RECRUITMENT, SELECTION AND APPOINTMENT PROCEDURE

health.wa.gov.au

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TITLE: RECRUITMENT, SELECTION AND APPOINTMENT PROCEDURE

CONTENTS ......................................................................................................... Page

1. INTRODUCTION ................................................................................................. 2

2. RECRUITMENT, SELECTION AND APPOINTMENT PROCESS ...................... 2

Table 1: Recruitment, Selection and Appointment Flowchart ............................. 3

PHASE 1 REVIEW THE NEED TO RECRUIT ............................................. 4

PHASE 2 REVIEW JOB DESCRIPTION FORM ........................................... 4

PHASE 3 RECRUITMENT STRATEGY ........................................................ 5

PHASE 4 ASSESSMENT AND SELECTION ................................................ 9

PHASE 5 APPOINTMENT .......................................................................... 11

3. AUTHORITY ...................................................................................................... 14

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1. INTRODUCTION The Recruitment, Selection and Appointment (RSA) Procedure should be read in conjunction with the RSA Policy. The Procedure outlines minimum process requirements for implementation of the policy and includes guidance notes that further support good practice. The RSA Training Module (Selection Panel Training) provides practical skills for staff participating on selection panels. For further information, contact Workforce Services/Human Resources. 2. RECRUITMENT, SELECTION AND APPOINTMENT PROCESS Table 1 below displays the broad sequence of activities and processes required for filling a vacancy

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Table 1 Recruitment, Selection and Appointment Flowchart

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PHASE 1 REVIEW THE NEED TO RECRUIT

The manager must review the role in the context of the needs of the area, to assess if a recruitment process is recommended.

Factors to consider include: is the position funded in accordance with the approved funding model? can the job functions be reallocated across the team? could the position be performed on a part time or job share basis? could all or part of the functions be undertaken or affected by technology?

PHASE 2 REVIEW JOB DESCRIPTION FORM

If proceeding to recruit, review the Job Description Form (JDF) and ensure it accurately reflects the role and the work-related requirements, and is developed and/or reviewed in accordance with health service provider (HSP) requirements. Where required, utilise the occupational specific JDF templates. The Job Description Form should consist of:

name of Health site job title job level (relevant Award and classification) reporting relationships (organisational chart) conditions of employment role purpose key responsibilities work related requirements

Factors to consider:

is the role and function of the position adequately described? are the duties still current and correct? are the work related requirements (selection criteria and appointment factors) relevant,

accurate and assessable? Guidance Notes Job analysis (the process used to collect and document information about the job related requirements, skills, experience and outcomes) is critical to recruitment and selection because it is the foundation of a high quality process. Job analysis informs the Job Description Form and identifies the key work related requirements. A poor job analysis is likely to adversely affect the quality of outcomes, irrespective of how well the selection process is executed.

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PHASE 3 RECRUITMENT STRATEGY

Step 1 Consider sourcing strategies, in accordance with strategic objectives and the type and level of position.

Recruitment strategies should be designed to target and attract available candidates, be cost effective, and take into consideration equity and diversity issues. Strategies include sourcing a suitable candidate via non-advertising, internal or external advertising, redeployment pools, international markets and targeted diversity groups.

Non-advertising options

In accordance with the CI No. 2 Filling a Public Sector Vacancy, subject to approval by the delegated authority, in certain circumstances an appointment may be made without advertising. They include:

o transfers - must be undertaken in accordance with industrial instruments or other applicable legislation

o acting, secondment and fixed term contract opportunities less than six months, where there is no likelihood these opportunities will be extended

o entry level applicants through Public Sector Commission (if available) o specialist roles (where the delegated authority is satisfied that advertising will

not attract a competitive field) o previous employees (subject to meeting specific criteria).

For further details, refer to the CI No 2 Filling a Public Sector Vacancy and related Questions and Answers.

Other options: o suitable candidates sourced from recent advertising processes o redeployees (registered and registrable employees) o employees on workers compensation/return to work programs

If applying one of the above options, the recruiting manager must:

undertake an individual assessment of merit and consult with Workforce Services/Human Resources, prior to approval by the delegated authority

ensure the principles of the Employment Standard are met (refer to Phase 4 Assessment and Selection and Phase 5 Appointment).

For further information, please refer to Table 1: RSA Flowchart.

Where a proposed appointment does not meet the criteria for non-advertising or the establishment of a competitive field is preferred, an advertising process should be undertaken.

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Guidance Notes Managers may contact a prospective employee to discuss a potential appointment, however a formal offer cannot be made until a redeployment clearance is obtained. Recruiting managers are reminded that they must take account of an employee’s interests when making employment decisions about secondment, transfers and acting. Employee interests could include career considerations, medical issues or personal circumstances.

