Best Practice Recruitment Selection Methodology and Tools

best practice
recruitment
selection
methodology
and tools
best practice
recruitment
selection
methodology
and tools
© Copyright State Government of Victoria State Services Authority 2007
ii | best practice recruitment selection methodology and tools—

The Victorian Government has vested the State Services Authority with functions designed to
foster the development of an efficient, integrated and responsive public sector which is highly
ethical, accountable and professional in the ways it delivers services to the Victorian community.
The key functions of the Authority are to:
identify opportunities to improve the delivery and integration of government services and report on
service delivery outcomes and standards;
promote high standards of integrity and conduct in the public sector;
strengthen the professionalism and adaptability of the public sector; and
promote high standards of governance, accountability and performance for public entities.
The Authority seeks to achieve its charter by working closely and collaboratively with public sector
departments and agencies.
contact us
at the State Services Authority
Email: info@ssa.vic.gov.au
Phone: (03) 9651 1321
Fax: (03) 9651 0747
Postal Address:
3 Treasury Place
Melbourne 3002
www.ssa.vic.gov.au
Published 2007
best practice recruitment selection methodology and tools— | iii

5 | best practice recruitment selection methodology and tools—
table of contents
1 introduction...................................................................................................... 3
1.1 purpose of this tool kit ................................................................................................. 3
1.2 project context ............................................................................................................ 3
1.3 eRecruitment ............................................................................................................... 4
2 what is best practice? ..................................................................................... 5

2.1 best practice recruitment selection process................................................................. 5
3 outline of this tool kit ....................................................................................... 8
4 planning........................................................................................................ 10
overview of best practice ................................................................................................. 10
tools and techniques ....................................................................................................... 11
P1: planning template...................................................................................................... 12
P2: assessment plan ....................................................................................................... 16
additional resources and links.......................................................................................... 17
5 job analysis ................................................................................................... 18

J1: job analysis process flow diagram.............................................................................. 20
J2: how to determine the required knowledge, skills and attributes ................................. 22
J3: how to determine job outcomes or key result areas................................................... 24
J4: how to develop key selection criteria ......................................................................... 25
J5: assessing person-organisation fit............................................................................... 27
J6: developing/revising position descriptions ................................................................... 28
position description template ........................................................................................... 29
6 recruitment – attraction ................................................................................. 32

overview .......................................................................................................................... 32
factors for consideration .................................................................................................. 32
screening and short-listing................................................................................. 35

S1: standard application form.......................................................................................... 37
S2: short-listing plan ........................................................................................................ 38
7 interviewing and additional assessment ......................................................... 40

I1: turning key selection criteria into behaviour oriented interview questions .................... 43
I2: how to use a descriptively anchored rating scale ........................................................ 44
I3: interview scoring template .......................................................................................... 45
I4: additional assessment techniques .............................................................................. 47
8 reference checking........................................................................................ 51
R1: reference check template.......................................................................................... 53
9 making a selection decision .......................................................................... 56

M1: individual applicant scoring template ........................................................................ 59
M2: comparative applicant scoring template ................................................................... 61
10 onboarding................................................................................................. 64
O1: structured induction process .................................................................................... 66
O2: the buddy system ..................................................................................................... 70
O3: managing job expectations ....................................................................................... 72
O4: probation periods...................................................................................................... 73
11 gap analysis assessment tool ...................................................................... 75
12 cost benefit tool.......................................................................................... 78

appendix A glossary of terms .......................................................................................... 79
ii | best practice recruitment selection methodology and tools—

1 introduction
1.1 purpose of this tool kit
This tool kit has been prepared to assist the the Victorian Public Service (VPS) and the broader
public sector (Sector) in the application of best practice in the recruitment selection process.
This tool kit represents an end-to-end best practice recruitment selection process, from the start of
the process (i.e. planning) to the end (i.e. evaluation).
Tips, tools and techniques have been produced to assist human resources practitioners to work
with line management in the application of best practice recruitment selection. They can be
adapted to suit specific organisation needs.
1.2 project context

The State Services Authority’s (SSA) publication Future directions for workforce planning: actions
to improve workforce planning outcomes across the Victorian Public Sector assessed the extent of
workforce planning challenges facing the VPS and the Sector and proposed six strategic goals.
One of these is to improve attraction and recruitment strategies.
This approach is supported by the findings of the Victorian Auditor-General in his report: In good
hands: smart recruiting for a capable public sector (June 2005). The Victorian Auditor-General’s
report found that new and varied methods are needed to assess the suitability of applicants for
different positions.
Arising from the recommendations outlined in the above mentioned reports, the SSA undertook a
project which involved two components:
• a literature review that identifies best practice and relevant models of recruitment selection
processes
• development of a methodology and tool kit to assist the VPS and the Sector with recruitment
selection.
The SSA commissioned Monash University’s Associate Professor of Psychology, Psychiatry and
Psychological Medicine, Sally A. Carless to undertake the literature review. The research
document Literature review on best practice recruitment selection techniques (Carless Report)
identified best practice for each phase of the recruitment selection process.
The SSA with Deloitte and SACS Consulting developed a methodology and tool kit based on best
practice. Information from the Carless Report was used to:
• analyse current recruitment selection practice in the VPS against identified best practice
• develop tools based on best practice to assist human resources practitioners.
The SSA will use this tool kit to promote best practices in recruitment selection techniques across
the VPS and Sector.

1.3 eRecruitment
eRecruitment is an online system that provides recruiting processes to attract, screen and recruit
suitable job candidates. eRecruitment can reduce the cost of the recruitment process, time taken
to identify candidates and process the best candiate/s. The Victorian Government has invested in
an eRecruitment system which can be used with the tips, techniques and templates provided in
this tool kit.
For example, the eRecruitment system contains a standard application form that human resources
practitioners can tailor to their needs. The eRecruitment system also includes a talent pool
functionality, which includes details of candidates who can be contacted to apply for VPS
positions.
Human resources practitioners can contact the SSA to determine how they can utilise the
recruitment selection functionality in the eRecruitment system.

2 what is best practice?
The Carless Report considers best practice from the perspective of predicting who would be the
best person for a role using a variety of selection methodologies.
The tips, tools and techniques in this tool kit have been developed to assist in selecting the best
person for a role. Applying best practice aligns with equity priciples, meaning that existing
employees are treated fairly and reasonably as only job related factors are considered in the
recruitment selection assessment. In doing this, merit and other employment principles are
inherent in the best practice recruitment selection process.
More information about the Victorian public sector merit and other employment principles and
standards can be accessed on the SSA website at www.ssa.vic.gov.au.
2.1 best practice recruitment selection

process
A clearly defined methodology for recruitment selection processes helps ensure that all necessary
elements are given due consideration and occur in a timely and efficient manner to support an
effective yet swift selection process. Figure 1 provides an end-to-end best practice recruitment
selection process based on research.
Figure 1 outlines the main process steps for each stage of the recruitment selection process:
• Stages 1 and 2 include the recruitment activities that occur prior to assessing candidates for
selection i.e. planning the recruitment selection process, undertaking job analysis to determine
the recruitment criteria and developing key selection criteria and position descpritions based
on the job analysis.
Attraction is undertaken in Stage 2. The tool kit provides a short overview of key
considerations for advertising. However, as attraction is a large subject area on its own, this
tool kit provides some tips (in P1: Planning template) but does not comprehensively cover this
stage of the recruitment process.
• Stage 3 includes the specific selection steps which take place to make a selection decision i.e.
the selection methods to make the right decision.
• Stage 4 includes the steps that need to take place to support the selection decision.
Onboarding and evaluation of the selection methods and process are integral to a good
recruitment selection process.
The “activity” row includes key broad tasks associated with each step in the recruitment process.
The “tools” row includes the references to the templates available in this tool kit to support the
particular recruitment selection step. For example, P1 refers to the planning template that is
available in section 4 of this tool kit. The templates in this document also make reference to the
other relevant tools provided in this tool kit by referring to the letter and number i.e. P1.

The timeline1 outlined in Figure 1 are the recommended timeframes for each stage of the
recruitment selection process. Basing recruitment activity on these timeframes provides a more
efficient process for both the organisation and the applicants.
TIP : Add specific mandatory checks e.g. police checks into the process outlined in Figure 1 as relevant to your
organisation. For example for child protection roles, applicants should have either completed police check to
apply for the role or only candidates who reach interview stage would be asked to undergo a police check.
1
The timeframes are based on the Australian Public Service Commission’s publication Better, Faster: streamlining
recruitment in the APS.

Figure 1 Best practice recruitment selection process
Stage 1 Stage 2 Stage 3 Stage 4
Position
Process
description
Recruitment- Short-list Selection Reference Selection
Planning Job analysis & Onboarding Evaluation
key selection attraction applications process check decision
criteria
•Plan •Collate tasks, •Turn tasks/ •Identify •Use a •Conduct •Undertake •Combine •Arrange a •Evaluate
selection and KSA KSA and attract standard interview reference selection structured selection
process and required to into KSC a pool application and/or other checking data induction processes
Activity
timeframes: perform the of qualified form assessment

•Develop
role candidates techniques •Use rating •Identify •Arrange a
-identify position •Record and
method to applicant buddy
selection •Prioritise the description acknowledge
•Use a score who best
techniques most applications
rating responses meets the •Obtain formal
-schedule important
•Develop a method to selection feedback from
other people tasks/KSA
short-listing assess criteria. new starter
involved in
•Develop plan applicants
selection
assessments •Monitor and
process
measuring manage
the tasks/KSA probation
Tools
P1 J1 J4 S1 I1 M1 O1
J2 I2 R1 O2
P2 J6 S2 M2
I3 O3
I4 O4
Timeline
Day 1 Day 2 Day 3 Week 1-4 Week 4 Week 5 Week 5 Week 5 Week 7 Ongoing
KSAs = knowledge, skills and attributes

KSC = key selection criteria 7 | best practice recruitment selection methodology and tools—
3 outline of this tool kit
This tool kit follows the best practice recruitment selection process outlined in Figure 1 (see above)
and provides further information on how to undertake the following key process steps:
Planning planning should take place prior to any recruitment selection process.
Job analysis job analysis is critical to selection best practice. It involves analysing the job to
understand it in terms of the requisite knowledge, skills, and attributes that will
result in successful outcomes.
Screening and short-listing screening and short-listing supports an efficient assessment process of
applicants through assessing candidates against relevant criteria to reducing the
applicant pool to a more manageable size.
Interviewing and additional behaviourally based interviewing techniques and additional assessments (i.e.
assessment psychometric assessments) give a rounded understanding of applicants and
insight into past experience.
Reference checking reference checking is used to clarify and confirm information gathered through
the other stages by asking structured questions of an applicant’s former
employers and the like.
Selection decision statistically combining recruitment selection data (by aggregating applicants’
scores) rather than making a global decision about the best applicant is the most
effective method of decision making.
Onboarding a formal onboarding program facilitates a newcomer’s adjustment into an

organisation, which in turn positively influences job performance and intention to
remain.
Each section in the tool kit is supported by:

• a summary overview of what constitutes best practice for each recruitment selection stage
• tips, tools and templates to assist in the implementation of best practice recruitment selection techniques
and practices
• reference to additional resources.
The accompanying CD includes:

• the research document Literature review on best practice recruitment selection techniques
• this tool kit
• the cost benefit tool and user guide
• user friendly templates referred to in the tool kit.
additional tools
Gap analysis assessment tool can be used to assess and score recruitment selection processes against those
defined as best practice. This tool assists in identifying recruitment selection
areas for improvement.
best practice recruitment selection methodology and tools—8

Cost benefit tool can be used to calculate the incremental value of the application of best practice.
This tool assists understanding the costs and benefits of changing from existing
recruitment selection techniques to those identified as best practice.
A glossary of terms is included in Appendix 1.

