary documentation. NOTE: if the City request transcripts they should be collected for all applicants. It is the responsibility of the chairperson of the panel to collect this information and ensure that it is placed on the employee's personnel file. Checklist for Conducting Interviews

Ensure the interview can proceed uninterrupted and in a room without any distractions.

a

Ensure (if possible) that interviewees do not come into contact with each other. This is particularly important in Local Government where certain positions are likely to attract applicants from other Local Governments.

a

Prepare for the interview. Read the application and note matters requiring clarification or more detail.

a

Allow the interviewee to fully explain the answers, without interruption.

a

Allow the interviewee adequate opportunity to ask questions. a



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Advise how the selection process will proceed and give realistic timeframes on a decision.

a

Be thoroughly acquainted with equal opportunity principles. This is particularly important with one-on-one interviews where the risk of bias and discrimination is higher.

a

Arrangements should be made to ensure that persons with disabilities are not disadvantaged.

a

As part of the interview process, credential verifications should be conducted and applicants requested to bring along originals for validation.

a

Interview Techniques Questioning There are a number of questioning techniques that can be utilised in an interview situation. A mixture of techniques often provides the most satisfactory means of gaining the information required to assess the skills of an applicant. Research suggests that the most effective method of determining an applicant’s performance in future positions is to use their past behaviour as an indicator. In this regard, questions focussing on the applicant’s previous methods of handling particular duties and situations should be incorporated into the interview questions. Other questioning techniques include:-

• Open Questions - These prompt open-ended responses rather than a

simple “Yes” or “No”. They encourage discussion, for example, “What do you find most satisfying about being a Supervisor?”

• Closed Questions - These prompt a specific response. They are used for

gaining particular pieces of information, an example is,“Do you have a current driver’s license?”

• Probing Questions - These are a particular kind of closed question. They

are an essential tool to use for getting from the general to the specific and for pursuing the logic of a discussion, for example, “You mentioned that you left your last position because of problems with your Manager. Could you please outline these problems.”

• Reflective Questions - The interviewer takes what is being said and

reflects it back in a way that helps move the discussion forward, for example, “You asked what career opportunities we offer, what opportunities are you looking for and within what timeframe?”



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• Hypothetical Questions - Posing speculative questions sometimes helps people to think about issues they had not considered, such as “Should Local Government consider introducing benchmarking, what procedures would you utilise to implement such a process?”

• Multiple Questions - Many interviewers ask a handful of related

questions at once, for example, “Have you worked in a team environment previously? “What do you consider to be the most important elements of successfully working in a team?” “How would you resolve an issue that was hindering the output of the team?”

• Leading Questions – These prompt a particular answer. They can be

used to force the interviewer’s view onto the other person, an example is, “Given your skills in planning, I assume you would have no objection to chairing the Committee?”

Listening Listening skills are critical to effective interviewing. Improved listening can be facilitated by:- • Getting the Surroundings Right - Ensure you are comfortable and can

see and hear the applicant properly. Remove any distractions; shut the door, divert telephone calls and arrange not to be disturbed.

• Look Interested - The quickest way to alienate applicants is to look as if

you are uninterested in the response they are providing to your questions. Maintain your concentration on their response.

• Judge Content, Not Delivery - Some applicants (possibly through

nervousness) may be poor speakers. They may, however have something significant to say. The listener should consciously dig for the content under the poor delivery.

• Taking Notes - Taking notes is an important means of maintaining

concentration and will assist you in your decision making processes at the conclusion of the interview.

• Use the Speed of Thought - We can all think about four times faster than

we can speak. Utilise this extra time by anticipating, summarising, reading between the lines, thinking through and noting questions for later, and so on.

• Suspend Prejudice - Don’t allow the fact that you disagree with the

applicant to make you disregard what they say. It is in these situations that you need to listen the most.



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1.13 MAKING THE SELECTION AND OFFERING APPOINTMENT

After the interview the selection panel needs to determine the most suitable person for appointment to the position. It also needs to ensure appropriate pre-appointment action. The selection panel also needs to determine action if there is no suitable applicant. After all of the interviews are completed – decide whether any of these applicants are suitable for the position, based on the panel members’ assessment of the applicants against the selection criteria.