Advertising Strategy

In order to attract the most competitive and suitable applicants, recruiting managers should consider the following factors:

degree of difficulty in attracting a suitable candidate pool

characteristics of the target group including preferred media and method of seeking employment

workforce diversity For further information, refer to the WA Health Equity and Diversity Strategy. For information about how to utilise exceptions (S50D and S51) under the Equal Opportunity Act, refer to the Equal Opportunity Commission Information Sheet or contact Workforce Services/Human Resources

application process, including optional clauses and non-standard applicant assessment requirements for inclusion in the advertising template (for example requirements to address specific criteria, weighted criteria or skills testing)

advertising process (Expression of Interest, single vacancy or recruitment pool) For information about recruitment pools, refer to HSS ES Fact Sheet or contact HSS ES. For information about EOIs, refer to the HSS Manager’s Guide.

assessment techniques (refer to guidance notes below)

advertising mediums available (refer to guidance notes below)

international markets

For information about targeted sourcing strategies for international markets, contact the International Workforce Supply Bureau.

Guidance Notes Application process Simplifying the application process by requiring a less time intensive application may improve the quality, quantity and diversity of the applicant field. For further information, contact HSS ES. Assessment techniques The selection method should suit the vacancy and the business environment in which it occurs and may include: written application, interview, presentation, work samples, skills test (eg word processing), case studies, simulations/role plays, aptitude testing.

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Advertising mediums In addition to the WA Government Jobs Board, advertised vacancies may be promoted through MyHR or Job Opportunities (HSS) flyers, notice boards, or established networks. Established networks include professional associations, community groups, migrant resource centres and disability organisations. WA Health supports a range of social media platforms that may be suitable for recruitment purposes. Where individual positions are advertised via this medium, they must include a link to JobsWA or the relevant HSP website. For further information, contact HSS ES. Indigenous Jobs Australia (IJA) www.indigenousjobsaustralia.com.au is a national employment website dedicated to connecting Indigenous Australian job seekers with employers that are searching for Indigenous employees. The position can be advertised on this website for no cost. Consider nominating it as an advertising medium when submitting a Request to Advertise a Vacancy Form. For information about disability employment advertising options, refer to the Disability Employment Toolkit. Paid advertising mediums include Journals, websites and newspapers.

Step 2 Submit request to advertise

For advertising on the WA Government Jobs Board and/or JobOpportunities, complete the HSS Request to Advertise form (N4) or MyHR Vacancy Requisition and seek approval by the delegated authority, prior to submitting it to HSS ES.

Prior to advertising, HSS ES will:

undertake a position establishment check

confirm with the recruiting manager if the position is subject to quarantining (in accordance with the Quarantining of Staff Vacancies Operational Directive)

commence the redeployment clearance process, and

draft the advertisement for authorisation by the recruiting manager.

If a registered employee is referred, the redeployment process must be followed.

For other advertising options, please refer to the Commissioner’s Instruction No 2 Filling a Public Sector Vacancy or contact Workforce Services/Human Resources. Step 3 Establish selection panel The recruiting manager must establish the selection panel to carry out the assessment and selection of candidates.

HSS ES will notify panel members about how to access the Advertised Vacancy File (e-AV) file. Guidance Note It is recommended that the panel be convened as early as possible to allow collective input into the development of a recruitment plan. The planning includes ensuring panel member availability and scheduling venues.

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Factors to consider when determining the composition of the panel: At least two (required), preferably three people at appropriate classification levels in

relation to the advertised position; this number includes the panel convenor (classification levels that are significantly higher in comparison to the position may be intimidating to applicants).

Where possible the panel should represent a diversity of backgrounds, inclusion of a person who is familiar with the position to be filled, its duties, its environment and the skills, knowledge and experience to do the job.

Inclusion of an independent person; this may be an external person to the branch or HSP with either a client or stakeholder relationship or specialist knowledge of the position requirements.

Inclusion of a person who has a good understanding of recruitment, selection and appointment procedures and requirements within the WA public sector.

Please note that a panel member may represent a number of categories as outlined above.

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PHASE 4 ASSESSMENT AND SELECTION

Step 1 Shortlist applicants

The written application is considered by the panel for shortlisting purposes and in the overall assessment of the applicant. Whilst the application should reflect the requirements as stipulated in the application process, the panel should not rule out applicants who have not followed the application instructions e.g. failure to address selection criteria. The panel is required to assess all information provided by applicants. The selection panel must assess the applicant information against the work related requirements to determine suitability for the role. The panel members should:

shortlist independently and then discuss their decisions to determine those applicants for interview or alternative assessment

identify any potential appointment factors that may deem an applicant ineligible for consideration eg eligibility to work, mandatory qualifications, professional registration, exclusion due to severance or licensing requirements (NB A pre-employment check is undertaken by HSS ES, prior to appointment)

document panel consensus rating and/or comments for each applicant in order to demonstrate that all the applicants have been properly considered.