4 planning
overview of best practice
Position
description
criteria
•Plan
selection
process and
timeframes:
-identify
selection
techniques
-schedule
other people
involved in
selection
process
Upfront planning includes thinking about the steps in the recruitment selection process early and
scheduling the activity, resources and time. It is an important aspect in the recruitment selection
process as it ensures the best process is followed, helps to manage time constraints and
streamlines the recruitment selection process for both the organisation and applicant.
Good planning also positively affects applicants’ experience of the recruitment selection process
and on their perception of the organisation. This in turn, influences their likelihood to complete the
recruitment process and accept an offer of employment.
Reference to ‘planning’ and ‘the process’ in this tool kit includes the administrative activities
underpinning the recruitment selection process, applicant care management and evaluation of the
selection process.
Planning and assessment templates are provided in this section to assist in thinking of and
planning for the detailed steps involved in the recruitment selection process. The planning and
assessment templates refer to other relevant processes and templates within the tool kit for more
specific information.
TIP : Planning is especially important to meet time and resource constraints.

tools and techniques
TOOL DESCRIPTION
P1: Planning template This document is a template for planning the actions and timeframes that relate
to the recruitment selection process.
P2: Assessment plan template This document provides guidance on planning the recruitment selection
techniques that will be used to capture necessary information to underpin an
informed and appropriate decision.

P1: planning template
This template provides a planning tool for the recruitment selection process. It provides an easy
method to clearly record the specific activities, persons responsible and due dates for activitly
related to your recruitment.
This template should be used with the further tips, tools and techniques that support each step
relating to the activities provided in this tool kit.
TIP: The planning template also provides a good opportunity to think about how and when you will contact
applicants. In a tight labour market, regular contact and maintaining a good relationship with applicants
becomes more important.
Complete this template by recording the particular steps involved for each activity, including who
will undertake the step and by when. Where applicable, in the steps column there are references
to other templates and relevant sections in the tool kit which can assist in undertaking a particular
recruitment selection activity.
Stage 1
Activities Steps Person responsible Due
(Add additional detail to activities if (Identify person (Date activity
required) responsible for should be
completing this completed)
activity)
Plan selection process and time line Hiring manager Day 1
Determine how many interviews you Schedule interview times with panel Hiring manager Day 1
would like to conduct later in the members
process (i.e. 5). Schedule the Book interview rooms
interview panel and block out
appropriate times to conduct the
interviews
Analyse job requirements and Refer to J1 and J2: How to e.g. Day 2
determine the requisite knowledge, determine the requisite knowledge, Line manager
skills and attributes skills and attributes Incumbent
Develop key selection criteria Refer to template J4: how to develop e.g. HR
key selection critera consultant/line
manager
Develop/revise position description Refer to template e.g. HR
J6:developing/revising position consultant/line
descriptions manager
Develop behaviour-oriented Refer to section I1 and I2: How to e.g. HR
interview questions and descriptively turn key selection criteria into consultant/line
anchored rating scales to score interview questions, how to use a manager
interview responses descriptively anchored rating scale
Develop scoring criteria for short- Refer to template S2: short-listing e.g. HR
listing and other selection plan and I2: how to use a consultant/line

techniques to be used descriptively anchored rating scale manager
Consult with a professional (i.e. your

HR consultant, an organisational
psychologist, etc.) to identify the
appropriate tests to assess the key
selection criteria
Check. Review Stage 1
Stage 2
activity)
Identify and attract a pool of Consider the following:

qualified candidates
- Develop a good understanding
of your target audience.
- Understand the general trends
in supply and demand for the
skills set you are recruiting.
- Know your competition. Are
other organisations currently
recruiting for or terminating
employees for a similar role?
- Market the vacancy. Assess
whether the vacancy should be
advertised using whole of
Government branding or
Departmental/Agency branding.
- Collect data on all recruiting
methods to measure the return-
on-investment in terms of
number and quality of hires
yielded relative to source
investment.

Stage 3
activity)
Record and acknowledge

applications
Short-list/screen candidates Refer to S2: Short-listing plan
Advise successful and unsuccessful

candidates of short-listing/screening
outcome
Conduct interview Refer to section 8 interviewing and
additional assessment
Have a suitably qualified Refer to template I4: additional
professional administer additional assessment techniques
assessments (i.e. psychometric
assessment)
Identify method of combining data Refer to section 10 making a
selection decision
Identify best applicant Refer to section 10 making a
selection decision
Appoint successful applicant/s and

advise unsuccessful applicants (and
provide feedback)
Stage 4
activity)
Arranged a structured induction Refer to template O1: structured

process induction process
Arrange for a buddy Refer to template O2: the buddy
system
Obtain formal feedback from the Refer to template O3: managing job
new starter expectations
Monitor and manage probation Refer to template O4: probabtion

periods

Evaluate selection processes Collect relevant data to either
undertake a validity and/or retention
study2
2
Validity studies are where recruitment selection methods are correlated with an appropriate outcome measure e.g.
assessment centre with a measure of work performance. Retention studies are where the turnover rate of new
appointments within specified timeframes is monitored.

P2: assessment plan
This template is used to record the selection techniques that will be used to test each key selection
criteria (KSC) throughout the recruitment selection process. It helps ensure an appropriate and
sufficient amount of information is collected from applicants to maximise the quality of the selection
decision. Use this template prior to advertising to assist you when the selection decision stage of
the recruitment process commences.
instructions to complete the assessment plan
1. Undertake job analysis to identify the knowledge, skills, and attributes (KSA) that are required
to succeed in the role. From this, develop KSC that will be used to assess the degree to
which applicants possess the requisite KSAs.
o Refer to J1: job analysis process flow diagram and J4: how to develop key selection
criteria.
2. Complete the KSC in the assessment template.
o For example, “ability to manage budgets”.
3. Determine the selection techniques to be used to assess the KSC.
o An example of selection techniques may be an application form, behaviour-oriented

interview, psycholometric testing and reference checking.
4. Complete the selection techniques in the assessment template in the left hand column.
5. Indicate the selection techniques that assess each KSC with an ‘x’.
The template below includes examples in italics.
Selection technique Key selection criteria (KSC)

KSC 1 KSC 2 KSC 3 KSC 4
e.g. ability to e.g. e.g. relevant e.g. flexible and adaptable
manage knowledge of tertiary
budgets financial qualification
modelling (CA/CPA
qualified)
e.g. Application form U
e.g. Interview U
e.g. Psychometric testing U
(i.e. aptitude)
e.g. Reference checking U U U

additional resources and links
For further information on the administration of the recruitment selection process, refer to:
• Carless, S.A. Literature review on best practice recruitment selection techniques, 2007
• Recruiting Roundtable. Achieving operational excellence in recruiting: a new framework for
breaking the quality-time compromise, Corporate Executive Board, 2005
• Australian Public Service Commission. Better, faster: streamlining recruitment in the APS,
Commonwealth of Australia, 2007 (available at www.apsc.gov.au).

5 job analysis
Position
description
criteria
•Collate tasks, •Turn tasks/

and KSA KSA
required to into KSC
perform the
•Develop
role
position
•Prioritise the description
most
important
tasks/KSA
•Develop
assessments
measuring
the tasks/KSA
Job analysis involves determining the knowledge, skills and attributes3 (KSA) required to perform in
a particular role.
Job analysis is critical to selection best practice because it is the foundation of a high quality
selection process. The Recruiting Roundtable research indicates that an effective job analysis
contributes 22% to the successful hiring of a quality applicant.
Job analysis informs the position description and identifies the key selection criteria (KSC). A poor
job analysis may adversely affect the quality of outcomes, irrespective of how well the rest of the
selection process is executed. For example, without proper job analysis, interviewers may develop
incorrect beliefs about the job requirements and hire a person unsuitable for the role.
The job analysis process and a diagram depicting the key steps are provided in J1: job analysis
process flow diagram.
TIP 1: Relying on existing position descriptions when filling a vacant position is not best practice. Undertaking a
structured job analysis helps identify what is really required for the position.
TIP 2: The job analysis process is aided by the use of the Victorian Public Employment Capability Framework Card
Set or the VPS Employment Capability Framework Card Set.
TIP 3: Job analysis should involve both the current incumbent and hiring line manager in determining the KSC (which
are informed by KSA) and requisite job outcomes/key result areas.
TIP 4: Hiring line managers can benefit from seeking assistance from their human resources suppport and/or training
in undertaking job analysis.
3
The term ‘attributes’ is used instead of ‘abilities’ as this enables the capture of the inherent person requirements that are
additional to the ‘learned’ abilities of a person.

TOOL DESCRIPTION
J1: Job analysis process flow This document provides a step-by-step process for conducting a job analysis.
diagram
J2: How to determine the This document provides advice on how to use the information gathered from the
required knowledge, skills job analysis to determine the critical knowledge, skills and attributes required to
and attributes perform in the role.
J3: How to determine job This document provides advice on how to determine the outcomes of a role and
outcomes/key result areas why this is important.
J4: How to develop key This document provides advice on how to turn the knowledge, skills and
selection criteria attributes required to perform in the role into key selection criteria by which to
assess applicants.
J5: Assessing This resource outlines how person–organisation fit can be assessed.
person-organisation fit
J6: Developing/revising position Once the knowledge, skills and attributes and the key selection criteria have been
descriptions determined, position descriptions need to be developed/revised to include the
additional information. This document provides advice on what a best practice
position description should include.

J1: job analysis process flow diagram
The diagram below in Figure 2 depicts the steps to the job analysis process. Details of each step are
supported by the tools, techniques and tips provided in tools J2 to J6. The key steps are as follows:
1. Understand the tasks related to the current job

• Observe or interview job experts (i.e. the incumbent and the line manager) to develop a list of tasks
performed on the job. Alternatively, an online tool such as O*NET4 can be used to review the task
descriptions.
• Tasks include role responsibilities and duties, that is, what the person actually does in the role –
i.e. processing applications, writing reports, presenting to committees.
2. Understand the knowledge, skills and attributes required for the job
• Observe or interview job experts to develop a list of knowledge, skills and attributes (KSA) that the
applicant must possess upon entry to perform the role effectively. This is distinct from that which
can be learnt on the job. Refer to J2: how to determine the required knowledge, skills and
attributes and J3: how to determine job outcome or key result areas.
• Ask job experts to rate which job tasks and KSA are most critical for effective performance.
3. Turn the knowledge, skills and attributes into key selection criteria
• From the KSAs that have been identified as necessary to perform in the role, develop clear and
unambiguous KSC to assess the degree to which applicants possess the requisite KSA. Refer to
J4: how to develop key selection criteria for more information.
• Select or develop recruitment selection techniques that measure the KSA.
4. Review position description

• Develop or modify current position descriptions to reflect the KSC identified by job analysis. Refer
to J5: assessing person-organisation fit and J6: developing/revising position descriptions for more
information.
TIP : Use job analysis to also identify the parameters you have for negotiation i.e. if you do not get a candidate that meets
all the job requirements, can you be flexible on:
• Providing training to develop an applicant who demonstrates potential to meet the KSC in time
• Redesigning the job to meet the requirements of the applicant – this may include job sharing or changing a
full time role to part time
• Offering flexible work hours
• Providing remote access to organisational systems to allow working from home.
Refer to Figure 2 below.
4
O*NET is a free on-line resource which can used as a starting point for a job analysis process. It provides information on both the
task and person requirements. It is available at www.online.onetcenter.org.

