APS Recruitment Guidelines - Australian Public Service Commission

Australian Public Service
Recruitment Guidelines:
Operational guidance for agencies
Australian Public Service Commission

Message from the Commissioner
Recruitment, be it engagement, promotion or movement of existing APS employees, underpins the
integrity and performance of the Australian Public Service (APS). Processes that support recruiting
the right employees represent a key step in ensuring the APS is representative of the people we serve
and effective in administering our responsibilities.
I welcome the publication of the APS Recruitment Guidelines which provides recruiters at all levels
with a best practice guide to support the good work already taking place across agencies.
The overarching goal of the guidelines is to provide a resource that is easy to use, practical and one
that explains the highly involved recruitment process.
This guide is designed for ease of use whilst still being a comprehensive guide for recruiters. It
provides guidance on tailoring recruitment processes to achieve greater efficiency while maintaining
transparency and agency autonomy.
The guideline’s key aims are to:
• ensure the principle of merit is upheld
• dispel some widespread myths about the recruitment process
• build capacity
• encourage agencies to consider alternative recruitment processes.
I thank the agencies that have contributed to the development of these guidelines and trust you will
find them valuable and informative, enabling your agency to continuously improve its recruitment
processes and to find the right people for the right job.
Stephen Sedgwick AO
Australian Public Service Commissioner
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Table of Contents
Message from the Commissioner.................................................................................................ii
Introduction..................................................................................................................................v
Scope of the guidelines...............................................................................................................vi
Stage 1 - Planning..........................................................................................................................1
Overview......................................................................................................................................2
Roles and responsibilities.............................................................................................................2
Job analysis.................................................................................................................................4
Writing a job description...............................................................................................................6
Defining other work-related requirements for the job....................................................................7
Workforce diversity.......................................................................................................................9
Other planning considerations....................................................................................................11
Administration............................................................................................................................13
Options to fill a vacancy..............................................................................................................15
Stage 2 - Sourcing........................................................................................................................17
Overview....................................................................................................................................18
APS Redeployment Register.......................................................................................................18
Attracting applicants...................................................................................................................18
Accessibility issues.....................................................................................................................19
Notifying the employment opportunity........................................................................................19
Developing selection criteria.......................................................................................................20
Existing orders of merit...............................................................................................................20
Stage 3 - Assessing......................................................................................................................23
Overview....................................................................................................................................24
The merit principle.....................................................................................................................24
Work-related qualities................................................................................................................24
Selection panels.........................................................................................................................24
Short-listing...............................................................................................................................25
Stage 4 – Selecting......................................................................................................................27
Overview....................................................................................................................................28
Recommending preferred applicant............................................................................................28
Selection report..........................................................................................................................28
Delegate decision.......................................................................................................................28
Secondary considerations...........................................................................................................29
Providing feedback to unsuccessful applicants...........................................................................29
Australian Public Service Recruitment Guidelines: Operational guidance for agencies
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Stage 5 – On-boarding.................................................................................................................31
Overview....................................................................................................................................32
Contacting successful applicant and making the employment offer............................................32
Notifying the outcome in the APS Employment Gazette...............................................................33
Induction....................................................................................................................................33
Probation....................................................................................................................................34
Cancelling an employment decision............................................................................................34
Recruitment Performance Measures............................................................................................35
Overview....................................................................................................................................36
Direct cost of recruitment activities............................................................................................36
Quality of recruitment outcomes.................................................................................................36
Quality of recruitment processes................................................................................................37
Improved applicant experience...................................................................................................37
References...................................................................................................................................38
iv

Introduction
The APS Recruitment Guidelines (the guidelines) provide APS agencies with information
to tailor recruitment processes to achieve greater efficiency, preserve transparency and open
competition while upholding the principle of merit.
The guidelines encourage agencies to continue to be autonomous and flexible when managing
their recruitment processes within the boundaries of legislation while providing consolidated
information and guidance modelled on best practice. They provide human resource practitioners
and APS managers with:
• links to relevant legislation
• agency case studies
• facts to dispel recruitment myths
• a Manager’s Toolkit (toolkit).
