Recruitment & Selection Process
Procedures
These procedures and more detailed guidelines outlined in the manual are aimed
at managing the recruitment and selection process as reflected in the Public
Service Act 2004. When undertaking this process it is the responsibility of
those involved to ensure that the principles and values are integral to the
recruitment and selection process. To ensure procedural fairness those involved
must ensure they follow due process and act without bias.
Phase I:
Pre-assessment
1. The Vacancy Review – When the Line Manager
or the Ministry recognises that there is a need to fill and advertise a vacant
position it is a requirement that a job analysis be undertaken to ensure the
new job description is updated to reflect any changes that may have occurred
in the Ministry. If the Ministry determines that there needs to be a change
in classification, salary or structure the approval of the Commission must
be sought.
Responsibility: Line Manager to undertake Job Analysis
and CEO to liaise with the Commission if changes are required.
2. Formulating
Selection Criteria – The updated job description should then
be used to formulate the selection criteria, a crucial component of the selection
process. They must adequately reflect the job requirements and be classed
as either essential or desirable. Figure 2 provides a 5 step process to assist
in the preparation of selection criteria.
Responsibility: Line Manager
3. Advertising
the Vacancy - Approval for a position to be filled and advertised should
then be obtained from the CEO by completing Recruitment and Selection Form
1 – Request to Fill and Advertise a Position. This form is then sent
to the Commission for advertisement in the PSOC. Other forms of media may
be used at the discretion of the Ministry.
Responsibility: Line Manager and the Commission
4. The
Selection Panel – The panel must comprise of three members, the
Line Manager, the HRC and an Independent Member from another Ministry or private
sector. The main priority is to have panel members who have an understanding
of the position being filled; if possible a mix of genders is preferable.
Responsibility: HRC
Phase II:
Assessment
1. Short listing Applicants – As soon as
practicable after the closing date for applications the Selection Panel should
short list applicants using Form 3: Shortlist of Individual Applicant Form.
If applicants do not meet all the essential criteria they must not be interviewed.
Those applicants who are not shortlisted for interview must be notified as
soon as possible with reasons for this decision.
Responsibility: The Selection Panel and HRC to inform
applicants
2. The
Interview – The interview should consist of a set of structured
interview questions based on the selection criteria. There should be both
open and closed questions. Thought should be given to the number of interviews
held in one day plus the venue for the interview. There are three stages undertaken
during an interview; the lead-in stage, body of the interview and conclusion.
It is imperative that the panel maintains an open mind throughout the interview
thus avoiding the pitfall of determining an applicant’s suitability
within the first few minutes. The Form 4: Interview Record for Individual
Applicant has been provided to assist the panel during the interview.
Responsibility: The Selection Panel
3. Obtaining
Referee Reports – Referee reports provide valuable insight into
an applicants current work performance. It is desirable that reports be gained
for all interviewed applicants preferably from those who can comment on their
work performance such as current or previous supervisors. All panel members
should participate in obtaining referee reports to avoid any misunderstandings.
These reports should be included in the final selection report. Referees that
are not nominated by the applicant may be contacted but if negative comments
are provided, the applicant, under the principles of procedural fairness,
must be given the opportunity to reply.
Responsibility: The Selection Panel
4. Evaluation
and making Recommendation –Form 5 – Selection Outcome Report
should be used to determine which applicant is the most suitable and provide
a recommendation for appointment. This information including other relevant
material such as referee reports should be considered to determine the most
meritorious applicant. All panel members must ensure that they are objective
in their analysis of applicants. If there are extensive differences in opinion
between panel members it is preferable that the issues be worked through thoroughly
to determine whether or not a consensus can be reached. If this is unable
to occur separate selection reports should be prepared by the relevant panel
member with their alternative recommendation.
Responsibility: The Selection Panel
Phase III:
Post Assessment
1. The Selection Decision – The CEO should
review the selection process and all the documentation to determine the accuracy
of the information contained in the selection report(s). If the CEO accepts
the recommendation of the selection panel s/he should proceed to appoint or
promote that person. If the CEO does not agree with the recommendation s/he
may:
a. Ask the Panel to reconsider their recommendation and perhaps reinterview
the top applicants;
b. Readvertise the position and start the process again, in this instance
previous applicants would be told they do not need to re-apply; or
c. Appoint an applicant from the list of eligible applicants who in the opinion
of the CEO is the most meritorious applicant.
Responsibility: CEO
2. Offer
of Employment – Once the CEO has approved the selection decision
the successful candidate should be notified and offered the role. Employment
documentation needs to be prepared so the successful applicant can accept
the offer. In the documentation working conditions need to be clearly outlined
including the probationary period. The successful candidate should be given
2 to 5 working days to accept the offer.
Responsibility: Line Manager and HRC
3. Unsuccessful
applicants notified and Feedback Sessions Offered – Once the
position has been accepted by the successful applicant the unsuccessful applicants
should be notified (by letter and / or telephone). Feedback sessions with
panel members should be offered to those applicants who were unsuccessful
during interview. Every effort should be made at this point to address any
concerns the applicant has in relation to why they were not successful in
gaining the position. An unsuccessful applicant should be given a maximum
of 3 working days to request a feedback session.
Responsibility: HRC, Chairperson
4. Provisional
Appointment Notified in PSOC – Once the offer of employment has
been accepted by the successful applicant and unsuccessful applicants have
been notified by letter and / or telephone, Form 5: Selection Outcome Report
should be sent to the Commission for notification of the Provisional Appointment
in the next available PSOC. If an appeal is going to be lodged by one of the
applicants it must be done within 14 days of the Provisional Appointment appearing
in the PSOC.
Responsibility: HRC and the Commission
Post Selection
1. Confirmation of Provisional Appointment –
If no appeal has been lodged then the placement of the selected applicant
can be confirmed by the Commission in the next available PSOC.
Responsibility: The Commission
2. Commencement
and Induction – It is the responsibility of the HRC to ensure
that all the relevant documentation has been completed and provided to the
Commission and Ministry of Finance. A suitable induction programme should
also be provided to the commencing employee by the Ministry.
Responsibility: HRC