Figure 2 Job analysis process flow diagram
Process
Step 3: Develop
Step 1: Understand Step 2: Understand Step 4: Review
selection criteria
the tasks the job position description
& decide techniques
• Develop a list • Develop a list of • Develop clear • Develop or modify

of tasks performed KSA for the role by: and unambiguous current position
on the job by: KSC to assess descriptions to reflect
- Observing or the degree to the KSC identified
- Observing or interviewing interviewing job which applicants by job analysis.
Activity
job experts; or experts possess the

- use O*NET - Using capability requisite KSA
framework cards
• Select or develop
• Ask job experts to recruitment selection
rate job tasks and techniques
KSAs most critical for that measure the KSC
effective performance
Capability
Framework Cards J5
Tools
O*NET J4
J2 J6
J3
KSA = knowledge, skills and attributes

Job experts = incumbent and hiring line manager
O*NET is a free on-line resource which can used as a starting point for a job analysis process. It provides information on both the task and person requirements. It is available at
www.online.onetcenter.org.
Capability Framework Cards = Victorian Public Employment Capability Framework Card or the VPS Employment Capability Framework Card Sets

J2: how to determine the required
knowledge, skills and attributes
To successfully perform the tasks of a role there are certain knowledge, skills and attributes (KSA)
that a person requires.
Knowledge Skills Attributes

what the person needs to know in the specific skill/ability needed to personal characteristics/style/values
order to perform in the role meet the required outcomes of the relevant to perform in the role and to
role align with the organisation
e.g. qualifications e.g. problem solving e.g. conceptual and analytical ability
KSA can be described as enduring skills or abilities and/or trait-like features. The competencies
and characteristics help identify which applicants are most likely able to perform in a particular role.
The table below provides a brief example of KSA which may relate to a position, it is by no means
and exhaustive list.
Example of KSA for a Human Resource Advisor role

Required knowledge (K) • Tertiary knowledge in relevant discipline
• Knowledge of industrial relations including enterprise agreements
• Knowledge of equity and merit based recruitment principles
• Knowledge of training and development processes
Required skills (S) • Communication skills (written and oral)
• Negotiation skills
• Skilled in change management
• Influential skills
Required attributes (A) • Collaborative team player
• Empathetic
• Innovative thinker and problem solver
• Sets high goals to achieve – driven and motivated
instructions to develop KSAs
The hiring line manager and incumbent should work together to determine which KSA are
necessary to perform the role.
• Refer to the existing position description, and add or remove KSA after assessing the current
requirements of the role (this is done by the hiring manager observing incumbents or
interviewing incumbents to develop a list of tasks)
o use the O*NET resource for guidance on what tasks are involved in the role. It is
available at www.online.onetcenter.org.
• Use the O*NET resource for guidance on what general KSA are necessary
o O*NET provides descriptors for occupations and the related tasks, knowledge, skills
and abilities/attributes, among various other categories of information on occupations.

• Use the VPS Employment Capability Framework Card Set, Victorian Government Recruitment
Capabilities Card Set or Victorian Public Employment Capability Framework Card Set to
determine which KSA are required for the role.
o These card sets assist in identifying the knowledge, skills, specialist expertise and
attributes required to perform a specific role.
Once the KSA for the job are determined, the next step is to understand what the key outcomes or
key result areas are for the role. That is, determine how in time you will know the new employee
has been a successful hire – refer to J3: How to determine job outcomes or key result areas.
TIP: The Employment Capability Framework Card Set, Victorian Government Recruitment Capabilities Card Set or
Victorian Public Employment Capability Framework Card Set can help to determine:
• which KSA are critical to perform in the role (must haves)
• which are desired for the role (nice to haves)
• which are not necessary/not utilised in the role (not applicable).
This resource can also help determine the critical skills required before starting in the role and those that can be
learnt on the job.

J3: how to determine job outcomes or key
result areas
After determining what tasks and knowledge skills and attributes are required for the role, it is
important to decide what the new employee is to achieve in this role. That is, determine what key
result areas (or outcomes) are necessary to have achieved in order for the new employee to be
considered “successful”. Determining the key result areas/job outcomes for the role clarifies both
expected outcomes and expected performance levels for applicants.
The outcomes of the role should be determined using the SMART goal setting principle:
• S = specific
• M = measurable
• A = appropriate
• R = realistic
• T = time-bound
An example of a key result area is ‘Decrease workplace accidents by 5% over the next
12 months’. This simple key result area matches the SMART principle.
TIP: There is a need to move away from ‘recruitment vacancy’ towards ‘recruitment to capability’. This requires a far
greater need emphasis on planning for recruitment than waiting for vacancies to appear.5
It is important to identify key result areas that are typical of the role and are flexible enough to evolve with the job
or be transferable to other areas of the organisation. It is beneficial for the new employee to understand what it is
they are to achieve in the role, rather than simply understanding the tasks they are to undertake. This process
results in practical goal setting, which research has indicated enhances job satisfaction and engagement.
The identified job outcomes or key result areas may be included in the position description as it is
best practice to assess applicants against whether they have the knowledge, skills, and attributes
to achieve the role’s outcomes. The benefit of including key result areas in the position description
is that this process ensures applicants are aware of the success measures for the role.
The table below provides a a set of example key result areas which may be related to a Human
Resource Adviser role. It is by no means an exhaustive list.
Example key result areas for a Human Resource Adviser role

Key result area Measurement
Continue the implementation of the Cultural The steering committee deems the successful implementation of the
Change Program over the next two years cultural change program
Maintain ongoing strong relationships with the Strong relationships are maintained, and industrial disputes kept to a
Unions minimum
Facilitate 360 Degree Feedback for line Feedback is delivered in an open and constructive way, and
managers within a 12 month cycle development programs are implemented
Train staff in how to fully uitilse the current All staff understand how to correctly use the system, human resource
human resources systems within a six month systems are effectively functioning and are in line with best practice
timeframe
5
Future directions for workforce planning: analysis and discussion, State Services Authority, 2007

J4: how to develop key selection criteria
Information obtained from undertaking the activities in steps 1 and 2 of the job analysis process is
used to develop the key selection criteria (KSC) that is to be used to assess whether applicants
have the requisite knowledge, skills and attributes (KSA).
KSC are used to assess applicants on past behaviours and experiences in order to determine
whether they have demonstrated they have the requisite KSA, as opposed to simply saying they
meet the criteria.
Key considerations in developing KSC include:

• Is the KSC critical to the role (i.e. a must have)? Or is the KSC just a bonus if the applicant has
it (i.e. a nice to have)?
o if the KSC is not critical, it is not a key selection criterion and should not be included.
• KSC should be stated in clear and unambiguous language.
o Is the criterion succinctly described?
• All types of candidates, irrespective whether they are from the VPS, the Sector or the private
sector, should be able to understand the language being used.
o Does the KSC contain government-specific jargon?
• The criterion should be worded so that the applicant is encouraged to recount a past
experience where they have demonstrated a particular KSA.
o A KSC should be behaviourally based, e.g. ‘please give an example of a time you
demonstrated your ability to learn quickly and effectively’.
TIP: Review the KSC used previously for recruitment:

• were they essential to the roles?
• were they clear and unambiguous?
• would they have appealed to a wide target audience?
• Five or six KSC are usually sufficient to assess the requisite KSA.
Examples of behaviourally based KSC include:

• Please give an example of a time where you demonstrated your research, conceptual and
analytical skills.
• Please describe a time when you had to manage complex budgets.
• Please tell of a specific experience when you had to prepare timely, clear and concise reports.

TIP: When to use KSC to assess candidates
Assessing candidates against behaviourally-oriented KSC is important in order to comply with best practice
selection processes. In light of the tightness of the current labour market however, it is important to ensure that
the use of KSC does not place additional demands on candidates.
For example, general practice in the VPS is to ask applicants to respond to KSC at the first stage of the selection
process as part of their original application. This approach can prevent some candidates from applying for roles,
especially candidates who have not worked for government before. It can also extend the shortlisting time as it
requires assessors to read through responses to KSC for each applicant.
Given that best practice outlines KSC are to be behaviourally-oriented, an alternative approach to assessing
whether a candidate meets the KSC is to utilise it in the behaviour-oriented interview stage. This approach has the
potential to expedite recruitment selection while ensuring best-practice processes are followed.

J5: assessing person-organisation fit
Person–organisation fit is the extent to which an individual’s values match those of the
organisation. This is sometimes known as a ‘culture match’ or ’culture fit’.
To determine whether a candidate aligns with the organisational culture, that culture must first be
defined. A culture assessment can be at the overall organisational level, at the area level or at the
team level and is best conducted by a qualified individual (i.e. human resources practitioner or
organisational psychologist). Once the culture has been appropriately defined, the degree of
alignment between that and any candidate can be better assessed.
If candidates are to be assessed for their degree of cultural fit with the organisation, it is important
to ensure that the desired organisation values are legitimate and meaningful to organisational
objectives (e.g. ‘demonstrate high level of commitment to social justice’). Another important
consideration is ensuring that diversity of work preferences are taken into account when trying to
assess person–organisation fit.
There is no robust measure currently available to effectively assess an individual’s degree of fit with
an organisation, although there are alternative methods that may offer some insight as to the
degree of aglignment. These methods could include:
• clearly stating organisational values in the position description so candidates can self-assess
their degree of fit with the organisation
• using behaviour oriented interview questions to determined person-organisation fit
o key attributes determined through job analysis can assist in determining the level of fit
o e.g. the attribute is ‘demonstrates a commitment to quality customer service’
o the following behaviour oriented interview question assesses the applicant
Please give me an example of a complex customer service issue you needed to deal with
recently – what was the issue and how did you resolve it?
• asking pertinent reference check questions around an individual’s values:

Please describe a time when … demonstrated a commitment to customer service.
Was this typical of the way … dealt with customers?