The guidelines are to be used in conjunction with the Australian Public Service Commission
(APSC) publication Recruitment and selection in the APS which details the legislative and
policy framework applying to recruitment. The guidelines are structured around the five stages of
a recruitment process:
• planning
• sourcing
• assessing
• selecting
• on-boarding.
Table 1: Relationship of guidelines to Recruitment and selection in the APS
APS Recruitment Guidelines
Recruitment and selection in the APS
Stage 1 - Planning Step 1: identify employment opportunity, category and
classification and whether vacancy needs to be filled
Step 2:
Step 3:
decide how vacancy is likely to be filled (i.e.
engagement of new employees or promotion or
movement of existing employees)
develop supporting documentation
Stage 2 - Sourcing Step 4: decide what notification is required (i.e. is gazettal
needed?)
Step 5:
Step 6:
Stage 3 - Assessing Step 7: accept applications
Step 8:
decide if opportunity is to be open to all eligible
members of the community
notify in the gazette—additional advertising optional
assess relative suitability of candidates
Stage 4 - Selecting Step 9: recommend preferred candidate on basis of relative
merit
Step 10: delegate makes selection decision
Stage 5 - On-boarding
Step 11: implement decision
Australian Public Service Recruitment Guidelines: Operational guidance for agencies
v

The guidelines also include performance measures that can be applied to recruitment which can drive
greater accountability for recruitment, encourage staff to plan and implement efficient recruitment
processes and provide agencies with data to inform continuous improvement.
Scope of the guidelines
The guidelines apply to APS Level and Executive Level recruitment processes for:
• ongoing employment opportunities
• non-ongoing opportunities for a specified term of more than 12 months
• non-ongoing opportunities for a specified task reasonably estimated to take more than
12 months.
The following topics are not covered by the guidelines because they are covered by other APSC policy
and guidelines:
• Senior Executive Service recruitment
• agency head and statutory office holder selection
• non-ongoing employment for 12 months or less
• workforce planning
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www.apsc.gov.au/publications-and-media/current-publications/merit-and-transparency
kit
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/the-senior-executive-serviceselection-mobility-and-separation
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selection-inthe-aps
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www.apsc.gov.au/publications-and-media/current-publications/workforce-planning-guide
vi

Roles and responsibilities
Job analysis
Writing a job description
Defining other work-related requirements for the job
Workforce diversity
Other planning considerations
Administration
Options to fill a vacancy
Planning

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Overview
Recruitment is the process of having the right person in the right place at the right time. It is crucial
to organisational performance in the APS. Recruitment is a critical activity, not just for the human
resources area but also for line managers increasingly involved in the selection process.
As with any other important project, recruitment needs to be thoroughly considered, planned and
appropriately resourced. A well-planned recruitment process is more likely to result in selecting the
applicant/s that best fit the job.
Recruitment processes vary and each has its own considerations and requirements. It is important for
everyone involved in recruitment to be equipped with the knowledge and skills needed to undertake
their respective roles.
A well run recruitment process reflects positively on the agency and the APS as a whole. In a
competitive labour market it is important that applicants consider the APS as an employer of choice.
An applicant’s perception of the APS can be influenced through participation in efficient and
transparent recruitment.
From a strategic perspective, each agency should consider how the planning stage can help achieve:
• more timely and efficient recruitment processes
• well defined job requirements that attract applicants who are the ‘best fit’ for the role
and agency
• greater ‘buy in’ to recruitment from managers and employees, including a greater willingness
to assist in the process (e.g. as a selection panel member)
• greater diversity of applicants, allowing the APS to better serve the diverse Australian
community.
From an operational perspective, a well-planned recruitment process should consider:
• gaining the delegate’s approval to commence the process
• gaining the delegate’s approval at the end of the planning stage
• establishing the required start date for the successful applicant
• scheduling assessment activities, such as short-listing applicants, interviewing and contacting
referees (if needed)
• ensuring the availability and commitment of each selection panel member
• securing an appropriate and accessible venue for selection activities
• budgeting impacts if applicants need to travel to attend selection activities (which may depend
on the agency’s Enterprise Agreement)
• providing applicants with reasonable notice if they are to attend selection activities.