If there isn’t a suitable applicant, the panel may decide to: • Readvertise (perhaps more widely) and re-examine and modify the

position requirements. • Assess the best applicant’s ability to meet the position requirements if

supplementary training were provided.

DURING THE INTERVIEW – DO NOT :- Ask questions about marital status or intentions, children or child minding obligations, credit status, relatives or friends working for the City, or any other personal information that is not relevant to the position For example, do not ask about any criminal convictions unless they have been predetermined in the selection criteria to be specifically relevant to the position e.g. home help, child care. • Make assumptions about applicants. • Ask multiple questions – keep it one question at a time. • Talk too much – the idea is to get the applicant to talk. • Ask leading questions. • Emphasise your own ideas and beliefs.



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Applicants should be kept informed of the panel’s decisions, with unsuitable applicants being advised that their application has been unsuccessful as quickly as possible.

It there is more than one person who is considered to be suitable based on the application and interview: • Check references • Obtain the results of skills testing (where required) • Psychological Appraisals (where it has been determined and agreed to by

the applicant) • If necessary, conduct a second interview. This can be useful if panel

members are of different opinions, or where difficulty is encountered by the panel in making a decision.

Prior to a second interview, the panel should decide which aspects of the applicant’s skills, experience or qualifications need further clarification.

Interviewees who are requested to attend for a second interview should be informed of the reasons for this interview. The second interview should follow the same format as the first interview. Following the first interview, if only one person is considered suitable for the position, the panel must: • Complete the selection process. • Skills testing (where required). • Psychological Appraisals (where it has been determined and agreed to by

the applicant). • Reference checking. • Pre-employment medical (where it has been determined and agreed to by

the applicant). • Police check (where it has been determined and agreed to by the

applicant). • Prepare a Selection Report/Recommendation, documenting details of all

applicants interviewed. • Offer the position to the preferred applicant. This is ideally undertaken

verbally to ensure that the person intends to accept the position, then confirming in writing.

• Prepare a Standard letter of appointment and/or Employment Contract. • Advise all other applicants that their application has been unsuccessful. • Advise appropriate officers for example, Payroll officer of the person’s

appointment, commencement date and salary, IT officer for computer user name and password etc.

• Organise Induction.



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1.14 USING OTHER SELECTION PROCESSES Psychological Appraisals Psychological testing can be a valuable part of the recruitment and selection process. It provides the opportunity of gaining objective information which, if used appropriately can improve the effectiveness of the recruitment process, and reduce the risk associated with selection decisions. Whilst such information should not be considered in isolation, when combined with other selection criteria such as qualification and experience, interview performance, and reference checking, the overall recruitment process can be enhanced. Only appropriate, qualified persons should be engaged and/or tests procured from relevant qualified organisations. The tests selected will be dependent upon the nature of the position being recruited. Aptitude Tests These tests attempt to measure special abilities that are used in specific positions. They are related to such things as mechanical abilities, linguistic abilities, dexterity, etc. These tests should only be used where there is an appropriate, qualified person to perform the testing. Arrangements should be made to ensure that persons with disabilities are not disadvantaged in tests.

APTITUDE TESTS OR PSYCHOLOGICAL APPRAISALS MAY SIMPLY BE ONE OF A RANGE OF SELECTION TOOLS THAT COULD BE USED. WHERE USED, THEY SHOULD NOT BE RELIED UPON AS THE SOLE BASIS FOR SELECTION.

1.15 REFERENCE CHECKING Reference checks are an important part of the selection process as they provide the selection panel with more information on which to make comparisons between interviewed applicants.

The purpose of reference checking is to check facts provided by the applicant (previous positions, the duties undertaken, skills and responsibilities, etc) and to obtain an assessment from the referee as to the applicant’s suitability having regard to the selection criteria. A useful means of obtaining this information is to ask similar questions to those asked of the applicant at the interview. These questions will already relate to the selection criteria and asking similar questions of the referee will confirm the responses from the applicant.

Standard questions should be asked of each referee. The referee should be

allowed and encouraged to speak freely, therefore a free ranging conversation beyond the selection criteria should not be stopped.