J6: developing/revising position
descriptions
Position descriptions should be developed or revised each time a position becomes vacant or a
new one is created. This is due to the evolution of positions through organisational change, and
through each unique incumbent that undertakes them.
The job analysis process should be used to inform the development/revision of the position
description (see J1 and J2). As previously described, undertaking the job analysis determines the
current tasks, knowledge, skills, attributes, and key result areas that go to forming the position
description.
Key considerations for a position description are:

• clearly outline the tasks required of the role as determined through the job analysis process
• clearly outline the requisite knowledge, skills and attributes (KSA) as are determined by the job
analysis process
• include key selection criteria (KSC) that measure the KSA required for the role in clear and
unambiguous language with no jargon
• clearly state organisational values in the position description so candidates can self-assess
their degree of fit with the organisation
• state the job outcomes/key result areas in the position description. Through including the
goals the new employee is to achieve in the position description, applicants are made aware of
the success measures for the role and better understand that they will be assessed to
determine whether they have the knowledge, skills and attributes to achieve these
outcomes/results.
A sample position description is provided in the following section.

position description template
This is a standard position description template. The information in this template is completed
after a job analysis process is undertaken for the position. Instructions are provided in italics in
each text box. Enter the relevant information in the text boxes under each heading.
TIP: Add an additional text box for any mandatory requirements that maybe required for the role e.g. police check.
Part A: Organisation values
Organisation values
(State the values promoted by your organisation, not those of the VPS or Sector. Clearly stating your organisation values
allows candidates to self assess their fit.)
Part B: Position specification
Role title
Division:
Group: Classification level:
Reporting Reporting to …
structure:
Direct reports …
Position statement
(Provide a succinct statement of why the position exists and what the objectives of the role are.)
In this role, the incumbent will be required to …
The desired outcomes/results of the role will be … these will be measured by… (Ensure the key outcomes are specific,
measurable, appropriate, realistic and time bound.)
Responsibilities
(Outline the key duties and tasks that the incumbent will be required to undertake.)
Delegations, authority levels and decision making

(Outline the delegations, levels of authority and decision making the incumbent will have. Include decisions to be made
by the incumbent, as well as referrals to higher authority, e.g. financial delegation.)

Part C: Person specification
Qualifications
(Indicate the educational or professional qualifications the incumbent needs and whether this is mandatory or desired.)
Key knowledge areas

(Outline the key areas of knowledge – technical or role specific – the incumbent needs.)
Key skills/abilities
(Outline the key skills/abilities the incumbent needs to meet the required outcomes of the role.)
Personal attributes
(Outline the key personal characteristics the incumbent needs to possess in order to perform the role.)
Experience (including length and depth of experience requirements)

(Outline the type of work experience the incumbent needs, including the length and depth of experience.)

For further information on job analysis, refer to:
• VPS Employment Capability Framework Card Set, Victorian Government Recruitment
Capabilities Card Set and Victorian Public Employment Capability Framework Card Set
Commonwealth of Australia, 2007 (available at: www.apsc.gov.au)
• organisational value statements
• existing position descriptions
• O*NET website (http://online.onetcenter.org/)
• Public Sector Standards Commissioner. Guidelines: merit in employment, 2006 (available at
www.ssa.vic.gov.au)
• Public Sector Standards Commissioner. Standards: application of the public sector
employment principles, 2006 (available at www.ssa.vic.gov.au).
• State Services Authority’s publication Future directions for workforce planning: analysis and
discussion, 2007 (available at www.ssa.vic.gov.au).

6 recruitment – attraction
overview of attraction
Position
description
criteria
•Identify
and attract
a pool
of qualified
candidates
Attracting the right candidates to apply for vacant roles is an important step in the recruitment
selection process. Essentially attraction, including advertising is a chance for organisations to
market and sell the position and its organisation. In a tight labour market, this is particularly an
important aspect. It’s also important to understand if attraction is done well, this in turn positively
affects the recruitment outcomes and is a key lever for retention.
As attraction is a subject area that requires comprehensive research, this section only provides an
overview of recruitment advertising factors for consideration6.
factors for consideration
Develop a good understanding of your target audience
• Undertake research to find out who your target audience is – find out about where the target
audience is.
• Have you undertaken a job analysis to identify key requirements for the role? What about what
your organisation offers? What are the benefits? What is your organisation’s value
proposition?
• What are the media consumption habits of your target candidate groups?
Understand the current labour market
• Do you understand the general trends in supply and demand for the skills set you are
recruiting for?
• How easy will it be to find candidates with the skills set in the current local, regional, national
and international labour market?
• What does the current labour market offer in terms of salary and/or benefits for the type of role
you are recruiting for?
6
This information has been incorporated from the Recruiting Roundtable’s research Breaking the Quality–Time
Compromise (2005).

• What do long-term talent supply trends look like? Are the skills set or position you are
recruiting for likely to get easier or harder to source?
• How closely does your job description match the profile of candidates available on the job
market?
TIP: Understanding your current labour market will also help to inform how you undertake your recruitment selection
process. In a tight labour market, an expeditious recruitment process is important.
Know your competition
• Are other organisations currently recruiting for or terminating employees for a similar role?
• How similar are other organisations’ position descriptions to your’s (i.e., are you competing for
the same talent)?
• How strong is the demand for the skills set and/or the role you are recruiting for?
• Where are other organisations typically sourcing for individuals of this profile?
• What salaries are other organisations offering for a similar role?
• What is happening in the international environment that may be influencing shortages in the
labour sector you are trying to reach?
Market the role
• Assess whether the vacancy should be advertised using whole of Government branding or
departmental/agency branding.
• Is the language you use in advertisement relevant to your audience?
• Sell the benefits of working for your organisation.
• What advertising/communication channels have you considered?
Monitor and review
• Collect data on all recruiting methods to measure the return-on-investment in terms of number
and quality of hires yielded relative to source investment.
• Consider the following when deciding on a recruiting method:
- Be selective in the strategy you use for posting vacant positions. Rather than posting
vacancies on multiple websites, focus only on those that give you high-quality candidates.
- Leverage your networks with recruiters at other organisations and information gathered
from recruiting publications to learn which third-party web sites are most effective.
• Keep a record of recruiting methods used, the costs and the appointment of candidates that
directly correlate with the recruiting methods used.
TIP: Note that attraction methods for regional and rural recruitment will need to be different to those for metropolitan
areas. It is important to ensure that you understand the particular factors facing regional and rural recruitment
prior to advertising.

screening and short-listing
Position
description
criteria
•Use a
standard
application
form
•Record and
acknowledge
applications
•Develop a
short-listing
plan
The screening and short-listing process involves determining which applicants meet the minimum
key selection criteria (KSC) to perform the job satisfactorily (screening) and/or ranking applicants to
progress to the next stage of the selection process (short-listing). For ease of understanding, this
process shall be referred to as “short-listing” in this document.
Short-listing candidates supports an efficient applicant assessment process through assertaining

whether they meet the relevant criteria to reduce the applicant pool to a manageable size. The
Recruiting Roundtable research states that an effective short-listing process based upon the
foundations of a solid job analysis contributes 8% to a successful hire.
Best practice in short-listing applicants include:

• using a standard application form (refer to S1: standard application form for more information);
this form should:
− standardise the format and information collected from applicants to reduce potential
subjectivity in the assessment process
− contain statements indicating that the form has been reviewed for fairness and equity
− communicate who sees the information, privacy and how information will be used in the
selection process
− state that applicants may be required to verify the information provided
• using a scoring procedure to evaluate whether applicants meet the KSC or determine ranking
for the next stage of the selection process (refer to I2: how to use a descriptively anchored
rating scale for more information)
• developing, where possible, a talent pool (with the applicant’s permission) of those who were
not successful for this particular position but who may be suitable for an alternative position.
TIP : In a tight labour market, give consideration to candidates who show the potential to meet all KSC in time
through training.

TOOL DESCRIPTION
S1: Standard application form This document provides guidance on the content of the application form in line
with best practice.
S2: Short-listing plan This document provides guidance on how to short-list applicants who will
progress to the next stage of the selection process. It highlights the need to
identify key selection critieria and the minimum skills or experience levels
applicants are required to possess. It contains a template for short-listing
applicants.

S1: standard application form
The use of a standard application form means that applicants can be equitaby compared on
content provided. The use of a standardised application form provides a more transparent and
objective approach to recruitment than traditional resume screening as it reduces the risks of
assessing applicants on non-job relevant criteria, e.g. résumé style/presentation.
question design
Questions contained in the application form should not:

• be unfair or biased
• contravene equal opportunity laws by containing potentially discriminatory questions, such as the
candidate’s gender, date of birth, etc
• be unrelated to job success.
Suggested areas to include in the application form are:
• education: qualifications obtained
• employment/work experience: with sections to outline previous position title, responsibilities and
achievements in job roles
• competency based questions: questions requiring candidates to demonstrate how they meet the
key selection criteria
• referee details: these should ideally be work-related referees who in some way managed the
individual (i.e. not a peer).
statements
Instructions and questions in the application form may influence whether candidates:
• apply for a job
• react favourably to the organisation
• are likely to accept an offer of employment.
Therefore it is important that the application form should state:

• that the application form has been reviewed to ensure it is job related and fair (if such a review
has taken place)
• who will see the information
• how applicant responses will be used to arrive at a selection decision.
Applicants should also be reminded of the importance of providing accurate information. The
application form should contain the following:
• a statement indicating the consequences of providing false information
• a statement that all information provided by applicants may be thoroughly checked and/or the
applicant may be asked to produce evidence should it be required.

S2: short-listing plan
The short-listing plan template (provided below) records the elements to assess when short-listing
applicants from the application stage to the interview stage of the selection process. This method
is used to reduce the number of applicants into a smaller, more manageable pool.
instructions
1. Identify the key selection criteria (KSC) for the role and list them in the top row of the template.
• Refer to J4: how to develop key selection criteria
2. Identify and list the minimum skill or experience levels applicants must have for each KSC to
progress to the next stage of the selection process in the second row of the template.
• Examples of minimum skills or experience level required are:
o 2 years experience in …
o completion of a degree in …
3. Score application forms on each KSC using a descriptively anchored rating scale. Refer to I2:
how to use a descriptively anchored rating scale for more information. Using a descriptive
rating scale ensures an objective assessment is undertaken.
4. Those who have passed all the minimum skill/experience level for each KSC can be short-
listed to proceed to the next stage of the selection process. If however there are a large
number of applicants who meet the mimimum requirements, relfect back to the first part of the
planning stage and conduct the number of interviews that you had decided on initially. For
example, if you had decided you would conduct 5 interviews for 1 position, invite the top 5
rated candidates to interview.
The short-listing template allows ranking of applicants according to their compatibility to each
KSC. Prima facie evidence of an applicant’s ability to meet the KSC at this stage can be assessed
through the information provided in the application form.
Key selection criteria KSC 1 KSC 2 KSC 3 KSC 4 Proceed
Total D/U
Minimum rating required to 3/5 3/5 3/5 3/5 12/20 -
meet selection criteria
Candidate 1 2/5 1/5 3/5 2/5 8/20 U
Candidate 2 3/5 3/5 4/5 3/5 13/20 D
Candidate 3 4/5 5/5 5/5 2/5 16/20 D
Candidate 4 3/5 3/5 3/5 3/5 12/20 D
Candidate 5 1/5 2/5 4/5 2/5 9/20 U

For further information on screening and short-listing, refer to:
• Existing documentation on the selection process produced by the organisation
www.ssa.vic.gov.au)

