Recruitment And Selection Guide - Sydney Opera House
Recruitment andSelection GuideDecember 2014
Contents1. Context . 32. Merit, Diversity and Ethics . 43. Planning . 54. Advertising . 135. Selecting . 175.1 Panel assessment process . 185.2 Assessment centre process .246 Appointing . 25
Recruitment and Selection Guide1. ContextThe Government Sector Employment Act 2013 (GSE Act) has replaced the PublicService Employment and Management Act 2002.The GSE Act modernises the framework for government sector employment andmanagement in NSW. It reflects the NSW Government’s commitment to improvethe government sector by providing employment arrangements that facilitate highperformance, excellent customer service delivery and rewarding careers.Investing in a newemployee deserves arigorous andconsistent selectionprocessThe provisions in the GSE Act strengthen the application of the principle of meritfor government sector recruitment and selection processes.The GSE Act specifically provides for an ethical framework founded on a meritbased, apolitical and professional government sector, and for the inclusion ofrecruitment and promotion of employees on merit as a government sector corevalue. In addition, one of the Public Service Commissioner’s principle objectives isto ensure that “government sector recruitment and selection processes comply withthe merit principle and adhere to professional standards”.The GSE Act provides for the Public Service Commissioner to make GovernmentSector Employment Rules (GSE Rules) on the recruitment of employees, includingthe application of the principle of employment on merit. These GSE Rules areinstruments made under the GSE Act. It is mandatory for employers andemployees in the government sector to comply with the GSE Rules.Principles-based approachTo support the development of the GSE Rules and application of the meritprinciple across the sector, the Public Service Commission (PSC) completed amajor review of existing recruitment processes in the sector, leading to thedevelopment of best practice guidance on merit-based recruitment and selectionmethodologies. The new principles-based approach to recruitment includes the useof capability-based workforce planning and market analysis to inform recruitmentstrategy; simplified application processes; capability-based assessment methods;and the development and use of internal and external talent pools. The newapproach introduces a fair, rigorous and consistent approach to recruitment.Together with this approach, the GSE Act requires that employees be assigned to arole and allows for them to be reassigned to other roles over time for organisationalor development purposes. Assignment to roles promotes mobility across the sector;broadens employees’ capabilities and provides new development opportunities. Italso allows agencies to respond quickly to changing government priorities orcommunity needs.Getting recruitment right has never been more important. Failing to recognise thecandidate best suited to the requirements of the role and the longer term capabilityneeds of the agency is a lost opportunity, and selecting an unsuitable candidate isRecruitment and Selection Guide PAGE 3
Recruitment and Selection Guidean expensive mistake. Poor recruitment costs time, money and effort – for allinvolved. The costs can be direct (e.g. advertising, remuneration) or indirect (e.g.performance problems, lower team morale, reduced productivity). Investing in anew employee deserves a rigorous and consistent selection process.The GSE Rules set outthe principles to beapplied inemploymentdecisionsPurposeThis Recruitment and Selection Guide describes best practice principles that willgive managers and recruiters the knowledge to conduct ‘fit for purpose’recruitment and selection processes to assist in the attraction, selection andretention of the best candidates possible.2. Merit, Diversity and EthicsMerit principlesThe GSE Rules, rule (16) 2, sets out the following general principle to be applied inemployment decisions:“Any employment decision relating to a role in the Public Service is to be basedon an assessment of the capabilities, experience and knowledge of the personconcerned against the pre-established standards for the role to determine theperson best suited to the requirements of the role and the needs of the relevantPublic Service agency.”A number of more detailed principles underpin the general principle: Any recruitment action (whether for ongoing, temporary or casualemployment purposes) is to take into account:– Long and short term capability needs to meet the objectives ofthe agency concerned, and– Existing workforce capabilities Pre-established standards for a role (or role type) are to beexpressed as levels against each capability or other requirement forthe role or role type; Any assessment for a role (or role type) is to include appropriatemethods to assess different requirements; A person may only be included in a talent pool or employed in a roleif the person meets the pre-established standards for the role (orrole type) except where a development opportunity is beingprovided; and Any employment decision is to be made on balance taking intoaccount all the results provided by the assessment process.Recruitment and Selection Guide PAGE 4
Recruitment and Selection GuideWorkforce diversityThe GSE Act establishes new arrangements for workforce diversity and amends theAnti-Discrimination Act 1977 by removing Part 9A, which previously provided thebasis for Equal Opportunity in Public Employment.The GSE Act provides for workforce diversity employment strategies to beintegrated within each agency’s workforce planning. The GSE Act provides that: Workforce diversity includes, but is not limited to, diversity of theworkforce in respect of gender, cultural and linguistic background,Aboriginal people and people with a disability; and Agency heads are responsible for workforce diversity within theagency and for ensuring that workforce diversity is integrated intoworkforce planning for the agency.For more information please visit the Equity and Diversity page of thePublic Service Commission website.EthicsWorking in the Public Service requires high standards of behaviour. The principlesand guiding ethics are available on the Public Service Commission Website.Sections 25 and 30 of the GSE Act state that the Department Secretary and headsof agencies are responsible for implementing the Ethical Framework withinagencies.3. PlanningWorkforce planningWorkforce planning requires an understanding of the make-up of the currentworkforce, investigation into future service needs and analysis of the type and sizeof workforce required to meet them. To be effective, workforce planning needs tobe linked to an organisation’s corporate objectives.Before commencing any recruitment action you need to take into account thebroader whole of agency workforce planning approach. That is: The capabilities needed to deliver current and future priorities; The roles required to deliver on the business outcomes The options for re-assignment of employees with the requiredcapabilities (or who would benefit from development in the role)from across the agency; and The internal and external market and likely application volumes.Recruitment and Selection Guide PAGE 5
