RECRUITMENT AND SELECTION GUIDE

Transcription

1 RECRUITMENT AND SELECTION GUIDE LGNSW

2 CONTENTS PART 1 Overview f the Framewrk... 1 Intrductin... 2 Overview and backgrund... 2 Capability framewrk aims... 3 Capability framewrk structure... 3 Capability framewrk uses... 3 Capability framewrk benefits rganisatinal... 4 Capability framewrk benefits individual... 4 Supprting material and tls prvided by LGNSW... 5 PART 2 USING CAPABILITIES IN RECRUITMENT AND SELECTION... 6 Intrductin... 7 Deciding t fill a psitin... 7 Psitin descriptin develpment... 8 Chsing hw t fill a psitin... 9 Capability-based recruitment prcess Applicatin requirements and shrtlisting Assessing the pl f shrtlisted candidates general Assessing shrtlisted candidates capabilities Writing up the assessment f capabilities Onbarding and inductin Further Infrmatin PART 3 TEMPLATES TEMPLATE 1 Behaviural Based Interview Sample Questins TEMPLATE 2 Selectin Reprt Capability Assessment TEMPLATE 3 Selectin Reprt Capability Assessment (Example) TEMPLATE 4 Candidate Shrtlisting Matrix TEMPLATE 5 Alignment f capabilities t psitin guide... 29

3 PART 1 OVERVIEW OF THE FRAMEWORK Page 1

4 Part 1 Intrductin This guide was prduced by Lcal Gvernment NSW (LGNSW) t assist cuncils understand hw capabilities can be incrprated in their recruitment and selectin prcess. It is nt intended t be a cmprehensive guide t establishing a new recruitment and selectin prcess. Instead, the guide fcuses n hw the Lcal Gvernment Capability Framewrk can be incrprated int existing recruitment and selectin prcesses. The guide cnsists f tw parts: Part 1 is a general intrductin t the Lcal Gvernment Capability Framewrk and Part 2 specifically addresses incrpratin f capabilities in cuncil recruitment and selectin prcesses. Overview and backgrund The Lcal Gvernment Capability Framewrk (the capability framewrk) prvides a set f cre capabilities, expressed as behaviurs, which set ut clear expectatins abut perfrmance in lcal gvernment: hw we d things arund here. It builds n rganisatinal values and creates a cmmn sense f purpse fr elected members and all levels f the wrkfrce. LGNSW prpsed the develpment f a lcal gvernment capability framewrk in respnse t changes in legislative and cmmunity expectatins f cuncils, including the perfrmance and behaviurs f its peple in delivering a prfessinal service t the cmmunity. The prpsal received strng supprt when put t cuncils acrss the state in the secnd half f It was develped in clse cnsultatin with elected and cuncil representatives and apprved by the LGNSW Bard in August The capability framewrk des nt displace r verride the Lcal Gvernment (State) Award 2017 (the Award) r any relevant industrial instrument and is nt linked t the Award. The Award is the enfrceable industrial instrument setting the minimum terms and cnditins fr the majrity f lcal gvernment emplyees in NSW. The framewrk des nt alter cuncils bligatins t: Evaluate psitins in their structure in accrdance with the Award's skill descriptrs; and Ensure prgressin thrugh cuncils salary systems based n the acquisitin and use f skills, r emplyee perfrmance, prvided that prgressin beynd the entry level based n the acquisitin and use f skills is als available. Cuncils implementing the capability framewrk shuld, where apprpriate, have regard t prvisins f the fllwing Award clauses: cl 2. Statement f Intent cl 5. Skill Descriptrs cl 7. Salary System cl 8. Use f Skills cl 9. Perfrmance Evaluatin and Reward cl 31. Training and Develpment Page 2