Roles and responsibilities
This section explains the roles that may be involved in the recruitment process.
ion
While there is no legislative requirement to form a selection panel, in most APS agencies a selection
panel is formed and tasked with the responsibility of assessing the suitability of applicants.
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Stage 3 - Assessing section of the guidelines
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Information Sheet - Selection panel composition
kit
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Role of the delegate
The delegate is delegated employer powers by the agency head. The delegate is responsible for
making the selection decision, and is accountable for ensuring that selection processes and
decisions comply with merit requirements.
Agencies may decide to have the delegate solely responsible for assessing applications and
employment decisions, although this is rare.
The delegate may be part of the selection panel, although some APS agencies have internal
policies specifying that the delegate cannot be part of such a panel to ensure impartiality and
avoid any perception of patronage or favouritism.
In many cases an agency may require the delegate to approve the request for recruitment. This
may include ensuring that the employment opportunity is correctly notified and endorsing
selection documentation and assessment methods.
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/delegations-under-thepublic-service-act-1999-and-subordinate-legislation
case study
tool kit
tip
Role of the chairperson
The chairperson is responsible for leading the selection process and managing the selection panel
(if one is used). This may include overseeing panel composition and administrative requirements
such as scheduling assessment activities and procuring scribe services (if one is used).
Many agencies require the chairperson to complete specific training before assuming these
duties.
information
case study
tool kit
tip
Role of the selection panel member
There are no legislative requirements on the number of people to be on a selection panel, nor the
classification of panel members or gender balance. Each selection panel member is responsible
for assisting in assessing the suitability of applicants for the role advertised.
Many agencies require selection panel members to complete specific training before assuming
selection panel duties.
Role of the scribe
There is no requirement for a scribe to be used in APS recruitment processes.
A scribe is designated to document the recruitment process. A scribe can be asked to be a
member of the selection panel, although this is not usual practice.
Having a scribe can allow selection panel members to focus on assessment activities rather than
on taking notes. A scribe can also draft the selection report more quickly, if they have been
specifically designated for that role and are therefore able to give it a high priority.
A scribe can be an APS employee, an APSC Recruitment Advisor or an external recruitment
service provider.
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 1: Planning
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Role of the contact officer
A contact officer must be identified for each vacancy notified in the APS Employment Gazette.
This officer should be able to respond to queries from potential applicants regarding:
• duties to be performed
• work-related qualities required
• background information and context about the role and agency
• reporting structure
• where the work will be undertaken
• special requirements of the job—shift work, peak work periods, part time or full time
• reasonable adjustments for people with disability that can be put in place in relation to the
selection process.
Contact officers are often the applicant’s first contact with the agency and it is important that they
be available, professional and friendly, with a good understanding of the role and an ability to convey
relevant information to applicants.
The APSC offers the ‘Getting that selection right’ training program for any APS employee that has
been or is likely to be selected for a recruitment selection panel. The program aims to achieve quality
recruitment outcomes in line with APS merit-based assessment requirements.
It is good practice to ensure the contact officer is not acting in the role being filled and is
not a potential applicant. This removes any conflict of interest or perception of patronage or
favouritism.
The applicant
The applicant (or candidate) is a person who has submitted a formal job application for assessment.
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APSC website:
www.apsc.gov.au/learn/programs/human-resourcespeople-management/getting-that-selectionright
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kit
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Job analysis
Job analysis is the process used to collect information about the duties, responsibilities, necessary
skills, essential qualifications, personal attributes and work environment relevant to a job.
The process can assist in preparing selection documentation and identifying work-related qualities for
the job.
Investing time in job analysis increases the likelihood of attracting, selecting and retaining the
best person.
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Job definition
A number of triggers can lead to a recruitment process, including an employee leaving,
a restructure, the expansion of a product or service or a new policy or program leading to the
creation of new jobs.
Re-using existing job documentation can be tempting and a quick option for those involved
in recruitment, but agencies will benefit from reviewing previous documentation and accurately
defining the role to be filled. Changes to the role and tasks involved since the original job
description was written should be considered and incorporated.
