Stage 1: Define

Be focused – ensure you’re not just slot filling! Be prepared to decide that a role doesn’t really exist, or that the role doesn’t need to be filled now.

As a manager it is your responsibility to shape the workforce of the future through balancing current and longer term needs. Before you start you need to know the frameworks you’re working within.

Can you tick the following boxes?

• I know the business objectives and direction of my team/Business Unit/Group – in six months, in twelve months…
• I am up-to-date with the Agency’s recruitment policies and guidelines.
• I understand the implications, for my team, of the Agency’s workforce planning strategy.
• I have thought about a workforce plan for my team.
• I know the career aspirations and developments needs of my team members.

When determining the current and long term needs of your team within the existing frameworks consider the following:

• Are there alternatives to filling the role?
• Have I factored in changes to government policy, economic conditions and the Agency structure and direction?
• Is your team likely to be involved in the shift towards greater cross-portfolio collaboration, or a shift towards a new business focus or area of expertise?

Now is the time to put the selection team together. Once you have decided that the vacancy needs to be filled, decide who else will be involved. Contact them now and set aside time them for the selection process.

Dig out the old statement of duties/selection criteria and throw them away!

As the Manager you are responsible for assigning the duties to the position. This involves defining what the primary tasks, scope and responsibilities of the position should be. These should be considered in line with the service delivery needs of the area, Agency policy and business plans.

As the Manager you need to consider the following:

• What work needs to get done – not just what work has been done before.
• How will the role contribute to the team’s, Business Unit, Group and Agency’s outcomes
• How is the role likely to change in – six months, in twelve months …
• Possible key performance indicators
• Possible selection criteria

TIP: Use the capability card set (appendix A) to assist you with your discussions. HR can also assist you to define the role.

Challenge yourself – the goal is a functional team not a comfortable team. Avoid cloning!

When determining the team’s needs, talk with the rest of the team, other managers and clients.

Consider issues such as:

• What are the characteristics of the current team?
• What working styles and behaviours would complement the team?
• How diverse is the team?
• Where does this role fit into the current team?
• Who will this person interact with in the team – will they have to manage other people?
• How will this person interact with others in the team – where will they be located?
• Are there alternatives to bringing in a new team members – should the team be restructured?

TIP: Use the capability card set (Appendix A) to assist you with your discussions. HR can also assist you to define the role.

Be clear about what is required and expected of the successful applicant.  Use the capability card set (appendix a) to start a conversation with your team about the balance of personal qualities and skills required.

By the end of this step you should be able to develop an accurate statement of duties and selection criteria that articulate the key capabilities required. 

Ask yourself and your team:

• What qualifications and/or background would be important?
• What experience is needed to succeed in the role?
• What is the blend of capabilities required?
• What work style would be useful?
• What personal qualities are important?
• What is likely to motivate a person?
• Where will the person be in the future?

TIP: Use the capability card set (Appendix A) to assist you with your discussions.  HR can also assist you to define the role.

Challenge yourself – look at all options even ones which may not be the quickest or which may cause some short term pain!

Identify opportunity for using your resources in the most effective and cost efficient way for the maximum result.  Use all available resources to inform your decisions about filling the role within budget, classification and time constraints, including using workforce planning, succession management, learning and development and/or other strategies which may provide opportunity for filling the role.  Talk to Human Resources about options you can use.

The Budget

• What is the budget for the role?
• How can you meet the requirements of the role within the budget (e.g. if you need but cannot fund a certain level, what are your options?)

The Classification

• What accountability, autonomy and authority is associated with the role?
• Are there specific work level standards/capabilities (essential qualifications) attached to the role?
• If so, are these standards (essential qualifications) mandatory, applicable or necessary? (E.g. Can a project role be undertaken by an Administrative and Clerical person receiving guidance rather than by an actual Professional?)

The Structure

• How flexible can you be in filling the role?
• Can you structure the role around the right person’s interests or needs?
• What is the longevity of the role?
• Would it be possible to rotate other “at level” people through this role?
• Consider the benefits/advantages of filling the role on a permanent, part time, fixed term or causal basis.
• Can the team be restructured to include the duties without creating and/or filling a role?

Development Options

• Would a current team member benefit from a stint in the role? (E.g. Payment of Higher Duties Allowance within legislative requirements).
• Would this be a good position for a trainee or graduate?

Time

• Are there time imperatives for filling this role?  If so, consider alternatives to a hasty recruitment process.  (E.g. Can parts of this role be covered by other staff, is it possible to utilise other employment options, like higher duties allowance, or temporary variation to duties at level, until a permanent placement has been made.)
• Remember a quick process does not guarantee a good outcome.

There is much more to an effective selection process than just conducting an interview. You should to use a range of options to make an informed selection decision.

Selection options can include such things as interviews, referee reports, structured behavioural interviews, work sample tests, ability tests, behavioural style questionnaires and assessment centres.

There are a range of selection options that will give you confidence that you are selecting the right person for the right job.  Each option has advantages and disadvantages – understand these so that you can make a decision about which options to choose.

Choose options that best assess the skills, personal qualities and knowledge needed in the role.  Ensure that the options are testing for the capabilities stated in the selection criteria.