5 cl 39. Wrkplace Change cl 40. Terminatin f Emplyment and Redeplyment due t Redundancy Capability framewrk aims The capability framewrk was develped fr use by lcal gvernment t: create a cmmn view f what gd lks like when wrking in lcal gvernment align elected members and the wrkfrce in delivering cmmunity utcmes imprve perfrmance and capacity attract and retain highly capable peple enhance mbility bth within the sectr and between sectrs prvide a shared basis fr wrkfrce planning prvide brader career ptins and develp the next generatin f lcal gvernment leaders in NSW; and prvide a cmmn fundatin fr the prfessinal develpment required f elected members by legislatin. Capability framewrk structure The capability framewrk describes 16 cre capabilities acrss fur grups: Persnal Attributes; Relatinships; Results and Resurces. These capabilities apply t all elected members and lcal gvernment emplyees thugh expressed in different ways t reflect the different rles. In additin, there are fur capabilities in the Wrkfrce Leadership grup fr emplyees wh manage peple and anther fur capabilities in the Civic Leadership grup fr elected members. The capabilities wrk tgether t prvide an understanding f the cmmn knwledge, skills and abilities required f elected members and lcal gvernment emplyees. The capability framewrk cmplements the specific technical and prfessinal skills required by certain psitins. Capability framewrk uses Fr cuncil emplyees, the framewrk may be used as a fundatin fr all aspects f peple management, frm wrkfrce planning thrugh creating structures and rles, t recruitment, perfrmance management, prfessinal develpment and career planning. The framewrk may als infrm the perfrmance agreements that underpin the perfrmance review f general managers and senir staff emplyed under the standard cntract. Fr elected members, the framewrk may be used as a basis fr cmmunity and prspective candidate infrmatin, cuncillr inductin and prfessinal develpment. Page 3

6 Capability framewrk benefits rganisatinal Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Capability framewrk benefits individual fr managers: fr emplyees: prvides a cmmn language t describe expectatins enhances mbility where links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) builds n award variatins t bradband psitins by making them mre cntemprary and further remving barriers between prfessins, psitins and ccupatins acrss the cuncil s rganisatin structure helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin fr elected members: prvides a clear picture f cre expectatins in the rle prvides a cmmn fundatin fr assessing and planning persnal prfessinal develpment Page 4

7 Supprting material and tls prvided by LGNSW A suite f supprting materials and tls has been develped t assist cuncils in implementing the framewrk. These include: a guide n hw t use capabilities in wrkfrce planning a Psitin Descriptin Builder tl an nline interactive psitin descriptin template that can be used by cuncils t develp psitin descriptins that include the capabilities required fr the psitins a guide n hw t use capabilities in recruitment and selectin (this guide) a guide n hw t use capabilities in perfrmance management and develpment a guide n implementatin and change management an nline tl t guide the prfessinal develpment f cuncillrs and mayrs knwn as Prfessinal Develpment in a Bx (PD in a Bx) Fr further infrmatin n the capability framewrk and supprt available frm LGNSW refer t r cntact LGNSW at member.services@lgnsw.rg.au r by telephne: (02) Page 5

8 PART 2 USING CAPABILITIES IN RECRUITMENT AND SELECTION Page 6

9 Part 2 Intrductin The recruitment and selectin prcess is ne f the mst imprtant ways t shape the wrkfrce in line with strategic and peratinal needs. Other imprtant ways t d s are staff develpment (including leadership develpment) and creating an aligned and supprtive culture. Strng wrkfrce capabilities in areas such as self-management, relatinships with thers, planning and priritising and respnsible use f resurces are essential t the success f any rganisatin. Clear, psitive and inclusive wrkfrce leadership is als vital. The capabilities represent the type and level f behaviurs that are expected n the jb. They have a strng basis in rganisatinal values and are the glue that binds the rganisatin tgether arund a cmmn purpse and jint understanding f what gd lks like. The key benefit f incrprating capabilities in the recruitment and selectin prcess is t give due weight t the characteristics that will determine hw the candidate wuld carry ut the task and hw they wuld cntribute t cuncil s desired wrkplace culture, in additin t the knwledge and technical ability they will bring t the rle. Clear articulatin f the capabilities required prvides a sund basis fr chsing assessment tls and methds that are apprpriate fr the psitin. The fllwing sectins prvide brief guidance n hw t incrprate capabilities at key pints in cuncil recruitment and selectin prcesses. Deciding t fill a psitin A decisin t fill a psitin shuld be made in the cntext f wrkfrce planning. The Integrated Planning and Reprting (IP&R) system established under sectins f the Lcal Gvernment Act 1993 (NSW) includes a requirement t prduce a Resurcing Strategy that includes wrkfrce management planning t be carried ut in accrdance with guidelines mandated under sectin 406. Recently merged Cuncils need t cnsider the emplyment prtectin prvisins in Part 6 f Chapter 11 f the Lcal Gvernment Act 1993 (NSW), which affect the treatment f vacant psitins and emplyee transfers. Cuncil Equal Emplyment Opprtunity plicies may als influence the chsen apprach t filling psitins. In simple terms, wrkfrce planning is the prcess f translating the cuncil s strategic and peratinal bjectives and pririties int wrkfrce requirements, including capabilities, then develping a range f Human Resurces (HR) strategies t ensure the wrkfrce cmpsitin matches thse requirements. The HR strategies culd include changes in structures and/ r psitin descriptins t reflect changes in services, prducts r systems; changes in the mix f emplyee categries; intrductin f new wrkfrce management arrangements t imprve attractin and/r retentin; staff training and develpment pririties; recruitment and selectin pririties; etc. Page 7

