Good recruitment practices are an integral part of successful workforce development. This section on recruitment provides information and examples of selection processes, orientation, job descriptions and performance management practices which steer and monitor these.
|Recruiter’s Role||Recruitment Tasks||Additional Information|
|Developing a job description and key selection criteria||Review national competency standards relating to
service type/job. Choose the relevant competencies to include in the job
description.Review relevant industrial awards and legislation.Write job description and key selection criteria incorporating the relevant elements, performance criteria and range of variables from the
|Develop an employment/marketing
|Identify key elements from the relevant competencies and develop into an employment advertisement
Provide Applicant Information Package
Information of the location/area they will be working in
Advice on Working with Children Check (if required)
Identify potential mediums for advertising Application form
|Methods of advertising a vacancy include:
• Regional and national press – The traditional way of recruiting staff. The circulation of the paper and the size of the ad will affect the cost. For example, there are a number of Aboriginal and Torres Strait Islander publications such as the Koori Mail, the National Indigenous Times and the Aboriginal & Islander Health Worker Journal.
• Local radio – If you are short on time.
• Networks – Announce the availability of the position at networks including inter-organisation meetings.
• Employment and recruitment agencies.
• Career centres – Placing your job advertisements in university, school and higher education career centres.
• Online – As the Internet is being used more, advertising online has for many job seekers become their first point of searching for a position.
• Job Network – http://www.deewr.gov.au/employment/
Job Network is a national network of around 200 private, community and government organisations dedicated to finding jobs for unemployed people,
• Professional and Specialist publications – Check relevant publications and journals which carry advertising for positions.
|Assess written applications for consideration||Match applicant’s experience and qualifications against the elements, performance criteria and range of variables which underpin the job
description and key selection criteria
|The assessment and interview panel should contain both male and female members. Members should preferably represent a variety of backgrounds.
The inclusion of Aboriginal panelists is recommended especially when
|Develop the interview questions||Develop questions with subject matter reflecting the National
Competency standards (unit titles andelements) Questions should afford the
interviewee the opportunity to demonstrate their experience and knowledge in
relation to performance criteria and range of variables as outlined in the relevant units of national competency standards.
|The benefit of having Aboriginal or trained, culturally aware interviewers on your panel is that they will be able to reword questions using plain English to suit individual applicants.
|Interview||Set interview times with suitable applicants
Distribute verbal questions to applicants prior to the interview – if appropriate
|When Aboriginal applicants are interviewed, it is essential that all selection panel members are aware of culturally appropriate communication
techniques and potential gender issues for Aboriginal applicants.For example, if the interviewee is an Aboriginal male, he may be uncomfortable shaking hands with female panel members, direct all responses
to the Aboriginal or male panel members, and avoid eye contact when responding to questions.While these behaviours may appear disrespectful, they can in fact be cultural displays of respect or confusion as to the meaning of questions.
|Post Interview||Eligibility List developed
Criminal Record Check conducted as
|Offer of employment||Offer of employment drafted
Offer of employment sent
Letter sent to unsuccessful applicants
|Employment||Employment contract signed by employee|||
|Orientation and performance review planning||Orientation process and performance review planed and in place.
|Where possible new Aboriginal employees should be assisted through the organisations program by an Aboriginal colleague of the same gender where
possible. This will enable the new staff member to be shown around the organisation while being introduced to culturally appropriate mentors. An added benefit of this is that new staff will begin their work in the organisation through a stress free, supportive process that supports their individuality, culture and personal needs. This will contribute significantly to the retention and productivity of the new employee.