Recruitment and Selection GuideRole analysisMost roles are not static; they change and evolve in response to changes in theorganisation’s legislation, policy, priorities, operating environment or technology.A vacancy in a role provides an opportunity for the role description to be reviewedand updated based on these internal and external factors (i.e. role analysis).Role analysis iscritical to recruitmentand selection becauseit is the foundation ofa quality processRole analysis is critical to recruitment and selection because it is the foundation ofselecting the right candidate who will be able to deliver on the inherit rolerequirements. Role analysis informs the role description and identifies theassessment standards. A poor role analysis is likely to adversely affect the quality ofoutcomes, for example, without correct role analysis your panel members maymisunderstand the capability requirements of the role, select inappropriateassessment tools to assess capabilities, and hire a person unsuitable for the role.A comprehensive role analysis requires skill and you may like to involve yourhuman resources representative.NOTE: The role analysis should be based on regular reviews andpredictions of needs and you should consider whether the new role issimilar to an existing generic or common role typeRole descriptionA capability-based role description is an essential document because you use it todescribe the role, to attract candidates and, most importantly, as a basis forselection.Role descriptions highlight the core capabilities and, where appropriate,occupation specific capabilities required for a specific role. All 16 core capabilitiesin the NSW Public Sector Capability Framework in the Personal Attributes,Relationships, Results and Business Enablers groups apply to all Public Serviceroles, across all grades/bands and all occupations. In addition, four PeopleManagement capabilities apply to all Public Service roles responsible for managingothers. The level required for each capability depends on the role type andresponsibilities.The capabilities that are considered essential from day one for the effectiveperformance of the role are called “Focus” capabilities (while other capabilitiescould be developed in reasonable time). Only candidates who meet those Focuscapabilities at the required level can be considered for appointment.The range of assessments you use should measure all 16 core capabilities (as wellas the four People Management capabilities for roles responsible for managingothers) and more than one assessment method should be used for Focuscapabilities (refer to Selecting assessment methods on page 10).Recruitment and Selection Guide PAGE 6
Recruitment and Selection GuideYour human resources representative can assist you to develop a role descriptionthat will help you select the right candidate. For more information, please refer tothe Role Description Development Guideline, contained on the PSC CapabilityFramework webpage under ‘Tools and rk.NOTE: Refer to the NSW Public Sector Capability Frameworkand role description template for guidance on developing roledescriptions which capture your workforce planning requirements . Animportant principle of the reforms is mobility, supported by commoncapabilities and roles across the sector. Roles should not be described inunique, specialist terms unless those features are inherent to the corerequirements of the job.A capability-basedrole description is anessential documentbecause you use it todescribe the role, toattract candidatesand, mostimportantly, as abasis for selectionEmployment kindsOnce you have established that the role is necessary and that funds are available, avacant role can be filled in a number of ways.Employment as a Public Service non-executive employee may be any one of thefollowing kinds of employment: Ongoing employment Temporary employment Casual employmentEmployment as a Public Service Senior Executive may be either one of thefollowing kinds of employment: Ongoing employment Term employmentThe kind of employment chosen will depend on the nature of the work to be doneand whether it is ongoing or for a defined term or project. Consideration should begiven to the existing workforce for reassignment.Ways to recruitOnce roles are created, there are two considerably different ways to recruit. Youmay either advertise an individual vacancy when it arises (e.g. specialist roles withspecific technical knowledge and capabilities) or use a department-wide or sectorwide talent pool (e.g. for common role types with generic transferable capabilitiesranging from executives and managers to administrative, policy and projectofficers).Find more information on Talent pools on page 11.Recruitment and Selection Guide PAGE 7