10 Even if cuncil des nt have a cmprehensive wrkfrce plan cvering the elements described abve, each psitin vacancy ffers the pprtunity t cnfirm its purpse and descriptin in the cntext f current and future rganisatin and wrk unit needs. It is als an pprtunity t include r review the capabilities required fr successful perfrmance in the rle. Cnsideratins when creating r reviewing a psitin might include: cuncil bjectives and pririties expected future changes in service r prgram mix expected future system changes budget current wrklads current team s technical skill and capability mix labur market availability fr specific technical r prfessinal skills cuncil talent management strategy, etc. The characteristics f the psitin might als be changed in respnse t feedback frm a previus ccupant r the supervising manager. If a decisin is made t change the psitin descriptin, its grade may need t be re-evaluated, depending n the nature and extent f change. The Lcal Gvernment (State) Award 2017 places n limitatins n multi-skilling, the establishment f skills based career paths r bradening the range f tasks that an emplyee may perfrm. Hwever, cuncils shuld be aware that Clause 32 f the Award includes cnsultatin n jb redesign in the functins f cuncil cnsultative cmmittees. Psitin descriptin develpment A capability-based psitin descriptin is needed t prvide the basis fr a capability-based recruitment and selectin prcess. Psitin descriptin builder LGNSW has develped an nline Psitin Descriptin Builder and guidance n its use t assist cuncils thrugh the prcess f develping capability-based psitin descriptins. An imprtant principle in creating a psitin descriptin is t ensure that it nly cntains requirements genuinely needed t perfrm successfully in the rle. It is als an pprtunity t make sure the capability and ther requirements are cnsistent with thse applying t similar cuncil rles and lgically relate t thse in the rle s career path stream(s). The fcus capabilities The Psitin Descriptin Builder requires that fcus capabilities be selected frm the capability grups, with a minimum f ne per grup. The fcus capabilities are thse judged t be mst imprtant at the time f recruiting t the psitin, i.e. the nes that must be met at least at satisfactry level fr a candidate t be suitable fr appintment. Please see the alignment f capabilities t psitin guide fr infrmatin n the number f fcus capabilities Page 8

11 suggested fr each level f psitin (Template 5). Ideally, all capabilities will be met at satisfactry level by the successful candidate, hwever it is pssible that sme develpment is assessed as required in 2 r 3 f the 16 cre capabilities (20 fr Wrkfrce Leaders). If s, a develpment plan fcused n thse capabilities may be put in place as part f the initial perfrmance agreement. The fcus capabilities fr each rle may change ver time, depending n factrs such as current cuncil pririties, current team mix, etc. The fcus f the capability-based selectin prcess will change in line with this. Chsing hw t fill a psitin When filling psitin vacancies, cuncils must have regard t the fllwing prvisins f the Lcal Gvernment Act 1993: Sectin 336 (1) which regulates the filling f a vacancy in the psitin f general manager; Sectins 348, 349, 350, 351 and 354 which regulate advertising f staff psitins; appintment n merit; temprary appintment; and restrictin n the appintment f a frmer mayr r cuncillr; and Sectins 354G and 354H which regulate the lateral transfer f nn-senir staff members and external advertising fr cuncil staff affected by the cnstitutin, amalgamatin r alteratin f cuncil areas. Psitin vacancies can be filled in a number f ways and the candidate pl may cnsist f existing emplyees and/r external candidates, depending n the chsen recruitment methd. Fr example: eligibility list lateral mvement f an emplyee wh has any technical r prfessinal skills deemed essential t the perfrmance f the rle and has demnstrated the apprpriate level f capabilities in anther rle internal call fr expressins f interest external advertising. Selectin prcesses will vary depending n whether the vacancy is permanent r temprary. They will als vary accrding t the type f psitin and its requirements. The fllwing sectin prvides guidance n hw t incrprate capabilities int a standard recruitment prcess invlving external advertising and assessment f a pl f candidates. Page 9

