Selection Panels
Public Service Staff
A selection panel with relevant expertise should be established by the manager of the work unit and must include at least one member of each gender. A panel would be expected wherever possible to include at least one person from the employment category of the advertised position.
Where there is an Indigenous applicant, the interview panel should ideally include an Indigenous person. If no Koorie staff member is available, include a staff member who has undertaken Cross Cultural Competency Training - please contact Corporate HR Services for assistance on this issue if required.
Where there is an applicant with a disability, such as an applicant referred by Disability WORKS Australia (DWA) under the DEECD Disability Employment Scheme 2008, it is preferable for at least one of the interview panel members to have an awareness of disability issues. For more information about the DEECD Disability Employment Scheme 2008 and factors to consider when interviewing an applicant with a disability see the Department's Diversity and Equity - Disability site.
Panel members should:
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declare and resolve any conflict of interest or potential bias;
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have a detailed knowledge of the job requirements;
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apply the minimum standards for selecting on merit set by the Public Sector Standards Commissioner;
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implement the selection procedures set out below;
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make reasonable provision for the needs of candidates with a disability;
- observe confidentiality throughout the process.
From 1 January 2002, all selection panels established in relation to VPS positions in the Department must include a person accredited by the Merit Protection Boards in the principles of merit selection.
The role of a selection panel is to fairly assess the relative efficiency of applicants against the selection criteria for the job and to rank in priority order the applicants who best meet the criteria.
Selection panels are reminded of the responsibilities of the employer to provide reasonable adjustments.
Shortlisting
Shortlisting identifies those applicants who, on the basis of their applications, best meet the selection criteria and show evidence that their qualifications and experience are competitive with other suitable applicants. Referees may be contacted at this stage of the selection process. Reasons for not shortlisting applicants should be included in the selection report.
When notifying applicants that they have been shortlisted for an interview, check whether they have any special needs or require any assistance for interview.
Conducting the interview
The interview assists the panel in the assessment of the relative merits of each shortlisted applicant.
All interviews should have a similar structure with each applicant given the opportunity to respond to the same questions. Interview questions must relate specifically to the selection criteria and should enable applicants to demonstrate their capabilities in relation to the job.
Behavioural interviewing
An effective method of interviewing is the ‘behavioural’ or ‘targeted’ interview. This method is based on the premise that past behaviour is the best predictor of future behaviour. Interviewers identify the skills and capabilities required to perform the job and ask candidates questions which require specific examples of performance that demonstrate those skills and capabilities. The method discourages the use of hypothetical questions.
An example for seeking information about the candidate’s use of initiative could be: “Tell me about a time when you noticed that a process wasn’t working properly. What did you do?” A strong answer outlines the Situation in which the events occurred, the Tasks that were undertaken and the Action taken by the candidate as well as the Result of the action (interviewers therefore use this STAR technique to assess the response).
Panel members should be aware that the validity of interviews in predicting future success in the job can be affected by a range of factors, including:
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the halo effect - allowing one aspect of the applicant's performance to influence judgements about other aspects;
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tendency towards average - rating all applicants as average, to avoid making mistakes in judgement;
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similarity to the interviewer - tending to select others who are most like yourself;
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over-emphasis on first impressions - using the interview to confirm the interviewer's first impressions, which are based on the written application;
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emphasis on negative information - placing greater weight on negative information than positive or searching for weaknesses;
- over-emphasis on interview - attributing greater significance to the applicant's performance at interview than to information gained through the use of other selection tools.
Discussion of these factors by panel members can increase the reliability of judgements made about an applicant's interview performance. The performance of an applicant in an interview should be integrated with information provided by the application, referee reports and any other assessment tools used in ranking applicants.
Note for Selection Panels: Psychological Testing
Psychological or aptitute testing of candidates can leave employers vulnerable to discrimination complaints. Psychological or aptitude testing of job candidates should be carefully designed so that test subjects are not disadvantaged because of a disability. These tests should be related to the ‘genuine and reasonable’ requirements of the job and not designed to assist or promote ‘cultural fit’ within a workplace. There should also be adjustments to the test to accommodate the needs of people with a disability. The Department can be legally liable for the discriminatory behaviour of an external consultant conducting tests.
Interview –Suggestions and Tips
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Writing during the Interview - It is polite to let the candidate know that you will be taking notes and the reasons for this.
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English as a second language - When an applicant’s first language is other than English, panel members need to:
- use plain English;
- avoid jargon and acronyms;
- be aware of the pace of speech;
- recognise that applicants from other cultures may display diverse language, figures of speech or body language;
- be aware that in many cultures, it is disrespectful to look someone directly in the eye (as opposed to this being interpreted as not being trustworthy);
- understand it is offensive within many cultures to “sell yourself”. Ask questions to obtain relevant information. Encourage the applicant to speak about themselves and their own experiences.