The recruiting manager should consider restructuring or re-allocating particular tasks and
functions, as this may result in more efficient processes or present an opportunity for existing
staff to benefit by:
• gaining wider experience
• developing new skills
• experiencing an increased variety of tasks
• participating in job-sharing opportunities
• increasing hours of part-time staff
• increasing flexibility of hours.
The manager should also consider if the:
• job is still necessary
• duties need to be performed in the same way or be amended
• classification is appropriate for the duties given the agency’s work level standards or
whether the role should be re-classified
• scope is right for new duties —(location of the job; reporting structure etc)
• duties could be assigned to an existing employee on an ongoing or temporary basis
• introduction of alternative working methods could reduce workload and/or improve
service quality
• job is likely to change in the foreseeable future
• job lends itself to flexible working arrangements, for example whether it could be filled
on a part time basis
• job could be best performed by an Aboriginal or Torres Strait Islander person, and
therefore could be advertised as a special measure
• job could be performed by a person with intellectual disability, and therefore could be
advertised as a special measure.
information
case study
This information can be gathered through internal reports, performance agreements observation
(e.g. what tasks are performed and how long is spent on them), questionnaires and/or interviews.
The analysis of this information should form the basis of a job description and work-related
qualities specification.
Agencies should also consider if the job could be performed by a person with intellectual
disability who cannot compete in a competitive selection process. If this is the case, special
measures can apply.
tool kit
Information sheet - Recruiting people with an intellectual disability
tip
Template - Job analysis
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 1: Planning
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Job description
A job description describes what the person in the job is expected to do. It is a picture of the purpose,
scope, tasks, duties and responsibilities of the job.
Examples of how an accurate job description benefits the recruitment process are listed below:
• provides the information to prepare the APS Employment Gazette employment opportunity
notification and other advertisements
• helps identify selection techniques
• ensures employment decisions are based on merit and the work-related qualities required to
do the job and minimise the possibility of patronage and favouritism
• highlights the expected standard of work to employees and management to help ensure
effective performance in the job
• provides potential applicants with correct and relevant information
• identifies the key skills required to do the job
The most effective job descriptions detail the key results to be achieved rather than just listing tasks
to be undertaken.
While job descriptions can be presented in many ways, it is recommended that they include the
following information:
Job context
• title, classification and salary range
• role of the branch and group in the agency as well as overarching information about
the agency
• where the job fits in the reporting structure (who it is responsible to and for)
• job location.
Job summary
• brief description of why the job exists
• job responsibilities and a list of duties
• a brief explanation of the main duties and priority result areas.
Writing a job description
Job descriptions should only reflect the essential or inherent requirements of the job and not
unnecessarily exclude potential applicants.
The following is an example of how to improve job descriptions based on the inherent requirements
of the job and writing them in a way which is inclusive of the community:
must have drivers licence
ability to scribe shorthand
must have knowledge of the department’s
quality control strategies
ability to travel extensively
ability to record meetings
have an understanding of quality assurance frameworks
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Identifying the role’s inherent requirements involves analysing what a person is being hired
to do, rather than prescribing how a job is done.
Firstly identify and list the main activities to be carried out.
After identifying activities, group them and consolidate to ensure not too many are listed.
Job descriptions should not be too lengthy and in most cases need no more than six to eight
headings.
Then define each activity as a statement of what the employee is expected to achieve and deliver
on - in effect the output. This can be done in one sentence, beginning with a verb, in line with
the examples below:
• drafts
• plans
• tests
• manages
• schedules.
Describe the object of the verb (what is done) as briefly as possible, in line with the examples
below:
• drafts ministerial correspondence
• plans a stakeholder management strategy
• tests new Information Technology systems
• manages a small team
• schedules Information Technology change releases.
State briefly the purpose of the activity in terms of outputs or standards to be achieved, in line
with the example below:
Manages a small team to organise mail and deliver records to the Secretary’s office in accordance
with departmental standards.
Defining other work-related requirements for the job
Agencies should consider the following issues early so they can be included in planning processes
as appropriate.
Essential qualifications
Agencies may require people to hold certain qualifications, such as academic or technical
qualifications or certification from a professional body.