7 interviewing and additional
assessment
Position
description
criteria
•Conduct
interview
and/or other
assessment
techniques
•Use a
rating
method to
assess
applicants
The Recruiting Roundtable research indicates that the interview and additional assessment stage
of the selection process contributes 27% to the successful hire of a quality applicant.
Interviewing is the most commonly used recruitment selection technique. It can be expensive, time
consuming and most organisations do not maximise its value. However, if used appropriately,
interviewing can be a good predictor of work performance.
Research suggests that many organisations conduct unstructured interviews (i.e. have the person
in for a ‘chat’ to see what they are like). They may also simply ask the same questions of each
applicant believing this constitutes a ‘structured’ interview. This is only considered best practice if
the structured questions are behaviourally-oriented. Interviewing that is not behaviourally-oriented
(structured or not) does not align with best practice and is not considered an effective and
consistent method of predicting work performance.
The key selection criteria (KSC) arising through the job analysis should be used to create the
behaviourally-oriented interview questions.
people involved in the interviews

The hiring line manager should form part of the interview panel as they:
o will have an in-depth knowledge of the job
o are well placed to identify high calibre applicants due to their level of involvement in the
job analysis process.
All interviewers on the panel should be appropriately trained in interviewing techniques.
o this training should specify how to conduct a structured, behaviour oriented interview,
how to provide effective feedback, instructions on note taking, how to avoid interviewer
bias and how to select applicants based on merit

o this training should be conducted regularly to update/refresh interviewers on
interviewing skills.
preparing questions and conducting interviews

Interview questions should be behaviourally-oriented and based on each of the critical KSC, as
determined through the job analysis process (refer to I1 for more information).
o Behaviour based interview questions are recommended over situational questions (e.g.
asking an applicant what they would do if presented with a particular situation), as past
behaviour is the best predictor of future performance.
Behaviourally-oriented competency interviews ask applicants to draw on past behaviour that has
demonstrated the particular competency in question. Interviewers should note applicant responses
in the following areas:
o context: what the situation/background was
o action: what the applicant actually did
o result: what the outcome(s) of the applicant’s action(s) were.
An example of this could be:

o Please describe a time when you were required to communicate a particularly difficult
message. What was the situation (context), what did you do (action) and what was the
outcome (result)?
scoring interviews
Interviewers should assess applicant responses using a descriptively anchored rating scale.
o A descriptively anchored rating scale uses descriptors to help define the numerical
ratings (refer to I2: how to use a descriptively anchored rating scale for more
information).
o This helps align interviewers’ scores and removes some of the subjectivity of rating.
using additional assessment techniques

Research states that additional assessment techniques can enhance the quality of hire. Additional
techniques add incremental validity to the structured, behaviour oriented interview through
providing a higher level of prediction of on-the-job performance.
Additional assessment techniques may take a number of different forms. They could include
psychometric testing (personality or cognitive ability), work sampling, or job knowledge testing.
The outcomes of the additional assessment techniques should then be incorporated in making the
selection decision (refer to Section 6: job analysis and M1: individual applicant scoring template for
more information).
o Additional or other assessment techniques may include psychometric testing, work
sample testing or job knowledge testing (refer to I4: additional assessment techniques
for more information).
o The addition of these techniques significantly increases the level of prediction of how
well an applicant is likely to perform on the job.
Note: The additional assessment techniques outlined in this tool kit are best administered, and
the results analysed, by trained professionals, such as psychologists.

TOOL DESCRIPTION
I1: Turning knowledge, skills This document outlines how to create behaviour oriented interview questions.
and attributes/key selection Specifically, it defines how to turn key selection criteria into interview questions.
criteria into behaviour
oriented interview questions
I2: How to use a descriptively This document details how to use a descriptively anchored rating scale to rate
anchored rating scale applicant responses to interview questions.
I3: Sample interview scoring This document provides a template for a sample interview question. In practice,
template the template should be adapted to detail each specific interview question (i.e. use
one of these templates for each interview question).
I4: Additional assessment This document provides details of additional selection techniques that enhance
techniques the selection process through offering greater insight into the applicant and
providing greater rigour in the selection process.

I1: turning key selection criteria into
behaviour oriented interview questions
Key selection criteria (KSC) should be used to develop appropriate behaviour oriented interview
questions. The aim of behaviour oriented questions is for the applicant to demonstrate through
past behaviour that they have the required KSC. A behavioural consistency principle says that
past performance is the best predictor of future behaviour.
Requisite knowledge, skills, and attributes (KSA) are turned into a KSC by simply making them
behaviourally based. For example, if the job analysis process determines that knowledge of
industrial relations laws is a key requirement of the role, then this can be turned into a behaviourally
based KSC by adding “please give an example” in front of the requirement i.e. “please give an
example of a time you had to interpret IR legislation”.
This KSC can then be used as a behavioural interview question. For example, please read the
following:
• If ‘knowledge of Enterprise Bargaining Agreements’ is deemed critical to perform effectively in
the role, a behavioural interview question developed to support this could be as follows:
o Please describe a time when you had to negotiate an Enterprise Bargaining Agreement
with a union. What was the situation, what did you do and what was the result?
By adding the follow through questions i.e. “what was the situation, what did you do, and what
was the result”, applicants are sufficiently prompted to answer questions using the CAR response
format:
• C = context (provide brief background of how the situation arose)
• A = action (provide details of what they did in this situation)
• R = result (provide details of the outcome of their actions).
If applicants answer the question using the CAR format, it aids in the efficiency of scoring the
responses using a descriptively anchored rating scale. A guide to using this rating scale is
provided in I2: how to use a descriptively anchored rating scale of this document.

I2: how to use a descriptively anchored
rating scale
The use of a descriptively anchored rating scale is considered best practice as it provides a greater
level of rigour to the assessment process.
These rating scales use a description of the KSC to correspond with a numerical rating. They
should be developed for each interview question to assist interviewers in rating interviewee
responses.
When this rating scale is used, the level of reliability between raters increases which increases the
validity of the selection technique (i.e. there is a better alignment between ratings given by
interviewers).
An example of a descriptively anchored rating scale is as follows:

• 1 = much less than acceptable. Applicant did not at all demonstrate how they [insert KSC
being measured]
• 2 = less than acceptable. Applicant insufficiently demonstrated how they [insert KSC being
measured]
• 3 = acceptable. Applicant demonstrated sufficient evidence of how they [insert KSC being
measured]
• 4 = more than acceptable. Applicant demonstrated detailed evidence of how they [insert KSC
being measured]
• 5 = much more than acceptable. Applicant significantly demonstrated in great detail how they
[insert KSC being measured]
The template in I3: sample interview scoring template with rating scale provides an example of
using the scale by assessing the skill ‘decision making’.

I3: interview scoring template
This template provides an interview scoring tool to capture and assess applicant responses against the identified key selection criteria (KSC). This template
can be used for each KSC being assessed. An example based on assessing the skill “decision making” is provided in the template.
Applicant name:___________________________________________________________________________________________________________________
Key selection criteria – Ability to make clear decisions under pressure Rating:
Definition: Decision making involves segmenting the components of an issue in a systematic fashion and exploring the implications. It entails exercising judgement to interpret information
and decide on an appropriate course of action.
Question: Please describe a time when you had to make a difficult decision in a high pressure environment. What was the situation, what did you do, and what was the result?
Notes:
Context: Action: Result:
Descriptively anchored rating scale provided on the following page.

Descriptively anchored rating scale:
1 = much less than acceptable. Applicant did not at all demonstrate a structured process to making a decision
2 = less than acceptable. Applicant insufficiently demonstrated a structured process to making decisions
3 = acceptable. Applicant demonstrated sufficient evidence of how they break down components and gather information to make a decision
4 = more than acceptable. Applicant demonstrated step-by-step how they break down components of an issue and how they exercised judgement to interpret information to make a
decision
5 = much more than acceptable. Applicant significantly demonstrated in detail how they systematically break down components of an issue, explore the implications of their decision, and
interpret relevant information in order to decide on a course of action.

I4: additional assessment techniques
The use of additional assessment techniques significantly enhances the selection process and
increases the likelihood of a successful hire.
The following section provides a quick guide on what additional assessment can be used in which
setting. An overview of ‘why, what, who and how’ each additional assessment technique may be
best employed appears below7.
TIP : In a tight labour market, give consideration to how applicants will perceive additional assessments –
research shows that work related tests are received well.
Balance additional assessment against the desirability for the role i.e. if a role is difficult to fill, consider
alternative recruitment selection techniques if additional assessments would be preventing applications.
psychometric assessment
Psychometric assessment is widely considered an essential component of best practice. The type
of tests typically used for selection purposes are personality, cognitive ability, work styles and
motivation. Research outlines that combining cognitive ability test with a personality test
measuring conscientiousness will provide a better prediction of work performance than cognitive
ability alone.
All psychometric assessments need to be administered and interpreted by a qualified professional
(i.e. a psychologist, accredited HR Professional), however the following information provides an
indication as to what assessments may be administered.
Cognitive ability
Why
Research outlines that cognitive ability or general mental ability is well-established as the most important predictor of
work performance. Testing for cognitive ability is important because it has a direct effect on job knowledge acquisition
– individuals who have higher cognitive ability acquire more job knowledge, are able to acquire it faster and are able to
compute complex information quickly and accurately.
What
Generally, the recommended cognitive ability tests are those that test for numerical and verbal reasoning. These tests
should have been peer reviewed (i.e. tested by other researchers in the field). To this end, the tests published by the
Australian Council for Educational Research have been peer reviewed and are available to most human resources
professionals.
Who
It is recommended that cognitive ability be assessed for all roles at any level. The use of appropriate norm groups will
help assess the aptitude of an applicant in relation to similar others (i.e. scores for an individual applying for an
administrative role should be compared against an ‘administration’ norm group). For higher level roles, more difficult
tests can be used. For lower level roles, easier tests can be used.
How
Cognitive ability results can be interpreted by someone with relevant qualifications. Many psychological/HR consulting
firms have access to cognitive ability instruments and can administer and interpret the results for you. Alternatively,
organisations may consider accrediting suitable internal staff in certain instruments to build internal capabilities in this
area. It is not recommended, however, that an individual without appropriate qualifications/accreditation administer
7
Note that following a merit based process is still possible whether additional assessment techniques are used or not.

these tests or interprets results.
Personality assessment
Why
Personality assessment provides insight into an applicant’s personal style,i.e.how conscientious they are, how well they
cope with stress, how they cope with frustration and anger, etc.
What
A highly recommended personality assessment is the NEO PI-R. This inventory is based on a 5-factor model of
personality and is the most widely validated personality instrument. There is considerable research evidence that
suggests that the 5-factor model of personality is a strong predictor of performance on the job.8
Who
It is recommended that an applicant’s personality is assessed for roles at any level. It is strongly recommended that
applicants who may move into, or are already in, positions of leadership and management be assessed. This is due to
the unique insight it provides into how a person is likely to lead others.
How
Personality inventories can only be interpreted by qualified/accredited individuals. Many psychological/HR consulting
firms have access to instruments such as the NEO PI-R and can administer and interpret the profile for you. The NEO in
particular should be interpreted by a psychologist; however, there are other personality instruments that non-
psychologists can obtain accreditation in. Suitable individuals may be eligible for accreditation, which would create
internal capabilities in this area.
Work sample and job knowledge assessment