12 Capability-based recruitment prcess Advertising the psitin The advertisement shuld: advise candidates that they will be assessed n the relevant capabilities frm the Lcal Gvernment Framewrk, as well as ther selectin criteria, such as relevant experience, knwledge and technical r prfessinal skills. draw attentin t the fcus capabilities fr the psitin prvide a link t the Psitin Descriptin shwing the fcus and ther capabilities and their descriptin (as generated frm the LGNSW PD Builder r with similar infrmatin). The advertisement shuld nt include selectin criteria that are nt essential t perfrmance in the rle as this may unnecessarily restrict the field f ptential applicants. It may als unintentinally exclude applicants with diverse but relevant backgrund experience. An effective jb advertisement is ne that accurately represents the jb pprtunity. It shuld be clear and cncise and written in plain English using inclusive and nn-discriminatry language. There is a clear distinctin between the psitin descriptin and the jb advert. The psitin descriptin has imprtant infrmatin abut psitin requirements and the utcmes t be achieved. The jb advert is abut attracting suitably qualified candidates t apply fr the rle. The jb advert needs t emphasise: The key features f the rle The rganisatinal cntext The required capabilities f the psitin and any essential requirements. The benefits f emplyment Applicatin requirements and shrtlisting Cuncil wrkfrces encmpass a very wide range f ccupatin grups and psitins, ranging frm utdrs parks and garden wrkers, thrugh trades-based rles, cmmunity supprt wrkers, service centre enquiries wrkers, envirnmental building and building certificatin prfessinals, planners, engineers, finance and human resurces wrkers. The applicatin requirements and shrtlisting methd will vary depending n the type f rle t be filled. Hwever, the cmmn aim, regardless f rle type, is t btain sufficient relevant infrmatin as a basis fr gd and fair decisins. The basic requirements are usually an applicatin frm, a CV and evidence f frmal qualificatins r certificates, where necessary fr perfrmance in the rle. In general, althugh sme evidence f meeting required capabilities can be btained frm applicatin dcuments (fr example, evidence f experience in rles that typically draw n certain capabilities), cnclusive assessment f candidate capabilities can nly be made using assessment methds such as the nes described in the next sectin. Shrtlisting is therefre cmmnly based n evidence f relevant knwledge, skills and capabilities as demnstrated thrugh previus experience (i.e. experience that appears t have required the demnstratin Page 10

13 f the relevant knwledge, skills and capabilities, nt necessarily in the same ccupatin grup) and claims made by the applicant in their applicatin frm and/r cvering letter. Frmal qualificatins and certificates are als a factr in shrtlisting, if essential t perfrmance in the rle. Fr sme categries f psitins, particularly thse that require gd written cmmunicatin skills, the infrmatin available frm the candidate applicatin can be enhanced by requiring candidates t prvide a brief written descriptin f their experience in demnstrating tw selected fcus capabilities, in additin t their applicatin frm and/r cvering letter and CV. This preliminary evidence f key capabilities is a useful surce f additinal evidence fr the shrtlisting decisin. A shrtlisting template is at Template 4. Assessing the pl f shrtlisted candidates general Assessment methds will vary significantly depending n the type and level f the rle. The depth f assessment may als vary depending n whether the panel is selecting fr a permanent rle, a shrt-term temprary rle, r a casual rle. N single assessment methd is best and it is imprtant fr panel members t be aware that the traditinal interview des nt have high predictive validity when cmpared with ther methds, such as practical exercises and assessment centres. Sme key principles are recmmended: Select assessment methds that are relevant t the psitin (assessment methds that are a gd fit fr a finance rle will nt necessarily be a gd fit fr a planning rle r a childcare wrker rle) Only assess fr knwledge, skills and capabilities that are essential fr the perfrmance in the psitin Use several assessment methds f different kinds t cllect bjective evidence abut the candidates capabilities, skills, experience, knwledge and ther essential requirements relevant t the psitin (the predictive validity f the verall assessment increases with the number f assessment methds used) a minimum f three different assessment methds, including the interview, is recmmended Assess fr all grups f capabilities the Persnal Attributes and Relatinships capabilities are traditinally regarded as sft and pssibly less imprtant, hwever they are key t gd teamwrk, prfessinal cnduct, effective stakehlder engagement and cntributing t a psitive wrkplace and rganisatinal culture Use selectin methds that either test candidates skills and capabilities directly r require candidates t describe past experiences that demnstrated thse skills and capabilities (this is called behaviural interviewing, based n the well-established finding that past perfrmance is the best predictr f future perfrmance) The chice f assessment methds shuld cnsider challenges in language, literacy and numeracy that may be faced by sme suitable applicants Page 11