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The referee should be asked to provide factual information or to give examples of observations made or opinions given about the applicant. These requests should be made in a way that does not reflect doubt on the referee nor stops the free flow of discussions. The interviewer should not give opinions or in any way ask questions which may lead the referee to reach a conclusion as to what the interviewer thinks. The interviewer should ask the referee about the applicant’s weaknesses as well as their strengths and equal opportunity principles must be exercised at all stages of the selection process. Referees/References Notes on the referees’ comments would normally be taken during the course of the discussions. In relation to this information, it should be noted that under the Freedom of Information legislation, applicants have in the past been granted access to referee reports and care should be taken when preparing such notes. If the information obtained is highly sensitive, Local Governments should be cautious about creating formal Local Government documentation, or if this is done, what information the documentation contains.

One member of the selection panel should contact at least two persons who have been nominated by the applicant.

• Contact with referees should be made verbally, as soon as possible after

the interview. Reference checking is most effective by direct conversation – telephone contact is the most practical and economical.

• Questions to be asked should be determined by the selection panel prior to contact with the referee.

• Questions asked should only relate to the selection criteria. • Notes of referee’s comments should be made for consideration by the

whole selection panel. Treat reference checks with caution: • The present or previous employer may have different requirements,

standards or expectations from the applicant than that required of the current vacant position.

• The present employer may want to get rid of the applicant and therefore give a glowing report.

• The present employer may not want to lose the applicant and therefore give a less than glowing report. Some of these biases can be controlled by contacting a number of referees, if available.

Persons who have not been nominated as referees should not be contacted for comments on applicants without the agreement of the applicant.



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This would break the confidentiality of the applicant, who must be able to expect that their application will be treated ‘in confidence’. The applicant may have good reasons for not wanting certain people to be aware of their applications e.g. their current manager/supervisor, employer etc. If a member of the panel wishes to make enquiries other than from the referees provided, this may only be undertaken with the applicant’s prior approval.

Reference Checking Checklist

Has the applicant provided the names and contact details of at least two referees?

a

Has the consent of the applicant been obtained to contact their nominated referees?

a

Is the referee in a position to advise from first hand knowledge the applicant’s previous position?

a

Have appropriate questions been prepared to be asked of all referees which addresses the selection criteria?

a

1.16 SELECTION REPORT It is advisable that the Panel prepare a selection report following the

interviews that provides quantifiable reasons for the decisions made. The report will contain a recommendation and be signed off by the Panel Members, then forwarded to the relevant Director and Chief Executive Officer for final approval. A selection report should contain a comparative analysis of each of the applicants and any areas of concern.

Other information to be provided includes:

• A description of the position and selection criteria. • Outlines the process to date. • How the position was advertised. • How many applications received. • Make up of panel. • Time and place of interviews. • How many applicants were interviewed

1.17 PRE-EMPLOYMENT MEDICALS Pre-employment medical checks of prospective employees can raise equal

opportunity, privacy, occupational health and safety and objectivity issues.



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Whilst recognising that the majority of WA Local Governments require pre-employment medicals to be undertaken by prospective employees, it is recommended that medical examinations should only be undertaken for legitimate job-related purposes and the reason for requesting the examination should be clearly stated to prospective employees, preferably during the course of the selection interview. Any examination should relate specifically to the requirements of the job in question, which means that particular physical attributes required for the job should be accurately identified beforehand. Testing procedures should be fair and consistently applied.

For sedentary positions, it may be more appropriate for prospective employees

to complete a signed checklist detailing their medical fitness. Such a checklist can require the employee to disclose any injury, illness or disability that is likely to prevent them from carrying out the duties of the position.

Prior to the appointment to the vacant position being made, prospective

employees should undergo a pre-employment medical with a medical practitioner or a group specialising in these types of medicals to ensure that the person is able to perform the duties of the position to an established standard.

Choose an appropriately experienced medical practitioner wherever possible as not all medical practitioners are experienced in conducting non discriminatory pre-employment medical tests. Additionaly, ensure that the medical practitioner conducting the pre-employment medical understands the genuine and reasonable job requirements and the capacities required to perform them. Ensure that applicants with disabilities/impairments are tested using any service or facility which they would normally use to perform the essentions of the job. For example, if an applicant uses a hearing aid or wears glasses, be sure the applicant uses the aid or their glasses during the assessment. Important Note The Equal Opportunity Act prohibits discrimination in employment on the grounds of impairment, except where the impairment prevents the person from being able to perform the job. The standards established by the medical practitioner must reflect what is required of the person to perform the work involved. In many instances, this will involve discussions between the Local Government and medical practitioner to ensure the practitioner is aware of the work required to be performed. The medical practitioner will need to be acquainted with the provisions of the Equal Opportunity Act in this regard.