Why
Work sample tests and job knowledge tests can be used to ascertain specific skill levels required before beginning a
position (i.e. skills cannot be learnt on the job). These two types of tests are quite similar in nature. Job knowledge tests
measure critical knowledge areas needed to perform a job effectively and are generally used to assess specific skill
sets,i.e.technical skills such as IT programming. Work sample tests assess the actual execution of the critical
knowledge,i.e.they are practically based rather than knowledge based.
What
Given the work sample or job knowledge test is unique to the role, there is generally no ‘off-the-shelf’ solution. Tests of
this nature need to be specially developed. Ideally, these tests should be developed by an organisational psychologist,
and administered and scored by trained human resources specialists. Scoring work sample tests involves trained
experts observing and rating behaviour, whereas job knowledge tests are written tests that have right/wrong response
options.
Who
It is recommended that these tests be used for technically oriented roles where specialist skills are required prior to
entry into the role.
How
The trained specialist who scores the test or observed behaviour should be the one to interpret the results. These
8
For example: Costa, P.T.Jr. Work and personality: Use of the NEO-PI-R in industrial/organisational psychology. Applied
Psychology: An International Review. Vol 45(3) Jul 1996, 225-241; Piedmont, R.L. & Weinstein, H.P. Predicting supervisor
ratings of job performance using the NEO Personality Inventory. Journal of Psychology: Interdisciplinary and Applied. Vol
128(3) May 1994, 255-265; Barrick, M.R & Mount, M.K. The Big Five personality dimensions and job performance: a meta-
analysis. Personnel Psychology. Vol 44(1) Spr 1991, 1-26; Detrick, P. et al. Validity study: relationship between personality
and academy performance. Applied H.R.M. Research. Vol 10(1) 2005, 99-102

results can then be written up and fed back to the hiring line manager.
Assessment centre
Why
Assessment centres are a moderately good predictor of work performance and are helpful to use in volume recruitment
assignments. Cost effective and efficient when assessing a large number of applicants, they may also assist in the
applicant screening process.
What
Assessment centres typically involve assessment of social interaction and behavioural characteristics. They should be
developed in relation to the KSA determined through the job analysis process. Tests such as work samples, group
discussions, etc can be assessed using an assessment centre methodology.
Who
Assessment centres are not typically used for high level roles (i.e. senior executives), as there are generally not the high
numbers of applicants available to use this methodology. Assessment centres are best used when there are a large
number of applicants to assess for a large number of vacancies (e.g. graduate program recruitment). Typically,
assessment centres are used for lower level roles where a high number of staff are required.
How
Trained assessors run the assessment centres and assess applicants’ observed behaviours and written material. Due to
their extensive professional training in this, psychologists should design and run the process. However, in-house staff
(e.g. hiring line manager, human resources representative) should be involved in this process as they can offer unique
insight due to their knowledge of the internal environment and the role being assessed. Internal assessors should,
however, be trained in assessment centre administration and scoring.

For further information on interviewing and additional assessment techniques, refer to the following
resources:
Commonwealth of Australia, 2007 (available at: www.apsc.gov.au)
• Assessment Decision Guide (available at
http://apps.opm.gov/ADT/ContentFiles/AssessmentDecisionGuide071807.pdf)
• Standards for Psychological Testing (available at www.apa.org)
• Uniform Guidelines on Employee Selection Procedures (29 CF Part 1607) (available at
www.uniformguidelines.com)
• Public Sector Standards Commissioner. Guidelines: merit in employment, 2006 (available at:
www.ssa.vic.gov.au)
employment principles, 2006 (available at: www.ssa.vic.gov.au).

8 reference checking
Position
description
criteria
•Undertake
reference
checking
•Use rating
method to
score
responses
Reference checks are generally used to obtain four types of information:

1. employment dates
2. appraisal of an applicant’s claim against the key selection criteria (KSC)
3. estimates of an applicant’s job performance capabilities
4. employer’s willingness to rehire the applicant.
To this end, professional referees (i.e. a previous employer) should be contacted to provide
information on the applicant. If an applicant does not provide professional referees and does not
have a reason for not doing so, this could highlight a ‘red-flag’ around their past experiences. It
may be beneficial to explore reasons as to why recent previous employers’ details are not given
may be be explored.
Telephone reference checks are the most frequently used method of reference checking. This
method has a number of advantages:
• high return rate

• allows the reference checker to ask follow up questions for clarification
• inexpensive to conduct.
A structured approach to reference checks improves its value. A standardised questionnaire that
requires referees to rate the applicant’s standing on a number of job relevant attributes (rating
scale 0–5) with a descriptively anchored response format should be used. A standard reference
checking template is provided in R1: reference check template.

TOOL DESCRIPTION
R1: Reference check template This document provides a structured reference check template.

R1: reference check template
Provided below is a standard reference check template that can be combined with a rating scale
for referee’s responses to provide a structured reference check.
instructions to complete the template
Complete the below template by:
• inserting the specific key selection criteria (KSC) in the template to assess the applicant that
requires a referee check
• using one template for each applicant
• contacting professional referees (i.e. a previous employer) to seek information on the applicant
• prompting the referee (where possible) to provide specific behavioural examples (i.e. example/s
of when and how the applicant demostrated the particular KSC) to support their response,
particularly when asking questions related specifically to the KSCs
• confirming (during a telephone reference check) with the referee the information that has been
provided by either emailing them the completed template or reading back the information
provided.
The most effective use of reference information is to combine it statistically with other selection
data to make a final decision
Under to the Freedom of Information Act, the information provided during this conversation may be accessed by
(enter applicant’s name here). Are you happy to proceed with the reference check?
Date of check:
Check completed by:
Name of applicant:
Position applied for:
Referee:
(name, title, organisation)
In what capacity do you know the applicant?
Time employed with your organisation:
Applicant’s previous work responsibilities:
Applicant’s reason for leaving:
Applicant’s previous level of performance:

Applicant’s previous working relationships with:
Peers
Subordinates
Did ____________________________________ supervise anyone in their position?
(If yes) Can you tell me about __________________’s supervisory skills and style?
Superiors
How do you consider that the applicant is best managed?
What do you consider the applicant’s outstanding strong points to be?
Applicant’s limitations
Are there any areas for improvement that you can suggest as _______________ moves forward in their career?
Honesty and integrity
Are company values important to ______________________________________?
How have they demonstrated this? __________________________________________________________
Specific behavioural questions relating to each of the KSC
Ask specific behavioural questions in relation to the KSC. These questions will be unique to each reference check. Rate each
question out of 5.
Descriptively anchored rating scale:

Insert rating scale devised to rate interview questions. Refer to I2: How to use a descriptively anchored rating scale.
KSC 1
KSC 2
KSC 3
Would you re-employ the applicant if you had the opportunity? Why/why not?
Is there anything else a future employer needs to be aware of?

For further information on reference checking, refer to:
www.ssa.vic.gov.au)

9 making a selection decision
Position
description
criteria
•Combine
selection
data
•Identify
applicant
who best
meets the
selection
criteria.
It is common throughout organisations for a ‘global judgement’ to be made to assess an

applicant’s suitability to the role. This is a subjective process that does not align with identified
best practice.
An alternative method is to numerically combine all ratings for each applicant through the
recruitment selection process to provide the basis for a selection decision. This is an especially
good method when more than one selection technique is used. This approach means the
selection decision is more objective.
This section provides templates to record applicants scores and assess them in an objective
approach (i.e. by combining the ratings) to make a selection decision.
recording individual applicants’ scores
A template for recording individual applicant’s scores is provided. This template can be used to
combine the scores on each selection method to arrive at an overall score for the applicant. If a
personality assessment is used in addition to the other selection techniques, do not include the
score for this assessment in this template as “personality” cannot be reduced to a numerical
rating. Personality assessments need to be conducted by a trained professional (i.e. psychologist)
and should be carried out as a final selection methodology on the highest ranked short-listed
applicants.
comparing numerous applicants’ scores
A template is provided to compare numerous applicants in order to make a more objective

selection decision. If a personality assessment is used at the end of the selection process, the
professional administering and interpreting the assessment will be able to consult with you to help
make the final hiring decision.
TIP 1 : In a tight labour market, give consideration to applicants who demonstrate the potential to meet all KSC in time

through training.
TIP 2: Provide constructive feedback to applicants who are unsuccessful. Where possible, (with the applicants’
permission) include unsuccessful applicants in a talent pool for suitable alternative positions.

TOOL DESCRIPTION
M1: Individual applicant scoring This template can be used to combine the scores on each selection method and
template arrive at an overall score for an applicant.
M2: Comparative applicant This template can be used to compare numerous applicants to make a more
scoring template objective selection decision.

M1: individual applicant scoring template
This template can be used to combine the scores on each selection method and arrive at an overall score for an applicant (use this template for each
applicant being assessed). As psychometric testing uses different scoring, it is best to consider these scores outside this template (with the help of a trained
professional).
instructions
• In the top row enter the applicant’s name, and the key selection criteria (KSC) for assessment. On the left hand side column, enter the selection
techniques used to assess the KSC. It is important to note that every selection technique will assess each KSC, so areas that are not assessed can be
blanked out, e.g. the interview may only assess KSC 1 and KSC 4, so the boxes at KSC 2 and KSC 3 should be blanked out to indicate they are not
applicable to that particular technique.
• Enter the scores for each KSC assessed. Combine then averaged across each KSC to create overall scores e.g. 3 + 5 / 2 = 3.5
• Include any comments to explain each of the ratings, citing behavioural examples. Areas for development should be noted, as this will either be useful
for delivering feedback to unsuccessful applicants or will provide valuable on-the-job information for successful applicants.
The template below provides examples in italics to assist in completing the template.
Applicant name: Mary Smith

Selection technique KSC 1 KSC 2 KSC 3 KSC 4 Comments
e.g. e.g. e.g. relevant e.g. flexible
demonstrated knowledge tertiary and adaptable
ability to of financial qualification
manage modelling. (CA/CPA
budgets qualified)
Application form 4/5 Mary has a relevant background and has the requisite qualifications to perform in this role
Interview 4/5 4/5 Mary demonstrated her knowledge of financial modelling through her response to the relevant
behavioural interview questions. She also demonstrated through her responses that she is

adaptable in the workplace.
Additional 3/5 Mary’s aptitude assessment results fell in the above average range, therefore demonstrating
Assessments (i.e. her numerical reasoning abilities.
aptitude test)
Ref. Check 4/5 4/5 4/5 Mary’s referee responses supported scores attained through the other selection methods.
Overall Score 3.5/5 4/5 4/5 4/5 Overall, Mary presented as a high calibre candidate who should be seriously considered for
this role.
(average of the KSC
scores)
Development areas No significant areas for development arose through the selection process.

