HR professionals, applicants, and members of recruitment panels will gain useful insights from the updated guide to APS recruitment (2024).

The guide provides information on the APS legislative framework, and guidance on how to manage recruitment processes. While the guide is mainly for HR practitioners, the contents are relevant to all those involved in recruitment and selection activities.

The guide should be used in conjunction with an agency’s internal policies.

The guide clarifies information and explains details that provide agency flexibility. Nine details are listed here to inform applicants about some of the requirements of APS recruitment and selection processes.

1.      Useful background information

If you’re wanting to understand how APS recruitment works, then this guide is a useful resource. Specific details are provided on:

• The APS employment framework – all the legislation, guidelines, regulations, rules, policies, and principles are listed, noting that agencies have flexibility in choosing:

‘Additional platforms to use for advertising

Selection methods and composition of selection panels, including having policies on cultural capability and diversity in panels to meet workforce goals

Selection process timeframes.’ (p. 4)

• What a merit-based process means. The guide states that in determining the suitability of a candidate to be engaged or promoted, merit is the primary consideration, and specifies that ‘a merit-based selection process for engagement or promotion must include the following elements:

the aim and purpose of the selection process is determined in advance

information about the selection process is readily available to candidates

the selection process is applied fairly in relation to each eligible candidate and

the selection process is appropriately documented.’ (p. 5)

• Diversity and inclusion, and affirmative measures, plus an outline of recruitment processes using an affirmative action measure.
• SES recruitment.
• Non-ongoing vacancies, and bulk recruitment. The guide explains that if different types of roles are advertised, separate comparative assessments for each role must be undertaken. Further, the guide states that: ‘It is important to note that a selection panel cannot assess a candidate as being suitable for a different classification level if the candidate has not nominated to be considered for a role at that particular level.’ (p. 21)
• Advice on conflicts of interest
• Merit list versus merit pool. Both can be used to fill vacancies for 18 months from the date the original vacancy was advertised in the Gazette. (p. 30)
• Engagement processes, including letters of offer, conditions of appointment, and onboarding.

2.      Four phases of APS recruitment

The section on the APS recruitment process is based on four key phases: Plan and define; Attract; Select; and Engage. For those involved in planning a recruitment process, there are linked documents to consider.

3.      The value of role analysis

Role analysis is considered essential to effective planning. Role analysis is defined as ‘the systematic examination of the purpose, responsibilities and scope of a role in supporting the agency’s business and strategic objectives. A role analysis is the first step in determining the necessary and desirable work-related skills, capabilities, knowledge and experience required for a role’. (p. 15)

Applicants can benefit from considering these aspects of a role, so they grasp the purpose of the role, what needs to be accomplished in supporting an agency’s business and objectives. This information then guides how role requirements are relevant and useful, which can be used in an application.

Applicants can make use of the additional suggestions on conducting a role analysis, to guide questions about a role for a contact officer. These include a team’s current and future operational needs, existing skills and capabilities within the team and any gaps, and the capabilities needed to succeed in the role. (p. 16)

4.      The role of assessment (or selection) criteria

The section on assessment criteria is worth attention. The guide states that ‘assessment criteria should represent the key personal qualities, skills, abilities, knowledge and qualifications (if any) that are required to perform a role effectively and achieve outcomes related to the role. … From the assessment criteria, agencies generally summarise what the candidate should demonstrate in their application (commonly referred to as ‘selection criteria’) to be competitive for the role’. (p. 18)  Care is needed in reading role descriptions as the term ‘selection criteria’ is not always used.

5.      The use of selection tools

The section on selection tools is also worth reading. The guide states that: ‘Selection panels should consider what selection tools will best enable candidates to demonstrate their suitability against the assessment criteria, including diverse or underrepresented candidates. For example, there are many roles where an interview would not give a selection panel a sense of the candidate’s suitability for the role. Over reliance on this type of assessment could create barriers for those of diverse backgrounds.’ (p.18)

6.      Understanding candidate care

The section on candidate care warrants attention. The guide states that: ‘Candidate care begins at the commencement of a recruitment process and continues right through the recruitment process of selecting, engaging and onboarding stages. It involves keeping in touch with candidates throughout the selection process with the aim of keeping them informed and connected with the process’. (p. 21) It would be interesting to know if research is conducted to evaluate the implementation of care provided.