14 Give due weight t each f the assessment methds (fr example, the referee checks shuld be treated as an pprtunity fr the panel t gain further infrmatin abut the candidates rather than a simple cnfirmatin f a view already reached at interview stage). Assessing shrtlisted candidates capabilities The selectin panel shuld assess applicants against all capabilities because they will be required when wrking in the rle but primary emphasis shuld be given t the fcus capabilities. The range f available assessment methds fr capabilities includes: Behaviural based interviews, which cnsist f asking candidates t tell abut a time when... this methd is a much better predictr f perfrmance in the rle than questins based n hypthetical scenaris, it als is mre likely t put the candidate at ease, talking abut familiar experiences (examples f behaviural interview questins are prvided at Template 1 Wrk sample exercises cnducted in supervised cnditins prir t interview these can be cmplemented by a presentatin and/r discussin f the exercise at interview Rle plays cnducted as a separate exercise prir t the interview (these will nrmally invlve ne r mre panel members as assessrs) Grup exercises fr rles where team wrk and/r leadership is imprtant (the participants are usually ther candidates) Presentatins n a tpic which has been given t candidates ne r tw days in advance - this is useful fr testing research, thinking and presentatin capabilities Situatinal judgment tests and integrity tests these measure values-based judgement skills by presenting individuals with shrt scenaris and a number f pssible respnses: candidates are asked t chse the best respnse fr the scenari r rank the respnses in rder f mst apprpriate t least apprpriate (these can be useful fr rles with accuntability fr managing resurces r advising thers n cmplex issues) Psychmetric assessments these can be useful fr rles requiring specific skills (e.g. numerical cgnitive test fr finance rles r verbal skills fr plicy rles) r persnal attributes (e.g. persnality questinnaire fr a service centre rle) Referee checks these are part f the assessment prcess and shuld be used as a general check n past perfrmance but als t explre aspects identified by the panel fr fllw up (the panel shuld nt make a decisin until these referee checks have been cnducted). It is nt necessary t have a separate and specific assessment fr each capability. Mst f the assessment methds listed abve can be designed t cver a range f capabilities. Fr example, a wrk sample exercise fllwed by presentatin and discussin at interview can be designed t elicit infrmatin abut capabilities in the Resurces, Results and Relatinships grups. Page 12

15 Writing up the assessment f capabilities The panel s selectin reprt needs t cver the full range f selectin criteria fr the rle, including the capabilities. Fr candidates wh were nt selected fr shrtlisting, it is suggested that the capabilities assessment take the frm f a general statement abut each grup f capabilities (i.e. 4 grups f cre capabilities and a 5th grup fr rles invlving wrkfrce leadership), based n evidence gleaned frm the applicatin. An example is given in Template 3 t this dcument. Fr shrtlisted candidates, it is suggested that the capabilities assessment be presented as fllws: Fr each grup f capabilities, infrmatin n the assessment methd(s) used t assess that grup, an verall assessment statement against the capability grup (referencing specific assessment methds where relevant) and a mre specific assessment statement against each f the fcus capability(ies) fr that grup. The statements shuld, as far as pssible, be validated by reference t candidate respnses t behaviural questins; sample wrk prvided r bserved behaviur. An example is given in Template 2. Onbarding and inductin The successful candidate s intrductin t the cuncil wrkplace prvides an imprtant pprtunity t reinfrce the imprtance f the Lcal Gvernment capabilities, the values they embdy and the expectatin that the emplyee will demnstrate the capabilities in the way in which they d their wrk, cntributing t building a strng, psitive and prductive cuncil wrkplace culture. Further Infrmatin Fr a mre detailed explanatin f the capability framewrk refer t Cuncils can als find mre detailed supprt and advice n recruitment and selectin and cmpliance with the Act, the Award in LGNSW HR Advance r by cntacting LGNSW at member.services@lgnsw.rg.au. Page 13