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1.18 SECURITY/WORKING WITH CHILDREN CHECKS/POLICE CLEARANCES

It is becoming common amongst Local Governments to undertake

security/working with children checks/police clearances of prospective employees working in particular occupations such as with children, youth, elderly and the disabled.

Whilst the WA Police Service does not "clear" individuals for employment

and licence purposes, the Police Service may provide a National Police Certificate and a State Traffic Certificate. These certificates are available for WA residents only. The following information outlines details on how to apply for these certificates.

National Police Certificate In response to a highly mobile population, the need to protect the vulnerable or

"at risk" members of the community and to cater for community expectation, the WA Police Service has discontinued the issuance of a "State Police Certificate" in favour of a "National Police Certificate".

A National Police Certificate lists your disclosable criminal history, recorded

in any Australian police jurisdiction. If you require this certificate, you must apply in person at your local police station and provide suitable identification, as detailed on the application form. Telephone enquires concerning the criminal history of either yourself or another person will not be accepted.

The WA Police Service does not process applications for a National Police

Certificate from persons who reside overseas or interstate. Overseas applicants must apply to the Australian Federal Police (AFP). Information and application forms are available from the AFP Website, at www.afp.gov.au.

Interstate applicants must apply to their respective police jurisdiction.

State Traffic Certificate A Traffic Certificate will list your traffic history, recorded by the WA Police

Service. There is currently no provision for the issuance of a National Traffic Certificate.

If you require the State Traffic Certificate, you must apply in person at your

local police station and provide suitable identification. Police Clearance

The City of Vincent will require all future employees, who are appointed to positions providing services to youth, children, the disabled and elderly and where cash handling is undertaken or involving Ranger/Security duties, to obtain a current Police Clearance.



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The Chief Executive Officer may, at his/her discretion, determine a position to have a pre-requisite of a Police Clearance. The requirement to undergo a Police Clearance will be indicated on the Position Descriptions of relevant positions and will also be included in the Selection Criteria.

The cost of the Police Clearance is to be borne by the employee. Police Clearances will be required to be updated on a regular basis, as considered necessary by the Chief Executive Officer.

Spent Convictions Under the provisions of Section 7(1) of the Spent Convictions Act 1988 only

'lesser convictions' can be spent by the WA Police Service, after a time period of 10 years plus any term of imprisonment that may have been imposed (see application form for further restrictions).

• A lesser conviction is one for which imprisonment of 12 months or less, or

a fine of less than $15,000 was imposed. • All other convictions, such as 'serious convictions' applicable under Section

6 of the Spent Conviction Act 1988 can only be spent by applying to the District Court.

• Applicants to have 'lesser convictions' spent must provide suitable

identification and have details confirmed by a suitable witness. • All applications must be on the official form and can be lodged at any WA

Police Station. • No application fee is applicable. Under Equal Opportunity legislation, it is possible to discriminate on the grounds of a criminal conviction, however from an industrial relations perspective, Local Governments requiring prospective employees to produce police clearances would need to ensure that the information contained in a person’s police record was used appropriately and competently and that the person was not unfairly denied employment. It is recommended that Local Government considering the adoption of a policy requiring all or prospective employees in certain occupations to produce a police clearance prior to employment should ensure that the requirement for the production of such a clearance is clearly conveyed to relevant prospective employees, either by inclusion in the job advertisement and/or the job description/selection criteria documentation.



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Employers have an obligation to use any information obtained regarding a prospective employee in an appropriate and competent manner. Should a person’s police record indicate a previous criminal conviction, then the employer would need to make a judgement as to whether the conviction relates to the requirements of the job in question. In this instance, it may be appropriate for the employer to discuss the details of the police record with the prospective employee prior to making a judgement.