M2: comparative applicant scoring template
This template presents the score results for each applicant to facilitate the decision making process. Not all selection techniques have been included in this
table (i.e. assessment centre, work sample testing), however they can be included where necessary.
As psychometric testing uses different scoring, it is best to consider these scores outside this template (with the help of a trained professional). It is also
possible to use a scoring scheme that weights the different key selection criteria (KSC) e.g. leadership skills or negotiating skills; however, this has not been
used in the template to ensure its simplicity.
instructions
• In the top row enter the applicants’ name, and the KSC for assessment. It is important to note that not every selection technique will assess each KSC,
so areas that are not assessed can be blanked out, e.g. the interview may only assess KSC 1 and KSC 4, so the boxes at KSC 2 and KSC 3 should be
blanked out to indicate they are not applicable to that particular technique. Specific KSC should be entered by name to save confusion.
• On the left hand side column, enter the selection techniques used to assess the KSC.
• Enter the scores for each KSC assessed. Average scores for each KSC assessed e.g. 3 + 4 / 2 = 3.5. Add each average score to provide a total score
for each applicant which can assist in comparing applicants e.g. 3.5 + 4 + 4 + 4 = 15.5
The template below provides examples in italics to assist in completing the template.
Applicant name: Mary Smith Applicant name: Joe Bloggs

Selection KSC 1 KSC 2 KSC 3 KSC 4 Selection KSC 1 KSC 2 KSC 3 KSC 4
technique technique
e.g. e.g. e.g. relevant e.g. flexible e.g. e.g. knowledge e.g. relevant e.g. flexible and
demonstrated knowledge tertiary and adaptable demonstrated of financial tertiary adaptable
ability to of financial qualification ability to manage modelling. qualification
manage modelling. (CA/CPA budgets (CA/CPA
budgets qualified) qualified)
Application form 4/5 Application form 3/5
best practice recruitment selection methodology and tools 61

Interview 4/5 4/5 Interview 2/5 3/5
Additional. 3/5 Additional 2/5
Assessment Assessment
Ref. Check 4/5 4/5 4/5 Ref. Check 2/5 3/5 3/5
Average score 3.5/5 4/5 4/5 4/5 Average score 2/5 2.5/5 3/5 3/5
Total Score 15.5 Total Score 10.5

For further information on making a selection decision, refer to:
www.ssa.vic.gov.au)

10 onboarding
Position
description
criteria
•Arrange a
structured
induction
•Arrange a
buddy
•Obtain formal
feedback from
new starter
•Monitor and
manage
probation
Onboarding also known as organisation socialisation facilitates a new starter’s adjustment into an
organisation. Effective onboarding is an investment in employee retention, morale and productivity.
The Recruiting Roundtable research states well-managed onboarding contributes 18% to the
successful hire of a quality applicant.
Industry best practice suggests onboarding should involve:
• conducting a structured induction process that covers tactical and administrative issues
• using a buddy system
• obtaining formal feedback from new starters after a specified time in the new role
• monitoring and managing probation.

TOOL DESCRIPTION
O1: Structured induction This template provides information on a structured induction process and a
process checklist.
O2: The buddy system This templates offers a guide to putting in place a buddy system.
O3: Managing job expectations This template provides strategies to manage new starters’ expectations to
ensure.
O4: Probation periods This template provides guidance on implementing probation periods and the
factors to consider.
65 | best practice recruitment selection methodology and tools

O1: structured induction process
Induction should be a standardised process for all new starters. It is the first step in building a
relationship between the organisation and the employee. Research outlines that the transition to
the new workplace is made easier and more effective for both the new starter and the employer if
there is an effective induction/onboarding process.
The potential benefits of a structured induction process are:
• alignment of new starters with the organisation’s mission, vision, and values
• an improved understanding of the organisation and where they fit into the organisation’s plans
and goals for new starters
• the retention of high performers.
induction content
Content of the induction process should cover both administrative and tactical issues, such as:
• administrative forms (such as payroll information) should be distributed and completed prior to
orientation to focus new starter training on cultural integration
• organisational vision, mission and values should be communicated
• organisational business plan should be communicated
• learning and development and performance management programs should be outlined to the
new starter by human resources.
To achieve this, induction may be provided at:
• an organisational level
• a divisional level.
common mistakes
In designing the induction process, research9 indicates the following are common and costly mistakes:
• trying to cram 20 hours of information into four ‘mind-numbing’ hours of orientation
• running a slipshod, ‘fly by the seat of your pants’ program, believing that doing so has no
negative impact
• making new starter orientations as ‘dull as watching paint dry’
• using the ‘sink or swim’ approach to onboarding – that is, throwing new employees into the
organisation without appropriate support and coaching.
Following is a sample induction checklist that may be considered in preparing an induction process
for new starters.
9
Lee, D. How to avoid the four deadliest onboarding mistakes. And why you need to get onboarding right, 22 November
2005 (available at: www.ere.net/articles/db/3F9DEDC4BD074E23A72AD98B938382CA.asp).

Induction checklist sample
The induction process should typically take three months to complete, aligning with the standard
three month probation period. Below is an outline of the induction stages and person/s
responsible.
Induction stage Responsibility

1. Prior to commencement Human resources
2. Commencement Human resources
3. First day Hiring line manager
Buddy
4. First week Human resources
Hiring line manager
Buddy
5. First month Human resources
Hiring line manager
Buddy
6. First three months Hiring line manager
The following is a checklist of activities that need to be undertaken to induct new starters.
Activity Person responsible Completed

(Y/N)
Prior to commencement
Mail out to the new starter a kit of information that requires them to read, Human resources
sign, complete and/or return:
• letter of offer
• tax file number declaration
• superannuation form
• bank details
• emergency contacts.
Organise the following for the new starter: Human resources
• IT, such as establishing an email account, phone number, email address
and directory lists and computer
• work station, such as furniture and equipment
• premises security card
• business cards.
Assign a ‘buddy’ to the new starter Hiring line manager
Commencement

Introduce new starter to team. Hiring line
manager/Buddy
Provide new starter with organisational and divisional overview (this may be Hiring line manager
through two separate induction processes, where new starter may attend a
divisional induction and/or organisation induction).
Provide new starter with information and training on: Human resources
• premises
• IT systems
• use of telephones
• network directories and document standards
• document management and mail centre.
Follow up progress and answer questions. Buddy
First week
Discuss with new starter: Hiring line manager
• employment terms and conditions
• policies
• job requirement and performance expectations
• relevant business plans
• management reporting systems.
Organise for new starter: Human resources
• IT software training (if required)
• installation of appropriate databases and software, such as meeting room
bookings and human resources centre.
Inform new starter of group/team meetings. Buddy
First month
Discuss with new starter: Hiring line manager
• reporting process
• work expectations
• performance management
• career plan
• learning and development plan
• salary reviews/structures
• probation periods (if relevant).
Discuss with new starter: Human resources
• leave entitlements
• other relevant human resources information.

Discuss with new starter: Buddy
• emergency procedures
• first aid.
Discuss with new starter feedback on the induction process to date (refer to Hiring line manager
O3: managing job expectations for further information on managing
expectations).
Provide feedback to human resources on induction process. Hiring line manager
First three months
Review probation (if relevant). Hiring line manager
Complete probation review form and return to human resources. Hiring line manager

O2: the buddy system
The buddy system is designed to support and provide new starters with guidance and information
to assist their transition into their new role. It is also an opportunity for the assigned buddy to
directly (and positively) impact the experience new starters have with organisation.
The potential benefits of the buddy system are:
• faster integration of new starters into the organisation’s culture and processes
• increased employee satisfaction and morale.
buddy relationship
The assigned buddy should be from the same peer group level as the new starter and have
enough organisational experience to competently assist the new starter in the initial phase of their
employment.
Important aspects of the buddy’s relationship with the new starter include:
• confidentiality and trust

• the development of rapport and respect
• continuous interest in and communication with the new starter
• accessibility of the buddy to the new starter
• sharing knowledge and experience
• ensuring that the new starter is working effectively and achieving the goals of the business.
The relationship of a buddy is ongoing. It is expected that, within the first month of
commencement of employment, the reliance on the buddy relationship will be stronger. However,
as the new starter becomes more familiar and confident within the workplace, the buddy’s
responsibilities will become less evident.
buddy responsibilities
Following are suggested guidelines and expectations of the assigned buddy for the first three
months of the new starter’s employment.
Prior to commencement
• Call the new starter to welcome them to the team; check if they have any questions before
they commence
• Organise a lunch for the new starter’s first day in the organisation and invite other team
members
• Ensure you have time put aside in your diary (in line with the new starter’s schedule) to
dedicate to your buddy.
First day
• Be available to greet the new starter following their induction (if attending) or first thing in the
morning
• Take the new starter for a lunch with team members on their first day in the organisation

• Introduce new starter to key contacts/team members in the office
• Provide guidance on completing first common system requirements
• Refer new starter to the online induction material (if available).
First month
• Continue to introduce the new starter to members of the wider organisation and be available
to assist them in settling in.
• Ensure the new starter attends specific meetings with the division support team members.
• Where possible, provide on-the-job training on organisational processes, procedures and
policies.
• Provide assistance with business tools that the organisation may use.
• Assist with online induction module as required.
First three months
• Continue to provide support and assistance as required.

• Where possible, continue to provide on-the-job training on the organisation’s processes,
procedures and policies.

O3: managing job expectations
Managing new starter expectations is critical to enhancing the success of an applicant’s placement
in the organisation. Assessing and understanding whether employees are culturally, intellectually
and emotionally aligned with the organisation provides a stronger psychological contract between
the employer and employee.
A psychological contract is the degree of alignment between the communicated role requirements
and expectations with the reality of what is actually experienced. Where misalignment of
expectation and reality is high, an increased likelihood of resignation exists.
The potential benefits of managing new starter expectations and reality are:
• reduced risk of resignations

• improved workplace productivity and morale.
confidential communication
To align new starter expectations with reality, a formal feedback process should be obtained from
new starters after a specified period of time in the new role.
Feedback should:
• be collected by an external, independent person
• be treated confidentially.
Any individual information provided to the organisation by the third party must be authorised by the
new starter on a signed consent form.
feedback focus
The feedback sought should focus on:
• understanding what initial promises or statements were made during the selection process
that led to developing the new starter’s particular expectations
• obtaining the new starter’s perception on:
o their ability to realise the promises that were made to them
o career opportunities within the organisation
o values that are important to the organisation.

O4: probation periods
The probation period is important for effective performance management. It provides an
opportunity for the new starter to understand and appreciate job requirements and expected work
standards, and for the employer to address performance weaknesses during the probation period.
The potential benefits of actively managing probation periods are savings in resources otherwise
required for supervision, counselling, training and management of underperforming people.
Factors to consider for probation periods include:
• When planning the job and undertaking the job analysis:
• think about the application of probation periods, considering the nature of the job
• advise applicants that probation periods may or will apply (and the estimated duration)
during the recruitment process.
• Once the selection decision is made:
• set the probation period, reflecting on the successful new starter’s experience, expertise,
and so on.
• On job commencement:
• discuss the probation period with the new starter, including intent and structure.
• During the probation period:
• monitor new starter’s performance during the probation period and be clear about who is
responsible for monitoring (typically, the hiring line manager is responsible for monitoring
probations and confirming the appointment of employees); human resources will usually
provide hiring line managers with support on:
- key information to communicate to new starters throughout the probation period
- advice on how to manage poor performance
- reminders sent when probation periods are close to completion.
• meet with the new starter regularly regarding performance and probation.
• At the end of probation period:
• complete probation report

• notify the new starter and human resources of the probation decision (i.e. confirm
appointment or annulment of employment).