16 PART 3 TEMPLATES Page 14

17 Part 3 TEMPLATE 1 Behaviural Based Interview Sample Questins PROBLEM SOLVING Tell me abut a time when yu had t analyse infrmatin and make a recmmendatin. What kind f thught prcess did yu g thrugh? Was the recmmendatin accepted? If nt, why? Tell me abut a situatin where yu had t slve a difficult prblem. What did yu d? What was the utcme? What d yu wish yu had dne differently? COMMUNICATION Tell me abut a recent successful experience in making a speech r presentatin. When have yu had t present t a grup f peple with little r n preparatin? What bstacles did yu face? Hw did yu handle them? Give me an example f a time when yu were able t successfully cmmunicate with anther persn even when that individual may nt have persnally liked yu (r vice versa). INTEGRITY Discuss a time when yur integrity was challenged. Hw did yu handle it? Tell me abut a time when yu experienced a lss fr ding what is right. Hw did yu react? Tell me abut a business situatin when yu felt hnesty was inapprpriate. Why? What did yu d? DISPLAY RESILIENCE Tell me abut a particular wrk-related setback yu have faced. Hw did yu deal with it? When have yu ever fund yurself in a cmpetitive situatin prfessinally? Hw did yu handle it? Page 15

18 TEMPLATE 2 Selectin Reprt Capability Assessment Psitin Title: Knwledge and technical r prfessinal skills Assessment methds: Cmment and rating: Candidate s Name: Capabilities Assessment methds (e.g. infrmatin frm CV, wrk sample test, presentatin, interview) Overall Assessment fr capability grup (see suggested key belw) Specific assessment f fcus capabilities Reference Check cmments n capabilities Persnal Attributes Manage Self Adept Display Resilience and Adaptability Adept Act with Integrity Adept (Fcus) Demnstrate Accuntability Adept Relatinships Cmmunicate and Engage Adept Cmmunity and Custmer fcused Page 16

19 Psitin Title: Candidate s Name: Adept Wrk Cllabratively Adept (Fcus) Influence and Negtiate Intermediate Results Plan and Priritise Adept (Fcus) Think and slve prblems Adept Create and Innvate Intermediate Deliver Results Adept Resurces List the fur with levels e.g. Assets and Tls Fundatinal and include (fcus) fr relevant nes. Page 17

20 Psitin Title: Candidate s Name: Wrkfrce Leadership List the fur with levels e.g. Manage and Develp Peple Fundatinal and include (fcus) fr relevant nes. Overall candidate assessment: Taking accunt f knwledge, experience, technical r prfessinal skills and capabilities. Suitable/ Nt suitable: Page 18

21 Psitin Title: Overall ranking relative t ther candidates: Candidate s Name: Cmment n key reasns fr assessment: Page 19

22 Suggested rating system fr capabilities (grup and specific fcus capabilities) 5 Very likely t be a strength Candidate demnstrated behaviurs at the level required fr all capabilities in this grup, including the fcus capabilities, in ne r mre assessments Likely t be strength Candidate demnstrated behaviurs at the level required fr the fcus capabilities and fr mst f the ther capabilities in this grup, in ne r mre assessments. Meets requirements Candidate demnstrated behaviurs at the level required fr the fcus capabilities and fr sme f the ther capabilities in this grup, in ne r mre assessments. Candidate is suitable fr appintment but may require sme develpment in the capability areas indicated. Des nt meet requirements Candidate did nt demnstrate behaviurs at the level required fr ne r mre f the fcus capabilities in this grup thugh did demnstrate behaviurs at the level required in sme thers. Candidate is nt suitable fr appintment. Well belw requirements Candidate did nt demnstrate behaviurs at the level required fr the fcus capabilities r the ther capabilities in this grup. Candidate is nt at the level required fr this psitin and is nt suitable fr appintment. Page 20