Recruitment and Selection GuideComparative and suitability assessmentsIf you have decided to employ a person in ongoing employment or in temporaryemployment for over six months, you will need to undertake a comparativeassessment.If you have decided to employ a person in short term (up to six months) temporaryor term employment, and you are absolutely certain the employment will notexceed that length, you can undertake a suitability assessment (at a minimum).However, if there is any possibility that you may want to extend the temporary orterm employee or convert the temporary or term employee to ongoing employmentafter six months you should undertake a comparative assessment after externaladvertising and on the employee’s most recent performance under theperformance management system.If there is anypossibility ofextending atemporary or termemployee after sixmonths you shouldundertake acomparativeassessment at theoutsetThere are two main differences between comparative and suitability assessments:the number of capability-based assessments required and whether the assessmentis against the claims of other people or not.Comparative assessmentIf you have decided to employ a person in ongoing employment, or temporary orterm employment of over six months, you will need to undertake a comparativeassessment. A comparative assessment is also used to include a person into a talentpool.A comparative assessment for a role is the process of assessing an individual’sclaim against the pre-established standards for the role (or role type); and theclaims of other people for the role.The process includes: Pre-screening for essential requirements such as a qualification orlicence; An application and resume review; At least three capability-based assessments, one of which is aninterview; and Referee checks against the pre-established standards for the role (orrole type).The comparative assessment must be conducted by at least two assessors and allassessors should base their consideration of recommended candidates on theresults of all phases of the process.Recruitment and Selection Guide PAGE 8
Recruitment and Selection GuideSuitability assessmentIf you have decided to employ a person in a short term (up to six months)temporary or term employment and you are absolutely certain the employmentwill not exceed that length, you will need to undertake a suitability assessment at aminimum (you may also choose to conduct a comparative assessment).NOTE: : In the case of a person whose employment in any suchtemporary or term employment is based on a suitability assessment, theperson cannot continue in that employment after six months unless acomparative assessment for the role is completed after advertisingacross the Public Service.So if there is any possibility that you may want to extend the temporaryor term employee or convert the temporary or term employee toongoing employment after six months you should undertake acomparative assessment at the outset.A suitability assessment is the process of assessing an individual against the preestablished standards for a role or role type (and not against other applicants).The process includes: Pre-screening for essential requirements such as a qualification orlicence; A resume review; At least two capability-based assessments, one of which is aninterview; and Referee checks against the pre-established standards for the role orrole type.The suitability assessment can be undertaken by a single assessor who should takeinto consideration the results of all phases of the process.Recruitment strategyWhether you are recruiting to an individual vacancy (e.g. a specialist role withspecific technical knowledge and capabilities) or to form a department-wide orsector-wide talent pool (e.g. for common role types with transferable capabilitiesranging from executives and managers to roles in occupations such asadministration, policy and project management) you need to plan the recruitmentand selection process from beginning to end with the aim of attracting the bestpossible candidates and managing them through the process.Appropriate planning includes considering likely applications volumes andrelevant capability-based assessments; and scheduling the activity, resources andRecruitment and Selection Guide PAGE 9
Recruitment and Selection Guidetime to support the process. Planning is an important aspect in the recruitmentand selection process as it helps manage time constraints and streamlines theprocess for both the organisation and applicant.Good planning also positively affects an applicant’s experience of the recruitmentand selection process and their view of the agency.One assessmentactivity can serve toassess severalcapabilitiesNOTE: Executive SearchThe PSC has established an Executive Search pre-qualification panel ofsuppliers who can offer a suite of executive recruitment services fromsourcing and screening through to assessment, selection and offernegotiation. To meet GSE requirements, all suppliers on this contracthave been screened to ensure they have the capacity to develop anddeliver a range of suitable assessments aligned with the NSW PublicSector Capability Framework. This will ensure all candidatesrecommended for employment have undertaken the required numberof capability-based assessments and have been assessed against theCapability Framework.Suppliers are to provide a recommendation report to the client agencyincluding outcomes of assessments.Selecting Assessment methodsAn effective assessment process collects as much objective evidence as possible toassess candidates’ claims. Some common assessment methods, such as years ofexperience and unstructured interviews, are not as reliable as other assessmenttools. Any assessment for a role is to include a range of appropriate methods toassess the different requirements of the role.The assessment methods you select should be defensible in that they will: Accurately measure the candidate’s capability levels against thecapability levels required for the role (validity) Consistently administer and measure across the whole candidatepool, candidate’s performance on the capabilities required for therole (reliability)Capability-based assessments can include methods such as personality andbehavioural testing, cognitive ability testing, behavioural interviews, work samples,group exercises, and role plays. There is no single tool or method that is best suitedto assess all capabilities and some tools are only useful for assessing very specificbehaviours within the capabilities. A mix of ‘fit for purpose’ tools should be chosento provide information across the range of capabilities. Refer to the NSW PublicSector Capability Framework.Recruitment and Selection Guide PAGE 10
Recruitment and Selection GuideA capability-based assessment has the potential to assess a range of capabilities inone activity. Capabilities can be assessed at diffe
This Recruitment and Selection Guide describes best practice principles that will give managers and recruiters the knowledge to conduct ‘fit for purpose’ recruitment and selection processes to assist in the attraction, selection and retention of the best candidates possible. 2. Merit, Diversity and Ethics Merit principles
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