Once the shortlisting is completed, the recruiting manager or panel convenor should contact the shortlisted applicants about:

the interview or assessment, including date, time, venue and expected duration

panel convenor’s contact name and number

other tests or assessments the applicant may be required to undergo

required documentation or preparation for the interview or assessment

any specific needs or requirements identified by the applicant. Where an applicant discloses that they have a disability during the recruitment process, the panel convenor should contact Workforce Services/Human Resources.

names and position titles of the panel members. Where the panel decides there are insufficient eligible applicants for shortlisting, after considering the factors that may have influenced a low response, such as timing or type of role, possible options include closing the process, continuing the process or extending to a wider search. The decision must be documented in the selection report and be transparent and capable of review.

Guidance Note Where a large number of applicants demonstrate that they meet all the essential requirements, the panel should rank the applications and establish those applicants who are deemed most competitive against the selection criteria. Where necessary, the panel should confirm and/or verify that all relevant documents have been received to support the applicant’s claims.

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Where potential appointment factors arise in regard to professional registration, the panel should undertake an electronic check through the AHPRA website. For further information go to AHPRA’s online, national register of practitioners.

Step 2 Select suitable applicants

Where interviews or alternative selection techniques are utilised, the recruiting manager or panel member must document the process and ensure it is transparent and capable of review. Interview questions must be bias-free and relevant to the work related requirements.

The panel must undertake reference checks for applicant/s considered most suitable for appointment unless an exemption to this requirement has been approved by the delegated authority.

Referee questions and responses must be documented in the selection report. The referee report may be completed by using the following HSS ES forms:

Referee Report form (R7) and the relevant JDF is forwarded by the panel convenor to the referee for completion and return.

Verbal Referee’s Report Section (N) of the Selection Report and Recommendation form (R12) is completed by the panel convenor. Comments recorded should be copied into an email and sent to the referee for endorsement. This email should be attached to the selection report.

The panel assesses all applicant information which has been gathered during the selection process to determine the suitable applicant/s. If the panel is unable to make a recommendation to appoint at this stage, it may undertake further assessment or choose not to make a recommendation. The decision to recommend or not recommend appointment must be documented in the selection report. Guidance Note The use and validity of referees can be maximized by:

ensuring questions asked and information provided relate to the work related requirements including the applicant’s general conduct, diligence and efficiency.

the comments provided are documented, and if received verbally confirmed via an email

considering adverse comments in conjunction with all other available information provided by the applicant e.g. information from shortlisting, interviews and other selection methods

using a current or most recent supervisor who is appropriate to comment on the applicant’s work performance

assessing adverse comments in consideration of any past relationship. If any adverse comments are received, the information may be discussed with the applicant

using 360° referee reports e.g. supervisors, peer, and subordinates.

While most applicants provide their current supervisor as a referee, for some (eg applicants from the private sector or from a culturally diverse background), this may be inappropriate.

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The panel should negotiate a suitable alternative with the applicant if the current supervisor is not a viable option. If the panel wishes to seek comments from a referee whose name has not been supplied by the applicant, the panel must first inform the applicant of its intention and document any concerns expressed. Referees should be informed that their input is an important part of the selection process and that they may be liable for misleading or inaccurate comments they make in their report on the applicant. They should also be advised that their comments may be made available to the applicant. Panel members can also be referees. If a panel member is nominated as a referee, a referee report should be submitted prior to the assessment process commencing.

Step 3 Submit selection report

The recruiting manager or panel convenor forwards the completed selection report for approval by the delegated authority who will submit it to HSS ES.

All applicant information gathered during the selection process must be assessed and the recommendation documented in the selection report at the conclusion of the selection process. The selection report must:

include documentation explaining the process and how the final decision was made; and

be approved by the delegated authority (who must not be a panel member*) and submitted to the relevant HSS ES email address.*Please note that the exception to this requirement is if the panel member reports directly to a Chief Executive or the Director General.

Any notes taken by the recruiting manager or panel should be retained until the end of the breach period (refer to Phase 5, Step 1).

Guidance Note Where an individual or competitive assessment of merit is undertaken the Selection Report and Recommendation form (R12) may be used.

The Pool Assessment – Single Applicant Form (R13) may be used for assessing a single applicant from a pool process.

PHASE 5 APPOINTMENT

Step 1 Provide post selection feedback Once the selection report audit has been finalised and confirmed by HSS ES, the recruiting manager or panel convenor may verbally advise the recommended applicant/s that:

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they are the preferred applicant/s the delegate has approved the appointment a contract cannot be offered until the finalisation of the breach of standard claim

period and/or any claim that may be lodged and if a breach of standard claim is lodged, the process may take longer to finalise.