23 TEMPLATE 3 Selectin Reprt Capability Assessment (Example) Psitin Title: Team Leader Hrticulture Candidate s Name: Jacb Green Knwledge and technical r prfessinal skills Certificate IV in Hrticulture Three years relevant wrk experience Unrestricted Driver's Licence Assessment methds: Sight and recrd evidence f qualificatins Review resume Assess experience at interview Referee Check Sight licence Cmment and rating: Evidence f certificate IV in Hrticulture prvided during applicatin prcess. Jacb s resume identified he has ver 8 years experience in similar rles. His experience was cnfirmed by the respnses prvided at interview and supprted by tw referee reprts. Jacb was able t prduce a current and valid driver s licence. Capabilities Assessment methds Overall Assessment fr capability grup (see suggested key belw) Specific assessment f fcus capabilities Reference Check cmments n capabilities Persnal Attributes Manage Self Adept Display Resilience and Adaptability Adept Act with Integrity Adept (Fcus) Demnstrate Accuntability Adept Assessment f resume Behaviural Interview Situatinal judgment test 4 Jacb s respnses t the behaviural interview questins and the situatinal judgement test demnstrated his cmmitment t bringing teams tgether and managing them in an ethical and prfessinal manner. The examples Jacb cited frm his experience demnstrated a strng ability t prmte integrity and Jacb s referees cnfirmed the panel s findings in relatin t the fcus capability Act with Integrity. Examples were given shwing that Jacb mdels ethical behaviur and represents his emplyer in a prfessinal manner by addressing unwelcme behaviurs in a timely and fair manner. Jacb s referees als Page 21

24 Psitin Title: Team Leader Hrticulture Candidate s Name: Jacb Green address ethical issues as they arise. Jacb demnstrated a strng cmmitment t leading thers by example and mdelling behaviur cnsistent with rganisatinal values. Overall Jacb prvided evidence and respnses that cnfirmed he demnstrates behaviurs at and abve the Adept level fr the fcus capability Act with Integrity cnfirmed his ability t manage self and display resilience and curage. Jacb s referees cnfirmed that Jacb takes respnsibility fr his actins, and fr thse f his team. Relatinships Cmmunicate and Engage Adept Cmmunity and Custmer fcused Adept Wrk Cllabratively Adept (Fcus) Influence and Negtiate Intermediate Assessment f resume Behaviural interview Situatinal judgement test 3 Thrugh the behaviural interview questins and the situatinal judgement test, Jacb demnstrated his ability t build a psitive culture that prmtes trust and respect within a team. Jacb s significant experience allwed him t prvide examples that demnstrated his ability t relate well with thers and build psitive relatinships within the team. His ability t wrk cllabratively with clleagues t vercme Jacb s referees identified that in their pinin Jacb had clearly displayed all the required capabilities, althugh identified develpment was required fr the capability Influence and Negtiate, particularly with external stakehlders, cnfirming the panel s assessment frm the behaviural interview and the situatinal judgement test. The referees felt caching and additinal experience wuld allw Jacb t quickly Page 22

25 Psitin Title: Team Leader Hrticulture Candidate s Name: Jacb Green challenges was demnstrated thrugh his previus wrk situatins. Jacb s ability and experience wrking in multidisciplined teams shwed his ability t supprt thers as a subject matters expert in cmplex situatins. Hwever, Jacb s respnses t sme f the questins suggested he is less cmfrtable netwrking utside his wn rganisatin and expressing views and negtiating a psitin in unfamiliar cntexts. develp in this area. Results Plan and Priritise Adept (Fcus) Think and slve prblems Adept Create and Innvate Intermediate Deliver Results Adept Assessment f resume Behaviural interview Wrk sample exercise 4 Jacb has valuable experience in managing and delivering prjects relevant t this rle and demnstrated thrugh examples that his capability t plan, priritise and deliver results meets the required level. His ability t think lgically and find practical respnses t prblems was clearly demnstrated in his respnse Jacb s referees cmments and examples f Jacb s wrk experience cnfirmed the evidence gathered thrugh the assessment prcess. Jacb was described as a careful planner, gd at priritising tasks and getting things dne. A lgical thinker wh selected the right prcesses and tls t slve prblems. Page 23