For further information on onboarding, refer to:
• Carless, S.A. (2007). Literature review on best practice recruitment selection techniques
• Recruiting Roundtable. Achieving operational excellence in recruiting: A new framework for
• existing documentation on the probation process produced by the organisation
www.ssa.vic.gov.au)

11 gap analysis assessment tool
The gap analysis assessment tool has been developed to provide a quick check for the VPS and
Sector to assess their recruitment selection processes against those defined as best practice.
Each phase of the recruitment selection process can be sub-totalled to help assess the application
of best practice. Phases that may score lower than others present as immediate opportunities for
improvement.
The questionnaire is on the following recruitment selection dimensions:

• job analysis and key selection criteria
• screening and short-listing
• interviewing and additional assessment
• onboarding
• the process (which includes evaluation of the selection process).
basis for scoring

The value ascribed to each phase of the process was taken from Corporate Excellence Board –
Recruiting Roundtable Operational Excellence Framework (Recruiting Roundtable) and indicates
that:
• effective job analysis contributes 22% to an effective hire
• effective screening and short-listing contributes 8% to an effective hire
• effective interviews and additional assessment contributes 27% to an effective hire
• effective onboarding contributes 18% to an effective hire
• a well managed process contributes 25% to an effective hire.
The VPS and the Sector are asked to assess their application of best practice on a 5-point scale
where:
• always is scored as a 4
• usually is scored as a 3
• sometimes is scored as a 2
• rarely is scored as a 1
• never is scored as 0.
The scoring process weights the responses to determine a result scored out of 100.
It is anticipated that the VPS and the Sector will use the tool to identify areas where they can
improve their implementation of best practice and also to measure their improvement over a
number of years through an annual assessment.
A score of 100 would indicate that the recruitment selection process was always to best practice,
where a score of 0 would indicate that it was never to best practice. Given the tool has yet to be
employed through the VPS and the Sector, there is no benchmark to suggest what total score out
of 100 effectively constitutes best practice.
It is expected that this tool as well as the cost benefit tool can be used to inform the systematic
assessment of the achievement of workforce planning goals that is planned as part of the Future
directions for workforce planning project.

Gap analysis assessment tool
Complete the following questionnaire by scoring your current recruitment selection practices under
each section. Sub-total your scores and complete the scoring table provided at the end. Multiply
your scores by the weighting factor to get a weighted score. The weighted scores will highlight
how your current practices compare with best practice.
Selection process
Sometimes (2)
Usually (3)
Always (4)
Rarely (1)
Never (0)
Job analysis and key selection criteria
1. How often do you conduct a job analysis to inform the job description?
2. How often do you conduct a job analysis to inform selection criteria?
3. How often do you involve incumbents in the process of identifying knowledge, skills and
attributes?
4. How often do you involve managers in the process of identifying knowledge, skills and
attributes?
5. How often do you find candidates are able to clearly understand the key selection
criteria?
6. How often do you communicate your organisation’s values to candidates in the selection
process?
Sub-total
Screening and short-listing
7. How often are candidates required to submit a completed standard application form?
8. How often is a scoring procedure used to evaluate whether applicants meet the key
selection criteria?
9. How often are applicants matched to other roles (i.e. to create a talent pool)?
Sub-total
Interviewing and additional assessment
10. How often are structured, behaviour oriented interviews used?
11. How often are interview questions structured around job related knowledge, skills and
attributes?
12. Do you ensure all panel interviewers are trained in appropriate interviewing techniques?
13. How often do you use a descriptively anchored rating scale to score applicants?
14. How often do panel members independently score applicants?
15. How often are applicants’ scores numerically aggregated into final ratings?
16. How often are personality tests used for roles?
17. How often are cognitive tests used for roles?
18. How often are work samples tests used for technically oriented roles?

19. How often are job knowledge tests used for technically oriented roles?
20. How often are assessment centres used for high volume recruitment?
21. How often are selection decisions based on a numerical aggregation of scores that
applicants achieve throughout the selection process?
22. How often are defined, structured reference checks used?
23. How often are reference checks assessed on a standardised scoring system?
Sub-total
Onboarding
24. How often do you use a structured induction process?
25. How often are probation periods used and actively monitored?
26. How often are new starters encouraged to discuss role expectations?
27. How often are new starters encouraged to discuss relationship expectations?
28. How often is the buddy system utilised?
Sub-total
The process
29. How often are selection processes evaluated, based on receiving internal feedback?
30. How often are selection processes evaluated, based on receiving external feedback?
Subtotal
TOTAL /120
Scoring Raw score Multiplied by weighting Weighted score
factor
Job analysis 0.92
Screening and short-list 0.67
Interviews and assessment 0.48
Onboarding 0.90
The process 3.13
Total /120 /100

12 cost benefit tool
The key benefits in adopting best practice recruitment selection processes are an improved quality
of hiring decisions which:
• contribute to a reduction in turnover of employees
• impacts on higher levels of productivity.
As with any recruitment selection practice, adopting best practice carries with it associated time
and costs. These time and costs per hire are:
• the recruiting team’s time spent on administering and executing the selection best practices
• the costs associated with developing a strong understanding of what constitutes best
practice, such as training, through the organisation
• administering or outsourcing any assessment tests used, such as psychological or cognitive
tests.
The case for adopting recruitment selection best practice should be based on a clear
understanding of the costs and benefits of changing from current recruitment selection techniques
to those identified as best practice. A cost benefit tool has been developed to assist human
resources practitioners to quantify the value of adopting a best practice recruitment selection
technique.
the tool
The output generated from the tool indicates the cost or benefit that is obtained over the estimated
service period of a successful new starter, resulting from adopting different recruitment selection
techniques. Users should note that, while the tool draws on research, user assumptions must also
be provided.
Information is required from the user in three worksheets to define the:
• position to be filled
• recruitment selection process to be adopted
• recruitment team used.
Default values are included and identified by cells coloured in green. These default values should
not be changed unless it is absolutely necessary.
The tool uses standard mathematical procedures and algorithms. It provides an estimate of the
incremental cost or benefit associated with various selection techniques but does not calculate the
cost or benefit associated with current methods.
The tool itself is a spreadsheet and supplied separately in the enclosed CD. It is supported by a
user guide.

appendix A glossary of terms
term description
applicants are individuals who apply for a vacant role.
attributes are the inherent person requirements that are additional to the ‘learned’ abilities of a person.
behaviour-oriented questions probe the applicant to recall a past behaviour to demonstrate their ability to meet the
knowledge, skills and attributes being measured.
best practice predicting who would be the best person for a role using a variety of selection methodologies.
candidates are individuals who are the target market and potentially may apply for vacant roles.
cognitive ability test is a psychometric test for measuring an individual's abilities e.g. verbal and numeric.
descriptively anchored rating scales uses a description of the key selection criteria to correspond with a numerical rating. They are
(DARS) used to rate applicants' responses to questions.
employee value proposition (EVP) is a combination of benefits, image and emotional messages to promote interest in public
sector employment.
eRecruitment is an online system that provides recruiting processes to attract, screen and recruit suitable job
candidates.
induction is part of onboarding and is the first step in building a relationship between the organisation
and the employee.
job analysis involves determining the required knowledge skills & attributes to perform in a particular role.
key result areas outline the outcomes of a role and why it is important. They are the business outcomes which
are necessary to have achieved in order for the new employee to be considered “successful”.
key selection criteria (KSC) are the criteria developed to assess whether candidates have the requisite knowledge, skills
and attributes in order to be able to perform in a particular role.
knowledge, skills and attributes (KSA) are the particular requirements the person needs to successfully perform the tasks of a role.
onboarding is also known as organisational socialisation. Onboarding assists newcomers adjust to their
new surroundings and learn the behaviours, attitudes, and skills necessary to fulfil their new
roles and function effectively.
person-organisation fit is the extent to which an individual’s values match those of the organisation.
screening determines if the applicant has the minimum qualifications to perform a job satisfactorily;
education level, experience and/or personal attributes are used as standards to screen
applicants
short-listing is used to reduce a large applicant pool to a smaller more manageable size (usually by using a
standard application form).
talent pool involves seeking expressions of interest from people to include their details in a database for
consideration for employment opportunities.
best practice recruitment selection methodology and tools— | 79

contact us
at the State Services Authority
Email: info@ssa.vic.gov.au
Phone: (03) 9651 1321
Fax: (03) 9651 0747
Postal Address:
3 Treasury Place
Melbourne 3002
www.ssa.vic.gov.au
supportinggovernment
servingvictorians

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What is the purpose of this toolkit?

What is the purpose of this toolkit?

What are the key functions of the State Services Authority?

What are the key functions of the State Services Authority?

best practice

ii | best practice recruitment selection methodology and tools—

The key functions of the Authority are to:

best practice recruitment selection methodology and tools— | iii

2 what is best practice? ..................................................................................... 5

3 outline of this tool kit ....................................................................................... 8

5 job analysis ................................................................................................... 18

6 recruitment – attraction ................................................................................. 32

screening and short-listing................................................................................. 35

7 interviewing and additional assessment ......................................................... 40

9 making a selection decision .......................................................................... 56

11 gap analysis assessment tool ...................................................................... 75

12 cost benefit tool.......................................................................................... 78

ii | best practice recruitment selection methodology and tools—

1.2 project context

3 | best practice recruitment selection methodology and tools—

4 | best practice recruitment selection methodology and tools—

2.1 best practice recruitment selection

5 | best practice recruitment selection methodology and tools—

6 | best practice recruitment selection methodology and tools—

Stage 1 Stage 2 Stage 3 Stage 4

timeframes: perform the of qualified form assessment

KSAs = knowledge, skills and attributes

Onboarding a formal onboarding program facilitates a newcomer’s adjustment into an

Each section in the tool kit is supported by:

The accompanying CD includes:

best practice recruitment selection methodology and tools—8

A glossary of terms is included in Appendix 1.

best practice recruitment selection methodology and tools—9

TIP : Planning is especially important to meet time and resource constraints.

10 | best practice recruitment selection methodology and tools—

best practice recruitment selection methodology and tools—11

Plan selection process and time line Hiring manager Day 1

12 | best practice recruitment selection methodology and tools—

Consult with a professional (i.e. your

Identify and attract a pool of Consider the following:

Check. Review Stage 2

best practice recruitment selection methodology and tools—13

Record and acknowledge

Advise successful and unsuccessful

Appoint successful applicant/s and

Arranged a structured induction Refer to template O1: structured

Monitor and manage probation Refer to template O4: probabtion

14 | best practice recruitment selection methodology and tools—

best practice recruitment selection methodology and tools—15

instructions to complete the assessment plan

2. Complete the KSC in the assessment template.

o For example, “ability to manage budgets”.

3. Determine the selection techniques to be used to assess the KSC.

o An example of selection techniques may be an application form, behaviour-oriented

The template below includes examples in italics.

Selection technique Key selection criteria (KSC)

16 | best practice recruitment selection methodology and tools—

best practice recruitment selection methodology and tools—17

•Collate tasks, •Turn tasks/

best practice recruitment selection methodology and tools—18