Examples of essential qualifications include:
• registration as a medical practitioner for medical roles
• a law degree and eligibility to be admitted to practice in a state or territory of Australia
for legal roles
• an undergraduate degree for entry into a graduate development program.
Attaining and verifying essential qualifications can be imposed as a condition of engagement.
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/conditions-of-engagement
case study
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Information sheet - Essential qualifications
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Citizenship
There is a general expectation that a person to be engaged as an APS employee will be an Australian
citizen (section 22(8) of the Public Service Act 1999).
An agency head may, however, waive this requirement depending on the agencies needs and
circumstances (e.g. a shortage of the skills or professional qualifications required to perform
particular duties).
In these circumstances agencies may choose to waive the citizenship requirement or impose the
attainment of citizenship as a condition of engagement.
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APSC website:
www.apsc.gov.au/publications-and-media/current-publications/citizenship-in-the-australianpublic-service
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kit
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Security clearances
An agency head may determine that some positions require staff to carry out duties requiring a
security clearance.
The level of security clearance should be reviewed before starting a recruitment process, as the nature
of duties may have changed.
The requirement to have or obtain a security clearance may be imposed as a condition of engagement.
In some cases the agency may require clearance before engagement takes effect.
When an existing APS employee is moved or promoted to a job requiring the employee to obtain
or upgrade a security clearance, the agency may choose to delay their start date (or gazettal of
promotion) until the clearance is obtained.
Some base level security vetting can be conducted by the selection panel by including integrityrelated
questions in the scope of the referee’s report.
The Protective Security Policy Framework provides the appropriate controls for the Australian
Government to protect its people, information and assets, at home and overseas.
The Australian Government Security Vetting Agency (AGSVA) is the central unit that conducts
security vetting for all Commonwealth agencies (apart from exempt ones). Clearances granted by
AGSVA have whole-of-government effect.
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information
Attorney-General’s website:
www.protectivesecurity.gov.au/Pages/default.aspx
case study
information
tool kit
case study
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AGSVA website:
www.defence.gov.au/agsva/
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/conditions-of-engagement
(Part 2.2)
tool kit
Information sheet - Security clearances
tip
Workforce diversity
The diversity of people working in the APS is one of its greatest strengths. Some groups of
people are disproportionately represented in the APS and agencies have a responsibility to
ensure that they continue to increase the diversity of the APS workforce.
There is continued disadvantage experienced by particular groups of people in the workplace,
including women, Indigenous Australians, people with disabilities and those who suffer
disadvantage on the basis of race or ethnicity.
It is recommended that agencies develop recruitment strategies that accommodate differences
in the background, perspectives and other factors (such as family responsibilities) of both
prospective and existing employees.
People with disability
The recruitment and retention of people with disability increases the diversity of the APS and
develops an organisation that better represents the Australian community. It is important to
remember that people with disability as a group are diverse, and include people with physical,
intellectual, psychological, behavioural and sensory impairments.
According to the Australian Bureau of Statistics, around 18.5% of the general population
experiences disability. In 1999, 5% of APS staff identified as having a disability, but this figure
fell to 4% by 2002 and to 3% by 2011.
To reverse the decline in the representation of people with disability in the APS, the APSC
launched the As One- APS Disability Employment Strategy. This strategy aims to strengthen the
APS as a progressive and sustainable employer of people with disability, and to improve the
experience of people with disability in APS employment.
The As One strategy includes some fundamental actions and objectives related to diversity
including:
• improving leadership
• increasing agency demand for candidates with disability
• improving recruitment processes to enable more candidates with disability to enter
the APS
• fostering inclusive cultures that support and encourage employees with a disability.
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 1: Planning
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APSC website:
www.apsc.gov.au/publications-and-media/current-publications/as-one
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Reasonable adjustments
A recruitment process should allow people with disability to compete on an equal basis for
employment opportunities. This sometimes means the selection process needs to be modified or
adjusted in some way to suit a particular individual. It is important to provide adjustments that
maintain the dignity of the person and do not impose unnecessary administration on the person with
disability. The process of arriving at reasonable adjustments, if not conducted with the experience of
that applicant in mind, can be seen by that applicant as unwelcoming.