26 Psitin Title: Team Leader Hrticulture Candidate s Name: Jacb Green t the wrk sample exercise. Althugh satisfied with his respnse, the panel felt it tended t rely n established prcedure where there was scpe t develp a mre innvative slutin. His capability t create and innvate had been untested in his current rle. Bth referees cmmented n Jacb s willingness t learn and his enthusiasm fr pprtunities t develp his capabilities further. Resurces List the fur with levels e.g. Assets and Tls Fundatinal and include (fcus) fr relevant nes. Page 24

27 Psitin Title: Team Leader Hrticulture Candidate s Name: Jacb Green Wrkfrce Leadership List the fur with levels e.g. Manage and Develp Peple Fundatinal and include (fcus) fr relevant nes. Overall candidate assessment: Taking accunt f knwledge, experience, technical r prfessinal skills and capabilities. Suitable/ Nt suitable: Suitable Jacb perfrmed very well during the assessment phase f the selectin prcess and has shwn himself t be a suitable candidate. The evidence gathered frm the varius assessment methds demnstrates that Jacb meets r exceeds the fcus capabilities and has the required experience t successfully fill the rle. Jacb has als prvided evidence f the required skills and qualificatin required t undertake this rle and perfrm at a high level. Sme capability areas have been flagged fr further develpment. The panel feels cnfident Jacb will address thse effectively with caching and further experience as he has demnstrated an attitude that wuld welcme the pprtunity fr further develpment. The evidence gathered prvides a very psitive picture f Jacb s knwledge and experience, Page 25

28 Psitin Title: Team Leader Hrticulture Candidate s Name: Jacb Green supprted by his capabilities and qualificatins. Overall ranking relative t ther candidates: Jacb is ranked as the preferred candidate based n his capabilities, technical skills, knwledge, qualificatins and experience. Cmment n key reasns fr assessment: Jacb is a well-qualified and highly mtivated candidate wh will supprt cuncil bjectives and values. The verall assessment f Jacb s capabilities, skills and knwledge has been supprted by evidence prvided by his referees. Page 26

29 TEMPLATE 4 Candidate Shrtlisting Matrix The shrtlist Matrix is used t select candidates wh will mve t the next stage f assessment based n their applicatins and CVs. The shrtlisted candidates are thse with applicatins that demnstrate all f the fcus capabilities and all essential skill and qualificatin requirements fr the psitin. Only cmpetitive candidates wh meet these requirements shuld prgress t the next stage f assessment. Psitin Candidates Fcus Capabilities and Level Insert at least ne per capability grup, based n psitin descriptin Essential Requirements Shrtlist Yes/N Persnal Attributes Relatinships Results Resurces Wrkfrce Leadership (if applicable): Skills and Knwledge Qualificatins Page 27

30 Use the rating scale t indicate the level f alignment with fcus capabilities and ther essential rle requirements. Rating Scale A B Descriptins Capabilities are well abve required level Strength/Highly suitable and Essential requirements are met. Capability is abve required level Pssible strength/mre than suitable and Essential requirements are met. C Capability is at required level Capable/Suitable - Requirements are met. D Capability is belw required level Develpment need Mst requirements are met. E Capability is well belw required level r nt demnstrated at any level Significant develpment need/unsuitable Nne r nly sme f the requirements are met Page 28

31 TEMPLATE 5 Alignment f capabilities t psitin guide Alignment f Capability Level t Psitin Guide Psitin level Fundatinal Intermediate Adept Advanced Highly Advanced GM Directr Manager Crdinatr Team Leader/ Supervisr Executive Administratin/ Librarian Crew Leader/ team leader Administratin Officer Crew Leader (Cnst and Ops) Ranger/ Childcare Laburer Trainee/ Apprentice 0-16 Fcus Capabilities The fcus capabilities are thse judged t be mst imprtant at the time f recruiting t the psitin, i.e. the nes that must be met at least at satisfactry level fr a candidate t be suitable fr appintment. Page 29

32 Fr further infrmatin: T: (02) E: Page 30