Stage 3: Select

Be prepared! – Ensure that all panel members have a shared sense of purpose and are aware of the role and test your selection options!

In preparation for the process it is important that all members of the selection team are involved.

• Is there a shared sense of purpose across the selection team?
• Do all selection team members have a clear understanding of what you are looking for?
• Are they aware of the personal qualities, skills and knowledge required for success in the role?
• Do they clearly understand the combination of selection options being used, the capabilities they are testing for and the reason why these techniques were chosen?

If you are using test as part of the selection process, then you need to validate any tests being used. If you have created a work test trial it first. 

If is important to be sure that:

• Instructions are clear
• It accurately measures the capabilities you are trying to test.

Also ensure that testing environment is set up for people with particular needs, for example appropriate technology for someone with vision impairment.

Ask HR if you need assistance with the process, including your selection options or for assistance with training and other resources.

Even at this late stage by prepared to start again. The cost of another recruitment exercise is considerably less than the cost of taking ‘the best of a bad bunch’.

Put your selection options into practice – ensure you check and validate claims.  Selection teams should consider all sources of information available and not rely solely on the application, interview and/or nominated referees.

Maintain a focus on what you are trying to achieve and avoid falling into old patterns.

Since many applicants may be daunted by the selection process it is important that you and the selection team create an inclusive and relaxed atmosphere.

Whatever selection process you are using – ensure it is conducted with cultural sensitivity.

Once you have made a decision move quickly to secure the successful applicant.  Contact the successful person to outline the offer and agree on a start date.

Once you have selected the right person, talk to HR about issuing the contract, organising pre-employment checks and timeframes around review periods.

Make sure that all unsuccessful applicants are advised in a timely manner and that they have access to post selection counselling.  Remember these people may not be right for this role, but they could be perfect for another position.  Treating unsuccessful applicants fairly and professionally will ensure that they are happy to re-apply for other positions within the Agency.

Inadequate feedback is one reason for perceptions that a process was not transparent or meritorious.

TIPS:

• Ask the quality applicants (even those who were ultimately unsuccessful) what attracted them to the role.
• Recruitment and selection is an ongoing process. Evaluate this exercise and prepare for the next round.  Think about how you would do things better, quicker or differently. Challenge yourselves as managers to get the most out of the selection and recruitment process.

Remember – Start building the relationship with the new person long before their first day of work!

Induction/On-boarding Check List:

Before the new person starts with you:

• Confirm terms and conditions of employment
• Send welcome letter and information or new start pack
• Inform the team of the new arrival’s start date
• Select and brief workplace buddy
• Compile an induction guide for the work area
• Bring the new employee into the work area for a pre start introduction.
• Prepare the work space (including stationery)
• Organise the telephone and IT log on requirements (including access to other IT programs)

Now the new person has started, have you:

• Introduce them to the rest of the office staff and explained individual responsibilities
• Introduce them to key people – HR and HR Relationship Management Team, Diversity Officer etc.
• Explain relevant procedures, protocols and policies.
• Discuss your expectations as manager
• Provide them with relevant information in relation site location.
• Organise Agency Orientation session
• Direct them to the intranet and provided information on relevant policy’s relating to intranet and internet usage.
• Arrange follow-up meetings to ensure new person is setting in and to clarify or reiterate work requirements and manager expectations. (If permanent time these meetings inline with probation requirements to meet regularly.)

Build a relationship with the new person well before they start. Setup a team meeting, bring them to the office, invite them for morning tea etc.

It can take months for people to be fully effective in a new role – as a manager you will want to help new staff hit the ground running.

The Agency has an orientation program. Ensure your new employee attends this session soon after the start date.

You should also have an induction process that is specific to your team and can be tailored to suit the experience of the new person. A graduate will require different induction to someone with 10 years experience in the private sector. 

Ensure that those people who are coming from outside the TSS are orientated into how the organisation and the Agency work. This is more than the values and Code of Conduct.

Remember – People join Agencies but leave managers. Stand by what you have offered!

Once you have found a good person you’ll want to keep them.

Communication is critical to retention – meet with your new staff member to stay abreast of what motivates and frustrates them. Build a shared understanding of performance expectations and career planning. Discuss what this means for their development strategies. Maintain a sense of moving forward. Provide learning opportunities and challenges, such as stretch assignments.

Ensure you stand by what you promised. Responsibilities or opportunities offered to the candidate should be delivered. If circumstances change then explain why.

Assist new people to establish networks across the organisation – meet with them regularly to see how they are going and to address concerns.

How to keep the right person!

• Have a strong commitment to career and skill development
• Know and manage people’s career intentions and aspirations
• Promote work/life balance
• Give them responsibility and autonomy
• Set clear objectives, job expectations
• Give fair, clear and timely performance feedback.

If people are prepared to leave the Agency or your area (even if it is for more money) you need to ask why. What is their perception? Is the Agency living up to the culture it is selling?  Exit interviews are a good way to find out why people leave. This knowledge and information can assist you in future recruitment and selection processes.