Most adjustments come at little or no cost to the agency, but agencies are responsible for ensuring
that adjustments are made. Applicants should be asked if they require any adjustments when
submitting their application, to allow time to discuss modifications with them and perform
preparatory work to put the adjustment in place. For example, Auslan interpreters (for hearing
impaired applicants) are in demand and must be booked in advance, or certain software installed if
the applicant is being tested using a computer.
Reasonable adjustments can occur at any part of the recruitment process, including ‘on-boarding’.
Some applicants will wait until a job offer is made before disclosing their disability or asking for
reasonable adjustments.
Note that, aside from being good practice, the Disability Discrimination Act 1992 requires employers
to make reasonable adjustments for applicants and employees with disability.
Special measures provisions relating to certain groups with disability
The Public Service Commissioner’s Directions make special measures provisions available to assist
people with intellectual disability or people with disability that are unable to compete on merit to
gain APS employment. Often recruiting through a special measure can be faster and less expensive
than mainstream recruitment.
People with intellectual disability
The APS can play a significant role in increasing the participation of people with intellectual
disability in employment. People with intellectual disability encounter challenges that are different
from people with other types of impairment. The APS can recruit people with intellectual disability
using special measures using the Public Service Commissioner’s Directions.
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Information sheet - Making reasonable adjustments in a recruitment process
Information sheet - Disclosure of disability
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Information sheet - Developing a business case for disability employment
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Case study - Traineeships for people with intellectual disability
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Indigenous applicants
Increasing employment of Indigenous peoples and reducing the level of disadvantage
experienced by them is integral to the Australian Government’s agenda. The government is
committed to achieving 2.7% Indigenous employment by 2015.
The APS has an important role to play here by modelling better practice to the broader
workforce and strengthening community capacity.
Agencies should consider how they will attract Indigenous applicants to apply for all vacancies,
not just those that use Indigenous specific processes. Agencies should consider the use of
targeted avenues to increase the awareness of Indigenous employment opportunities through
the use of ‘Identified Positions’ or ‘Special Measures’.
Identified positions
Identified positions are jobs open to Indigenous and non-Indigenous applicants who meet
selection criteria requiring:
• an understanding of the issues affecting Indigenous peoples
• the ability to communicate sensitively and effectively with Indigenous peoples.
Agencies should note that these criteria can be tailored to suit business needs as appropriate.
The use of Identified Positions does not directly increase the representation of Indigenous people
in the APS workforce but it does assist in ensuring that the APS has people with the necessary
skills to deliver appropriate services to all Australians, and that the APS is seen as an employer
of choice amongst Indigenous Australians.
Special measures
Special measures provisions identify jobs restricted to applications from Indigenous peoples,
to provide opportunities for them to work in the APS.
information
APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/indigenous/identified-positions
case study
www.apsc.gov.au/publications-and-media/current-publications/building-an-indigenousemployment-strategy-kit
tool kit
www.apsc.gov.au/publications-and-media/current-circulars-and-advices/2010/
circular-20104
tip
Other planning considerations
Agencies can access other planning options to help with recruitment, including the following.
Using an Independent Selection Advisory Committee
An Independent Selection Advisory Committee (ISAC) is an independent committee that makes
recommendations to agencies about the suitability of candidates in staff recruitment exercises.
Such a committee may be used to fill vacancies for APS 1 to 6 (or equivalent levels).
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 1: Planning
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If an agency wants to establish an ISAC they must make a formal request to the Merit Protection
Commissioner.
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APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/merit-protection/independent-selectionadvisory-committees
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Information sheet - Entry level recruitment program – Australian Taxation Office
Outsourcing the recruitment process
Many commercial recruitment providers can help conduct recruitment.
Agencies can outsource the entire process or specific components (e.g. short-listing, interviews
or online assessment) to these providers. However, agencies must be mindful that it is their
responsibility when outsourcing some or all of the recruitment process to ensure that:
• all legislative requirements are met
• the employment opportunity is notified in the APS Employment Gazette
• reasonable adjustments are made to level the recruitment field for people with disability
Agencies must adhere to procurement processes and procedures when sourcing a commercial
recruitment provider. Also, even though a recruitment process is outsourced, the delegation to make
the employment decision remains with the agency’s delegate.