On request the nominated contact person will provide feedback to unsuccessful applicants about the appointment process and information specific to the applicant during, or if requested, after the breach period. In order to ensure a consistent response, where an applicant contacts other panel members for feedback, they should be directed to the nominated contact person.

Copies of any information provided must be documented and retained for future reference.

Step 2 Manage breach of standard claims

Where a breach claim is lodged, HSS ES will manage the breach of standard claim process in liaison with the relevant HSP. For further information, contact HSS ES. Guidance Note Information requested by unsuccessful applicants may include relevant extracts of documents describing the selection process or assessment that pertains to the applicant. Upon request, applicants will be provided with photocopies of information pertaining to them (excluding all identifying material relating to other applicants) such as an assessment against the selection criteria and referee reports. Factors to consider when providing effective feedback includes:

listen to the applicant to determine their motivating factors for seeking feedback.

prepare for the feedback session by taking time to review the recruitment file.

provide information specific to the applicant.

keep the feedback session confidential.

keep a record of the feedback meeting. Step 3 Confirm applicant acceptance of letter of offer Once the letter of offer is sent to the recommended applicant by HSS ES, they have 14 working days to accept or decline the offer. The offer is subject to the satisfactory completion of all pre-employment requirements including:

criminal records screening and aged care criminal record screening

(if relevant)

application for a Working with Children Check (if relevant)

a Health Assessment (if relevant)

relevant registration, qualification, license requirements

a satisfactory Integrity Check

eligibility and Right to Work in Australia

written permission to continue any other employment arrangements

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HSS ES will advise the recruiting manager or panel convenor once the checks have

been completed. In the event that one or more categories of the pre-employment

screening are unsatisfactory, HSS ES will contact the relevant Officer responsible.

Any requests by the recruiting manager to commence a prospective employee despite a concern having been raised through a pre-employment check will be escalated by HSS ES to the relevant Tier 3 Manager for decision with a copy to site HR. HSS ES will not process the prospective employee onto the HR system until a final decision is received from the Tier 3 Manager. If the recommended applicant declines the position, or fails to respond, HSS ES will advise the recruiting manager or panel convenor who then takes the necessary action, which may include moving to appoint the next suitable applicant, in accordance with the selection report recommendation or readvertise. Step 4 Confirm start date and employment contract details

Once the breach of standard period has closed, HSS ES must advise the recruiting manager or panel convenor of the outcome within two working days.

Once advised that there are no breach of standard claims, the recruiting manager contacts the successful applicant to confirm the start date and salary increment and submits a Start Date Form (N5) to HSS ES. The recruiting manager must advise HSS ES or relevant HSP Medical Administration about the employment contract details, prior to the contract being issued to the successful applicant. A copy of the contract will be sent to the recruiting manager. Where an employee is already performing the duties of the position in an acting or secondment capacity, the effective date of the appointment will generally be the day after the end of the breach period unless otherwise negotiated. Employees who move to a HSP that does not have Fringe Benefits Tax concessional salary packaging status must cease the relevant packaging arrangements from the date of the commencement of the role. Guidance Note Generally appointment is offered on the first salary increment point unless, in accordance with the relevant industrial agreement, a higher salary increment point in light of skills and experience relevant to the position has been approved by the delegated authority. A Higher Duties Allowance (HDA) paid at an equal or higher level for the past 12 months (within the preceding 18 months) should be taken into account when determining the increment point. Where the secondment or temporary deployment is for more than 6 months and involves a change of HR System or data base, employees should be transferred to the host employer.

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Recruiting managers should be aware that where an employee is permanently transferred between HSPs or public sector agencies, any annual, long service or sick leave accrued will be transferred to the new employer together with the appropriate payment representing the accrued entitlements1.

Step 5 Commence induction and orientation

Once the employee has commenced, the Supervisor initiates Induction and orientation. 3. AUTHORITY

Title: Recruitment, Selection and Appointment Procedure

Contact: policyoffficer@health.wa.gov.au

Directorate: Workforce (DoH)

Version: Date Published: XX/XX/20XX

Date of Last Review:

29/07/2011 Date Next Review:

XX/XX/20XX

1 Treasurer’s Instruction 520, available at www.treasury.wa.gov.au

This information is available in alternative formats on request for a person with a disability. © Department of Health 2015

Copyright to this material is vested in the State of Western Australia unless otherwise indicated. Apart from any fair dealing for the purposes of private study, research, criticism or review, as permitted under the provisions of the Copyright Act 1968, no part may be reproduced or re-used for any purposes whatsoever without written permission of the State of Western Australia.