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Recruitment and Selection planning

Planning the recruitment and selection process assists to ensure a positive outcome with the benefits being:

The information contained in this section of the guidelines supports the recruitment and selection policy principle 1.1:

“Recruitment and selection will be informed by the University’s agreed priorities for developing the optimum workforce profile required to realise its legislated responsibilities and contractual obligations, its mission and strategic intent and its vision for the institution as a distinctive, innovative and internationally competitive organisation.”

A recruitment plan template and checklist is provided to assist managers with the recruitment planning process and covers all aspects of recruitment.

Position design

An overview

Position design follows workforce planning and includes:

The decision to undertake a recruitment process should begin with an analysis of the position.

Position design is a vital part of the recruitment planning process. It ensures that the position is well defined, that the duties and key performance indicators are clear and that the position is contributing to the strategic direction of the Unit/Department/School and University.

The process for position design is as follows:

Workforce planning

Workforce planning information is beneficial in the process of developing a workforce plan. It involves achieving our desired profile through:

  • forecasting future needs for employees in different roles,
  • predicting the availability of such employees, and
  • developing strategies to match supply with demand.

Vacancy is identified

Approval to recruit is sought

Approval to fill positions within the University must be in accordance with the Vice Chancellor's Authorisations and that the local area may have specific approval processes as well. The approval to recruit template clearly identifies the rationalisation underpinning the need to recruit by providing:

  • a clear understanding of the need for the position

  • the key role of the position

  • how the position fits into the existing structure

  • the alternatives considered by the manager

  • agreed workforce planning priorities/needs

  • budget implications

Duties, tasks and responsibilities are defined

Job analysis

Job analysis involves a systematic investigation of jobs using a variety of methods, to determine essential duties, tasks and responsibilities.

Job analysis is crucial to the identification of relevant skills and competencies. It involves obtaining objective and verifiable information about the actual requirements of a job, and the skills and competencies required to meet the local area and University’s needs.

Job analysis facilitates accurate recruitment and selection practices, sets standards for performance appraisals and allows appropriate classification/reclassification of positions.

Comparing the skills possessed by employees with the results of job analysis can greatly assist in workforce planning strategies and restructuring or redesigning jobs to reflect the requirements of the local area and/or University-wide changes.

Job analysis and position description template

Position description is written

The position description should provide applicants with a clear indication of the duties, accountabilities and outcomes expected of the position. The position description is the base document used in the management of the employee’s performance as outlined in the University’s performance management scheme.

If there is already an existing position description this should be reviewed before the start of a selection and recruitment process. A position description provides information relating to a role at a given point of time, however few positions remain the same over a long period of time, hence the need for review.

The position description is a key document in the process as it provides a clear picture of the position to the members of the selection panel and to the potential candidates and should accurately reflect the nature of the role and the required skills, knowledge and attributes (selection criteria) necessary for successful performance in the role. It should also identify core relationships such as client groups, that the appointee may need to establish and maintain.

Position is evaluated

Job evaluation and classification overview

Job evaluation is the process used to measure the relative job worth of positions within an organisation at a point in time. It focuses on actual requirements of the position, not on a person or their performance and measures the content/work value and not the volume of work. The work value of the position is dependent on a range of factors including the experience, skills and training required to perform the duties and responsibilities of the position.

Positions are evaluated to establish internal relativities and to determine the appropriate classification level within the University’s Collective/Enterprise Agreements which in turn establishes the salary range. When the requirements of the position have changed or grown, or when new roles have been created, the position will be formally evaluated. Trained job evaluators in the HRU evaluate positions. Refer to Classifying positions and Evaluation of new/vacant positions.

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Remuneration

The applicable industrial instrument outlines the salary levels for the academic, professional, security, grounds and document services staff classifications.

No negotiation of remuneration beyond that defined within the applicable industrial instrument will occur without appropriate authorisation through the Vice Chancellor’s Delegations of Authority.

Gaining approval to negotiate the classification level (increment step) or any other special remuneration arrangements from the relevant cost centre manager prior to commencing negotiations will ensure that the appointment process is completed swiftly and effectively.

Information on allowances and other remuneration issues can be obtained through your local Human Resource Professional and the Human Resource Unit.

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Recruitment plan

Recruitment and selection processes affect the University's image as an employer and, in turn, its ability to attract qualified people. It can also enhance the presentation of the University as an ‘employer of choice’ so it is important to ensure that all candidates experience the process as professional, well planned and efficient.

A recruitment plan ensures a proactive, strategic approach that reflects the principles identified in the policy and ensures a transparent and objective process. A well planned process increases the quality of the recruitment process and can minimise the risk of potential delays.

Recruitment planning enables the manager to consider a process and strategy to:

If recruiting for a Head of School or a Dean please refer to the guidelines below.

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