Agencies should note that when a recruitment process is outsourced the advertising of the job must
still comply with the Department of Finance and Deregulation’s (DoFD) policy on non-campaign
recruitment advertising and employment opportunities must still be notified in the APS Employment
Gazette.
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APSC website:
www.apsc.gov.au/publications-and-media/current-publications/delegations-under-the-publicservice-act-1999-and-subordinate-legislation
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DoFD Website:
http://www.finance.gov.au/advertising/index.html
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tip
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Information sheet - Outsourcing recruitment services
Bulk recruitment rounds
Bulk recruitment rounds can be an efficient way to employ a large number of employees for the same
or similar roles within an agency.
Bulk recruitment rounds can be undertaken for different classifications or a single classification.
Orders of merit can be formed from bulk recruitment rounds and used to fill the same or similar
roles across the agency for a 12 month period from the date the vacancy was initially notified in the
APS Employment Gazette.
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information
Stage 4 – Sourcing section of the guidelines
case study
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selectionin-the-aps
tool kit
case study
Case study - Entry level recruitment program – Australian Taxation Office
tip
tool kit
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Administration
Scheduling
Scheduling the recruitment process should start as soon as it is confirmed that recruitment
is required.
Consideration should be given to:
• nominating selection panel members and ensuring they have the time to be involved
in the selection process
• scheduling dates by which assessments need to be completed by (e.g. short-listing)
• scheduling and booking venues for meetings and assessment activities
Late applications
Agencies are responsible for developing their own policy for managing late applications.
These policies should be fair and transparent and be made apparent to applicants when the job
is advertised.
In considering whether to accept late applications, agencies should discuss the following types
of questions:
• Will all late applications be accepted or will they be considered on a case by case basis?
• Were there extenuating circumstances preventing the applicant from submitting their
application by the due date?
• How much extra time should be given to applicants to submit their application, bearing
in mind the process must be fair to all applicants?
Agencies may also consider an alternative approach should issues arise with e-recruit systems
or other technology preventing applicants from submitting on time. Agencies need to ensure
applicants are not adversely affected because of these issues.
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selectionin-the-aps
case study
tool kit
tip
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 1: Planning
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Engagement of people who have received a redundancy benefit
Applicants who have received a redundancy benefit payment from the APS or Australian
Parliamentary Service have limitations placed on their APS engagement.
In broad terms, redundancy benefit recipients cannot be re-engaged until their redundancy benefit
period has expired.
A redundancy benefit is defined as a:
• severance or similar payment made to the employee on cessation of their employment
• payment made to the employee as a result of shortening the retention period.
There is no standard exclusion period for which redundancy benefit recipients are limited from
being engaged in the APS. The period is commensurate with the redundancy benefit paid.
In some circumstances an agency head may re-engage a redundancy benefit recipient before their
redundancy benefit period expires.
ion
APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/recruitment-and-selection/reengagement
dy
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selection-inthe-aps
kit
tip
ation
study
ool kit
tip
Record keeping
The Administrative Functions Disposal Authority (AFDA) sets out requirements for keeping or
destroying records of administrative business performed by most Australian Government agencies.
Records documenting the filling of vacancies in an agency must be retained for 7 years after the
recruitment has been finalised. These documents would be retained on a recruitment file and may
include:
• advertisements
• applications
• referee reports
• psychological testing
• interview assessments/exercises
• interview reports
• gazette notices
• notification to unsuccessful applicants.
Records documenting the employment history of ongoing employees (letters of engagement, letter
of acceptance, details of assigned duties, probation reports, evidence of education qualifications,
medical examinations/health clearances) should be retained until 75 years after the date of birth of
the employee or 7 years after last action whichever is the later. These papers would be retained on a
personnel file.
Records documenting reviews of promotion decisions must be retained for 1 year after the
recruitment has been finalised. These papers would be retained on a recruitment file.
