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DEFINING THE NEED - You won’t find the right person until you know what you’re looking for.
1 |
Maintaining a future business focus and staying up-to-date with the Agency’s policies and practices are ongoing commitments | |
2 |
Consider what work is required – not what has been done before. Does a job really exist? Which Job? | |
3 |
Use the Capability Card Set with your team to start a conversation about working styles and behaviours needed in the team. | |
4 |
Know the skills and personal qualities required by successful applicant. | |
5 |
Identify the opportunities and work through the options - budget, time, level and flexibility |
How can you balance the requirements of the role with the budget allocated? How can we best fill this role? |
6 |
Ensure selection options chosen test for the capabilities required. |
The challenge for you as a Manager is to identify the fact from the fiction. Ask Human Resources about minimum requirements and good recruitment practice.
Common Urban Myths include:
Read more recruitment myths on the Recruitment myths busted page.
Click on the headings below to expand content showing information about each step.
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?
When determining the current and long term needs of your team within the existing frameworks consider the following:
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.
Contact selection panel members and set time aside to plan the process, undertake short listing and interviews.
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:
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:
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:
TIP: Use the capability card set (Appendix A) to assist you with your discussions. HR can also assist you to define the role.
Write the statement of duties:
A statement of duties should provide a high level overview of the role. The statement of duties should include the duties to be performed; the selection criteria required to undertake those duties; the level of responsibility associated with those duties; and any essential requirements for the performance of those duties.
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.
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.
Decide on selection options and if applicable develop selection questions in line with selection criteria.
Evaluate each stage of the project. Be prepared to retrace and refine your steps rather than forging on regardless!