Working With Children Checks

The City of Vincent will require all future employees, who are appointed to positions providing services to youth and/or children to eligible to obtain a Working With Children Check. The Chief Executive Officer may, at his/her discretion, determine a position to have a pre-requisite of a Working With Children Check. The requirement to be eligible to apply for a Working With Children Check will be indicated on the Position Descriptions of relevant positions and will also be included in the Selection Criteria.

The cost of the Working With Children Check is to be borne by the employee and will be required to be renewed on expiry.

Refer to Policy 5.2.4 – Working With Children and Police Checks for

comprehensive details 1.19 TEMPORARY (MAXIMUM TERM) APPOINTMENTS

The City is often required to make temporary (maximum term) appointments to staff new/specific projects, for a specific period or meet seasonal demands. It is important that temporary (maximum term) appointments are identified and administered appropriately. It is essential to provide a clear indication to the employee in a fixed term position that the employment contract is not of a continuing nature. Temporary (maximum term) employees should be advised in writing of the terms and nature of their employment. Information which should be included: • The position. • The salary to be paid for the period e.g. an hourly, weekly or fortnightly

rate of pay. • The duties to be performed (the amount of details will depend on the type

of position). • The specific period of employment, i.e. the commencing and cessation

dates. • The hours to be worked. If the hours are to be flexible, this should be

indicated.



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• No indication of ongoing employment should be mentioned. • If the position is subject to permanent recruitment the temporary employee

will be able to apply for the permanent position on the same basis as all other applicants.

• Even if there may be a further period of temporary employment the employee should not be given the expectation that they will automatically move into this position.

Some Industrial Awards contain provisions dealing with maximum term contracts and/or temporary employment. Such provisions should be consulted prior to any temporary appointment. Care should also be taken to distinguish between temporary employees and casual employees who are generally hired on an hourly or daily basis.

1.20 PARENTAL LEAVE (Maternity, Paternity and Adoption Leave - Maternity Relief)

In accordance with the Local Government Industry Award and the Fair Work

Act (NES), all employees on the completion of 12 months continuous service or more including eligible casuals, whether full-time or part-time, who become pregnant are entitled to parental leave.

Any employee engaged as a relief/temporary contract to replace an employee

during a period of maternity leave should be informed of the reason for the nature of the relief/temporary contract, including the right of the employee on maternity leave to return to the position at any time during such leave, and that this may cause termination of the contract before the completion of its term.

1.21 INDUCTION

Induction is a structured and consistent process to ensure the effective integration of employees into the Local Government. It is important that all new employees be advised of the Council’s policies and procedures and the employee be trained to ensure they have the skills and knowledge to carry out their job effectively. By providing early familiarization of new employees with their position, colleagues, conditions, physical work environment and the standards expected of them, they have a firm base for their employment with the City. A sound induction process makes it easier and faster for the new employee to be familiar with the City, their position and rights and responsibilities as an employee. They also have a clear understanding of their new employer’s expectations of them.



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PROFORMA – APPLICATION FORM FOR EMPLOYMENT Position applied for Position No. Permanent Temporary Full Time Part Time

PERSONAL DETAILS Surname Given Names Preferred Title:Mr/Mrs/Miss/Ms Other____________________________________________________________ Address Telephone No. (Home) _______________ (work) ____________________ (mobile) _______________________

EMPLOYMENT HISTORY

Current/Most Recent Employer

Position From To

Reason for Leaving

Responsible to Name & Job Title

Second Most Recent Position From To

Reason for Leaving


Third Most Recent Position From To

Reason for Leaving




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Referees List names, addresses and telephone numbers of referees who have supervised your work and whom we may contact. 1. 2. 3.

DRIVER’S LICENCE INFORMATION Driver’s License No: Classes: Expiry Date:

EDUCATION/TRAINING Secondary HIGHEST LEVEL ATTAINED YEAR SCHOOL SUBJECTS TAKEN IN LAST YEAR Post Secondary Please list any technical training, professional qualifications and/or special skills training.

Institution Subjects Taken Year Results

Current Studies Qualifications (List any professional or trade qualifications currently held) Are your qualifications registered in Western Australia?



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Equipment/Machinery Usage Please list any work-related equipment and/or machinery you can operate (ie office equipment, industrial equipment, specialised machinery etc).

