Stage 2: Attract

Knowing the labour market will help you to work out where to advertise, who to target, and what networks to use!

How do you increase your knowledge of the labour market?

• Develop and use networks to learn from experiences of others in finding the right people. For example: meeting people at functions – request CVs for future vacancies: or speaking at conferences; or involvement in cross-group, agency, portfolio and industry projects.
• Ask people who do similar work to you
• Consult your Human Resources Team
• Contact relevant professional bodies
• Keep abreast of trends reported in the press
• Look at your Agency’s databases
• Look at websites where people post their CVs. 
  For Example:
  • seek.com.au 
  • careerone.com.au
  • mycareer.com.au
  • jobsearch.gov.au

Use your knowledge of the labour market to determine where the ideal person is right now.  Are they:

• In the Agency?
• Within the TSS?
• In the public sector?
• At a particular education institution?
• In a graduate program?
• In the private sector?
• In the workforce at the moment?
• What sort of role do they have now?

Mangers form a range of networks during the course of their work.  Use these networks when trying to find the right person for the role.

In a tight labour market it could be better to defer filling the role. Consider alternative resourcing options.  Perhaps recruit at a lower level and develop the recruit’s skills and knowledge.

Marketplace perception of the Tasmanian State Service and the Agency will affect the quality and number of people interested in working in your team!

Things to consider when promoting the Tasmanian State Service and the Agency:

• The work of the Agency or area;
• Its reputation and profile;
• Attractive working conditions;
• Geographical location;
• Development or promotion opportunities;
• Career path options;
• Work/life balance;
• The culture and values of the Agency;
• Is the attraction being part of the TSS; and
• Variety of roles or careers within the Agency.

The Tasmanian State Service is the employer of choice in Tasmania.

Things to consider when promoting the Tasmanian State Service may include:

• Continued professional development and learning;
• Opportunities for advancement;
• Fair salary;
• Generous leave arrangements (Long Service Leave, bereavement leave and parental leave);
• Flexibility (flex time, SSALS, study assistance, Leave without Pay);
• Carer’s leave;
• Family friendly work places and arrangements;
• Job satisfaction;
• Commitment to Diversity;
• Employment security and mobility;
• Safe workplace;
• Graduate career opportunities;
• Aboriginal employment opportunities;
• Youth employment opportunities;
• Traineeship and apprenticeship opportunities;
• Values based culture;
• State Service Principles;
• Code of Conduct;
• Partnership arrangements;
• Social events, activities and fundraising for a variety of charities; and
• The opportunity to contribute to better outcomes for the Tasmanian Community.

Links

• Why choose a career with the State Service?
• Tasmanian Government Communications
• Careers with the Tasmanian Government

Don’t present the role as something it’s not.  You don’t need to dress the role – It will sell itself to the right person!

What are the key selling points of the role?

Use the role definition created in stage 1 (define) to clarify the key selling points of the role and:

• Focus on the most critical elements of the role and key capabilities required.
• Identify what differentiates this role from other roles.
• Ask existing team members what attracted them to their role and the team – why they stay and why have people left?
• Articulate the culture and values of the team.
• Be honest about the role and the team.

Confirm what is on offer

For example:

• Leading and managing staff?
• Further development opportunity? Skills? Career?
• Work in a well defined role?
• Contribution to important social or environmental issues?
• Work place flexibility?
• Maintain or enhance professional status?
• Autonomy and/or responsibility?
• Work in a high profile team?

Think about what is likely to motivate the right person?

For example:

• Interesting work?
• Opportunity for innovative approach to work challenges?
• Good working relationships?
• Level of decision making?
• Development opportunities?
• Working in a clearly defined and predictable role?
• Flexibility in work hours?

By the end of this step you should have gained enough information and knowledge to determine what to put in the ad and where to place the ad.

Unless your approach targets the right people, you won’t attract the right person! And remember - you are looking for a quality field not a quantity field!

Writing the ad

• Ensure ad captures and promotes previously identified selling points of the role, your area and Agency.
• Focus on the role not the level.
• Think about the language you use and how this will affect your audience (E.g. avoid agency and public service jargon!).
• Consider getting some expert advice or assistance in drafting the ad.
• Ask HR – they can advise you about what has to be included in ads – such as essential qualifications and pre-employment checks.

Placing the ad

• Which communication channels will be the most appropriate and effective?
• How will you get the best from your advertising budget? (E.g. is the opportunity to collaborate and advertise with other teams/areas?)
• Advertising in the Gazette is mandatory for all permanent, promotable or fixed term over 12 month roles.
• Think about using different approaches in conjunction with the Gazette, for example the intranet, targeted emails, word of mouth, internet job sites, newspapers (local, community, regional and national).

Remember – the information we provide is another way potential applicants will perceive and judge the Agency and the job.

The information and interaction that you provide and how you ask people to apply will affect how the Agency and the role is seen by potential applicants.

Make it as simple as possible for people to select “in” and select “out”. Consider creating an application kit.  This needs to be tailored to the role to get the most value.

An application kit could include:

General Information:

• Information about the Agency – structure, purpose, size, geographical locations, areas of responsibility, interrelationships with other Agencies, current priorities, future priorities.
• Information about the Agency’s work and objectivities which may act as a "hook" for particular applicants i.e. appeal to ideological principles.
• A copy of the TSS Values and Code of Conduct.
• Agency’s website link.

Information about the role:

• Statement of Duties, including the selection criteria. If the selection criteria are weighted, then applicants should be advised at this stage and the information included in the application kit.
• Information about the role and why it exists
• How the role fits into the team/structure.
• A "Day-in-the-life" from an existing team member.

Information about the process:

• Structured Application Form
• How to apply for a Job in the TSS and specific Agency requirements (e.g. applying online)
• An explanation or example of how to address the selection criteria.
• An anticipated time frame for the selection process and decision.
• What’s included in the selection process – will you be using ability tests, work samples etc.

Remember – make the most out of the opportunity to talk with potential applicants, they may be just the person you are looking for!

People enquiring about the role may be contacting the Agency (or even the TSS) for the first time.  Ensure that every contact is positive and builds on the reputation of the Agency.

The person responding to calls should be familiar with the statement of duties and selection criteria – clearly understanding work style, personal qualities, team fit and skills required.

Rather than just simply answering "yes", if someone is acting in the role, the contact person should engage the applicant in a conversation. Take them through the role and provide them with all the information they need.

Use this opportunity to reiterate to the candidate other relevant information such as expected time frames and the selection process that will be used.

Even if the applicant in not interested or potentially suited to the role, dealing with them in a professional and timely manner will ensure that they are happy to apply for roles in this Agency into the future, roles they maybe the right person for.

Tips:

• Keep the details of people who seem suited to the role. Before applications close, consider contacting them to see if they will apply.  If not, find out why.
• Don’t advertise the role and then go on holidays. Make sure you’re in the office and available during this time for queries.