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Handshake - In some cultures, this may not be common practice. If you wish to shake hands, take the lead.
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Use of silence - In some cultures, silence is very acceptable. There is no concern regarding an “uncomfortable silence”.
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Volunteer work - Many people perform volunteer work within their communities that may not be included on their resume. It is important to elicit this information at interview.
- Where there is an Indigenous applicant - In these circumstances, a Welcome to Country should begin the interview. An example of wording is: “I would like to show my respect for and acknowledge the traditional owners of the place on which we gather, the Kulin Nation, and pay my respects to their elders and other elders who may be with us today”.
- Where there is an applicant with a disability - Provide assistance to enable the person to compete fairly where they have indicated they would appreciate assistance (eg. access to buildings, an interpreter at interview). Interviewers may ask applicants what reasonable adjustments, if any, the applicant may require in order to ensure they are able to perform the duties of the position to their maximum potential. Making assumptions regarding the capabilities of a person on the basis of a disability or medical condition is discriminatory. Questions or statements must be based on assessing the person’s skill and ability to perform the inherent requirements of the job. It would therefore be discriminatory to ask, “How would your disability affect your ability to carry out the functions of the job?”.
Referee Reports
Referee reports are a critical part of the assessment of the relative merits of each shortlisted applicant. Use of the behavioural interviewing technique can also prove useful for reference checks by requesting specific information on previous actions taken or behaviours observed. Referee reports allow a rigorous checking of claims made by applicants, provide information about their work history, as well as opinions regarding quality of work and capacity for the new job. Where there is an Indigenous applicant, appropriate elders may be contacted as a form of reference checking.
The referees should be invited to comment on the applicant in relation to the selection criteria. The selection panel (usually a nominated member of the panel) may seek referee reports either verbally (by telephone, teleconferencing), in person or in written form. The selection panel should accurately record both written and verbal referee comments.
Selection panels may wish to extend their inquiries beyond referees nominated by the applicant to ensure a comprehensive and accurate assessment of the applicant against the selection criteria. Applicants should be informed prior to a panel taking any action to contact a person/s not nominated as a referee. Applicants are entitled to have recorded any objections to contact by the panel with a person not listed as a referee.
Referee reports must remain confidential.
Assessing and ranking shortlisted applicants
Shortlisted applicants are assessed against the job selection criteria and their potential for future development in the organisation and ranked accordingly. Assessment is primarily about matching the person and the job. The person should be rated in the context of the job requirements. The application, interview, referee reports and any other selection tools used as part of the process should all be taken into consideration in assessing applicants.
An 'Individual Assessment Report' should be completed for each shortlisted applicant and retained by the chairperson of the panel. Applicants who are clearly unsuitable for the job should not be ranked.
Qualification Requirements
In some cases (e.g. allied health and legal officers), the possession of an appropriate university degree will be mandatory in order to gain appointment. Where specified qualifications are a pre-requisite for a VPS job, the manager must verify that the successful applicant has the required qualifications. The successful applicant must provide the original or certified copy of their qualifications. Where qualifications are relevant to the application, even though not mandatory, they should be checked. Documents can only be certified by a person authorised to witness a statutory declaration.
Recommendation of successful applicant
A Selection Report will be completed for each selection process based on the individual assessment for each shortlisted applicant.
The Selection Report is to be forwarded to the General Manager who may accept, reject or seek a review by the panel of a selection decision. Where endorsement is given, the Selection Report is to be forwarded to Corporate HR Services.
Selection documentation
The panel chairperson should retain the following documentation in a secure location for a period of six months after confirmation of the selection decision:
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a copy of the Selection Report;
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the Individual Assessment Report for each shortlisted applicant;
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the working notes of the panel;
- referee comments.
This is necessary to provide feedback to applicants and in the event of a grievance being lodged.
Notification to applicants
The successful applicant may be advised informally by the manager following approval of the recommendation by the General Manager. Selection decisions cannot be confirmed until the review period is concluded.
Corporate HR Services will formally advise the successful applicant of the outcome of the selection process. Unsuccessful applicants will be advised in writing of the selection outcome by Corporate HR Services and, if applicable, of their right to seek a review of the selection decision.
At this stage of the process, applicants can contact the panel chairperson to request a copy of their 'Individual Assessment Report'.
Feedback
Prior to the completion of the review period, applicants can request a copy of their 'Individual Assessment Report' from the panel chairperson. At the completion of the review period, applicants can seek further feedback from the panel chairperson on their performance in the selection process.
School Based Staff | Public Service Staff
Procedures, Forms and Additional Support material
- Merit in Employment State Services Authority guidelines document (pdf, 764KB)
- Selection Report (Word - 387Kb) (Word, 130k)
- Accessible Communication: Workplace Guide (pdf, 1940k)
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