ADDITIONAL INFORMATION When would you be able to commence employment? If employed, minimum period of notice required: Is there any factor which causes you to take frequent time off work or effects your ability to perform the duties? YES � NO � Comment: (Optional) Note: any offer of employment is subject to a pre-employment medical to ensure fitness to undertake the position applied for. Are you aware of any other factor(s) which are or may be relevant to your

employment? YES � NO � If yes, please provide details______________________________________________ _____________________________________________________________________ Is there any factor which could prevent you working reasonable overtime either in the evening or on weekends, if required?



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THE FOLLOWING QUESTIONS ARE OPTIONAL AND NEED NOT BE COMPLETED. NON-COMPLETION OF THESE ITEMS WILL IN NO WAY PREJUDICE YOUR APPLICATION FOR EMPLOYMENT. Do you speak any language other than English? Sporting interests/hobbies Membership of professional bodies: Any further information you may wish to provide in support of this application

DECLARATION

I certify that the foregoing information is, to the best of my knowledge and belief, true and accurate. I understand that the Organisation reserves the right to verify all information in the application and that false information will be sufficient reason for my rejection as an applicant or my dismissal if employed by the Local Government. Signature of Applicant Date



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PROFORMA – LETTERS TO APPLICANTS

Proforma 1 - Acknowledgement Dear (Position Title and Number) Thank you for your recent application for the abovementioned position. Your application is currently being assessed against the selection criteria and I anticipate that interviews for shortlisted applicants will be conducted within the next two weeks. In the meantime, please do not hesitate to contact _____________________________ should you have any queries relating to your application.

Proforma 2 – Arranging Interview (if not conducted by telephone) Dear (Position Title and Number) Further to your application for the abovementioned position, I would like to invite you to attend an initial interview. The details of the interview have been arranged as follows: Date: Time: Venue: Names/Positions of Selection Panel Members: I look forward to discussing the position with you. Please advise me if this arrangement is unsuitable and we will endeavour to arrange a mutually convenient time. As part of the interview process, credential verifications will be conducted, kindly bring along originals for validation.

Proforma 3 - Unsuccessful Applicants Dear (Position Title and Number) Thank you for your application [and for subsequently attending an interview (if applicable)] for the abovementioned position. Due to the high standard of applicants for this position, the task of selecting a suitable person was not an easy one and I regret to advise that your application was unsuccessful in this instance. I would like to take this opportunity of again thanking you for your interest and wish you every success in your career endeavours.



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RECRUITMENT ACTION SHEET

ACTIVITY COMPLETION DATE PERSON

RESPONSIBLE Prepare Position Analysis, Position Description and Selection Criteria

Advertisement Placed

Information Packages Dispatched to Potential Applicants (Including Job Description, Selection Criteria and Promotional Material)

Receive Applications – Acknowledge (within 48 hours)

Shortlist Applicants

Interviews Arranged

Interview Panel Preparation Completed

Interviews Undertaken

Successful Applicant/s Advised

Unsuccessful Applicants Advised



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PROFORMA - PRE-EMPLOYMENT MEDICAL REPORT

The aim of this Pre-Employment Medical Questionnaire is to ensure that applicants physical and other related abilities are matched to the medical and fitness standards for the particular duties of a job. Pre-Employment Medical Questionnaires are necessary to determine that: • The applicant is able to productively carry out the duties of the position safely. • There is no risk of aggravating a pre-existing medical condition. • The applicant should not, because of a medical condition, increase risk to other

employees, equipment, products or the general public. Confidentiality The Pre-Employment Questionnaire is treated as a confidential document and access is limited to a ‘need to know’ basis. In the event of you being employed, this form will be retained on a confidential file. The Local Government reserves the right to refer to the information in the event of an accident, sickness, injury or claim for worker’s compensation. The information may also be used for other purposes, if so required by law. Important Notice To assist the Local Government in assessing your medical fitness for employment, you must answer the questions contained in this questionnaire truthfully and to the best of your knowledge. Failure to disclose any relevant matter relating to your health may result in your not being employed by the Local Government and, if already employed by the employer, your employment may be affected and rights to workplace compensation compromised. Name of applicant: Date of birth:

Sex:

Address: Telephone number: Position: Department/Location:



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Position Requirements (to be completed by the Local Government) The position involves the following duties:

Keyboard/mouse use.

