Introduction to Recruitment and Selection
Successful recruitment and selection systems and practices will facilitate the development of the University's workforce profile in order to:
- meet immediate and future organisational requirements for staffing;
- build organisational capabilities;
- provide an appropriate focus for, and distribution of the work required to achieve our objectives in teaching and learning, research and service; and
- ensure that it reflects the diversity and characteristics of the student population and the wider communities.
Successful recruitment requires:
- efficient planning;
- innovative strategies to obtain a quality field of applicants;
- testing of applicant’s skills and attributes;
- panels with appropriate expertise and judgment;
- quality decision-making;
- commitment to diversity and fairness; and
- commitment to quality, best practice processes that present a professional image.
Recruitment at the University is based on a number of core principles that are outlined in the Recruitment and Selection policy. These principles include:
- building workforce capabilities;
- selecting on merit;
- ensuring fairness and accountability;
- valuing a diverse workforce; and
- ensuring efficient and effective process.
Guidelines also assist managers and staff to:
- have an increased understanding of the recruitment process;
- improve results and recruit the most appropriate people for the University;
- clearly identify the principles that drive decisions;
- reduce the cost of recruitment;
- ensure that the process and its outcomes are fair, transparent and of a high quality; and
- enhance the University’s reputation as an employer of choice.
Training is recommended for people involved in recruitment. Please contact the Human Resources staff on 08 8302 1444 to discuss training needs.
The impact of recruitment costs
The Recruitment and Selection process represents a substantial cost to the University and poor recruitment practices mean additional costs to the University such as, high turnover rates, decreasing competitive advantage, damage to the image and reputation, and the possible loss of other key staff.
- Benefits of a successful recruitment process include:
- A reduced turnover of staff and increased staff satisfaction;
- Ensuring the most appropriate person is recruited and has ability to meet the goals of the University;
- Enhancing the University’s competitive advantage;
- Increasing productivity due to high performing staff;
- Assisting in the creation of the University as an employer of choice; and
- A reduction in unsatisfactory performance due to poor job match.
Effective and well-planned recruitment will assist managers to employ high quality staff to ensure the University’s goals are achieved.
Role of the Human Resource professional
Gaining assistance from the local Human Resource professional can be effective in the planning stages of recruitment. They can provide strategic advice to assist the hiring manager prepare their recruitment plan and are able to advise managers on such things as advertising markets, competitive salary, selection committee membership, preparing position descriptions, and selection strategies. The Human Resource professional may assist the Chair and other panel members with advice and support throughout the recruitment process if required.
The Human Resource professional as a panel member
The Human Resource professional may be included as a member of the selection panel if the Chair believes that their expertise in human resources and recruitment practices would be a useful addition to the expert panel. They can provide expertise in the application of the principles of equal opportunity, merit and recruitment and selection which may be useful to a panel where human resource or recruitment experience is limited.
Having a Human Resource professional as part of the expert panel is beneficial but not compulsory. If there is sufficient human resource expertise represented by other panel members and the Chair and panel members have received recruitment and selection training then the Human Resource professional’s inclusion on the panel may not be necessary.
There is no requirement to have the HR Professional as the executive officer. This role may be undertaken by one of the panel members or a school/unit/institute administration officer or secretary.