7.      Understanding selection process roles and responsibilities

Under the Select phase, the guide clarifies roles and responsibilities in the selection process, including those of the contact officer. Applicants should note that the guide states:

‘Contact officers may provide additional information about the requirements of the role to potential candidates. They may or may not also be a panel member. Contact officers should be knowledgeable about the role to able to answer questions confidently to ensure the agency is well represented to prospective candidates.’ (p. 25)

The guide suggests questions from candidates could include:

• ‘salary/working conditions
• information about the role
• flexible working arrangements and agency and/or team culture
• timeframes for the process and
• clarification on any mandatory requirements or conditions of engagement.’

Plus: ‘Agencies are encouraged to include any additional details such as when/how to contact the contact officer in the job advertisement. The nominated contact officer should be available during the advertising period. If this is not possible, consider including contact details for the HR or recruitment team.’ (pp. 25-26)

Applicants may find that a scribe is included in a recruitment process. The guide states that:

‘The role of the scribe is to assist the recruitment panel by taking comprehensive notes during interviews and to capture the deliberations of the panel. A scribe does not contribute to the panel’s deliberations, but may provide support by drafting elements of the selection report and conducting referee checks.’ (p. 26)

Applicants may have expectations about who should be on a selection panel. In the section on Composition of a selection panel, the guide states: ‘The APS employment framework is not prescriptive on the composition of a selection panel for non-SES recruitment processes, such as how many members or the minimum or maximum number of panel members should participate or their classification level.’ (p. 26)

However, the Agency Head or delegate ‘needs to be satisfied that the chosen panel members have the necessary skills and experience to assess each candidates’ suitability to perform the relevant duties in accordance with the legislative framework. This includes an ability to understand and apply the principles of merit… At a minimum, it is recommended that the Chair of the panel is an APS employee at a substantive level above the classification of the advertised position/s.’ (p. 26)

While for SES recruitment there is an expectation that panels include gender balance, for non-SES recruitment agencies are encouraged to consider a diverse panel. Agencies are also encouraged to ensure panel members are trained, briefed, and meet other capabilities. (p. 26)

8.      Choosing selection tools

Agencies can use any selection tools they wish. The guide points out though, that: ‘it is important to consider how particular tools may contain inbuilt biases or favour candidates from certain backgrounds. In choosing an appropriate selection tool, agencies should consider whether the tool is inclusive and culturally safe. For example, artificial intelligence enabled recruitment tools … have the potential to result in discriminatory selection, owing to inbuilt bias stemming from limited data sets.’ (p. 28)

Applicants should also note that: ‘The selection process does not need to be identical for each candidate, however agencies need to ensure the selection process is applied fairly in relation to each eligible candidate.’ Agencies need to be able to make a comparative assessment of the work-related role qualities, and candidates must have an equal opportunity to demonstrate their claims. (p. 28)

A range of selection tools are described in the guide. Some details are worth noting.

Written pitch: ‘A written pitch outlines the candidate’s claims against the selection criteria.’ This is a curious statement as most pitch requests are not linked to selection criteria and are too short to separately cover multiple criteria. The guide claims that written pitches ‘can be useful to assess a candidate’s written communication’, but without evidence to back this claim, it is difficult to see how skill in writing a marketing document like a pitch is linked to work-related writing. The guide does provide a warning that:  ‘agencies should be mindful of the influence and accessibility of generative artificial intelligence applications, and factor this into their decision making about the utility of a written pitch as an assessment.’ (p. 28)

Regarding interviews, note that they are not mandatory, and that behavioural-based questions are recommended.

Electronic assessment tools such as aptitude tests or one-way video interviews are mentioned. The guide states: ‘In considering whether a particular tool is appropriate to use, agencies should consider whether the tool is inclusive, has any in-built biases, as well as how data is treated and how candidate privacy is upheld.’ (p. 29)

The guide suggests that a short verbal presentation can be effective for middle management and senior positions.

Note that referee checks ‘should always form part of a recruitment process’. The guide points out that ‘there is no legislative requirement to conduct referee checks’. Details are provided on required action where an adverse referee report is received. (p. 29)

The guide points out that ‘where an external recruitment provider is used to manage the advertising, shortlisting or aspects of the assessment for an APS role, the APS selection panel remains responsible for oversight of the process and adherence to the APS Employment Principles.’ P. 30)

9.      Candidate feedback

Agencies are encouraged to outline the feedback process and provide feedback when requested, to help applicants and build reputation. Providing good quality feedback is explained – why a candidate has not been successful and how to improve. Agencies are reminded that candidates can seek further information under Freedom of Information and Privacy legislation. (p. 36)