Lifting.

Driving.

Operating heavy machinery.

Sitting for extended periods.

Repetitive physical actions.

Workshop activity.

Working in remote locations.

Working with animals.

Working under pressure of constant deadlines and/or in the resolution of conflict.

Activities where hearing protection is required.

Other ___________________________________________________________ Applicant’s Present Health Status

Yes No Please give details where appropriate

Are you currently attending a medical practitioner?

Are you at present on any medication or treatment prescribed by a medical practitioner, which may affect your work performance?

Do you have any eyesight defects other than those corrected by glasses?

Do you have any hearing problems?

Do you have any defect of speech or communication problem?

Do you have any physical disability necessitating special aids, or requirements for access to premises?

Do you have any other health problems, which may effect your work performance?



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Medical History To assist a medical practitioner in providing an opinion on suitability for the position applied for, please complete the following section. Do you have or have you had any of the following conditions? If the answer is ‘yes’, please provide details in the comments section below. Number Condition Yes No

1 Vision problems that cannot be corrected by prescription glasses 2 Ear conditions, hearing loss, deafness or tinnitus (ringing in ears) 3 Do you have a fear of heights or confined spaces? 4 Hay fever, sinusitis, severe headaches 5 Asthma, Bronchitis, Pleurisy, Coughing, Breathlessness, Tuberculosis

(TB) or other lung complaints

6 Heart disease, heart attack, heart complaint 7 Blood pressure, heart irregularities, rheumatic fever 8 Anaemia, bleeding disorders, other disorders of the blood 9 Coughing up blood

10 Chest pain 11 Arthritis 12 Bone or joint problems 13 Broken bones, fractures or dislocations 14 Any joint pain or injury 15 Muscle, tendon or ligament problems 16 Pains, aches, numbness or weakness in the neck, shoulders, arms, hands

or fingers

17 Feet, ankle, knee problems 18 Strains or sprains 19 Back complaint / back injury 20 Recurrent headaches, migraine 21 Head injury 22 Severe anxiety, depression, other psychiatric disorder 23 Paralysis or other neurological disorder 24 Epilepsy, fainting, fits, blackouts or dizzy spells 25 Diabetes, thyroid problems, gallbladder problems or other gland

problems

26 Stomach or duodenal ulcers 27 Any skin conditions 28 Allergies to drugs, animals etc 29 Any sporting, vehicle or work-related illness or injury 30 Any alcohol or drug related problems or illness 31 Any other medical condition, physical or mental, not mentioned above



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For any question above answered ‘yes’, complete the table below. If you need more space than is provided here, please write on the back of the page. Number Duration and Dates of Condition Current Status

Applicant Declaration I hereby declare that: • I have read and understood the conditions on this form. • I have read the position description and selection criteria outlining the primary tasks of this

position. • I understand that, if employed, the information I provide will be retained on my employee file and

that the employer reserves the right to access and use the information, in the event of an accident, injury, sickness or claim for workers’ compensation or for any other reasonable purposes, if so required by law.

• I consent to the Local Government and its medical representatives obtaining or exchanging further medical information from my treating doctors or other health practitioners, if required for the purposes of this assessment.

• My answers relating to my medical and employment history are true and complete to the best of my knowledge. Furthermore there is nothing else regarding my health, well being or ability to carry out the potential role which the Local Government or its medical advisers may need to know to assess me for the position(s) I have applied.

• I am fully aware that if I fail to disclose any relevant mater relating to my health, which renders me incapable of properly fulfilling the duties of the position, the employer may not employ me and if already employed by the employer, my employment may be summarily terminated.

• I understand and agree that this report and any related health information provided may be supplied to the Local Government and its medical advisors.

Name of applicant: Signature:

Date:

Assessment of Medical Practitioner Applicant name: Date of Birth: Position:



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In my opinion, the above is:

Medically suitable for employment in the proposed occupation

Medically unsuitable for employment in the proposed occupation

Medically suitable for employment in the proposed occupation, subject to the following conditions:

Name of Medical Practitioner: Signature:

Date:

Documents

521-Recruitment and Selection