14

information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selectionin-the-aps
case study
National Archives of Australia website:
http://www.naa.gov.au/records-management/publications/afda.aspx
tool kit
tip
Delegate approval
Once the recruitment planning stage is finalised it is recommended that delegate approval be
obtained. Gaining delegate approval at this stage can avoid complications later in the process.
Options to fill a vacancy
Three possible options can be used to fill a vacancy:
• engaging a person into the APS
• promoting an existing APS employee
• moving an existing APS employee
Each option presents the agency with the following requirements and considerations.
Engagement of an APS employee
Engagement is when the applicant is not an APS employee or is a non-ongoing APS employee
and is to be engaged as ongoing.
The preferred applicant must have been through a competitive merit-based selection process
before being engaged. One exception is the engagement through special measures for people
with disability who cannot compete in a competitive merit selection process.
All engagements must be notified in the APS Employment Gazette.
The agency can impose conditions of engagement. Security clearances, citizenship and essential
qualifications are examples of this (though conditions of engagement are not limited to these).
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/conditions-of-engagement
case study
tool kit
tip
Promotion of an APS employee
Promotion is the ongoing movement of an ongoing APS employee to a job at a higher
classification level in their agency or in another agency.
Promotion decisions from APS level 1 to level 6 can be reviewed. An APS employee who has
applied for a position and not been promoted can ask for a promotion review. This is commonly
referred to as an appeal.
Promotions must be notified in the APS Employment Gazette and in most cases they take effect
four weeks after notification (unless subject to a promotion review or a different date is agreed).
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 1: Planning
15

ion
APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/movements/movement-betweenagencies
dy
kit
www.apsc.gov.au/about-the-apsc/contact-us/merit-protection-and-review/merit-protection/
promotion-reviews
tip
Movement of an APS employee
Movement of an APS employee within an agency or to another agency is commonly referred to as a
‘transfer’ or ‘transfer at level’.
The date of effect of a transfer within an agency is negotiated between work areas. A transfer to a
position in another agency, at the same or lower classification level, generally takes effect four weeks
from the date on which the employee informs their current agency head of the agreement to transfer.
An alternative date can be agreed between the APS employee and two agencies.
A transfer may result from a competitive selection process, but this is not a legislative requirement.
If a transfer results from a competitive selection process notified in the APS Employment Gazette
then the outcome of that process should also be notified in the gazette.
The APS Redeployment Register gives agencies the option to consider potentially excess employees
seeking redeployment. Agencies can view employee CVs and contact potentially suitable people
before or at the same time as advertising the vacancy.
ion
dy
Stage 2 – Sourcing
APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/movements/movement-betweenagencies
kit
http://www.apsc.gov.au/publications-and-media/current-publications/aps-redeployment-policy/
managing-redeployment-agency-guidelines
tip
16

APS Redeployment Register
Attracting applicants
Accessibility issues
Notifying the employment opportunity
Developing selection criteria
Existing orders of merit
Sourcing

Overview
The sourcing stage includes activities undertaken to attract candidates. This includes advertising
positions and developing relevant selection criteria.
APS Redeployment Register
The APS Redeployment Register is a central register of APS employees identified as excess or
potentially excess by their agency who have expressed interest in continuing to work in the APS.
The APS Redeployment Policy requires agencies that are recruiting to consider employees on the
register before, or concurrent with, recruitment.
The register is a source of experienced employees available to transfer at level or to be considered for
opportunities at lower classifications. Agencies can access CVs on the register and quickly make an
initial assessment of whether the employee has the work-related qualities needed to fill the vacancy.
If an agency identifies a suitable employee through the register they can save the time and expense
associated with conducting a full recruitment process.
Many APS agencies have additional internal redeployment processes to redeploy excess and
potentially excess staff within their agency, before vacancies are advertised externally and this practice
is strongly encouraged.
ion
APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/separation/aps-redeployment-policy
dy
www.apsc.gov.au/aps-employment-policy-and-advice/separation/aps-redeployment-policy/
managing-redeployment-agency-guidelines
kit
www.apsc.gov.au/__data/assets/pdf_file/0011/4988/operatingproceduresagency.pdf
tip
Attracting applicants
Agencies may wish to consider developing an Employee Value Proposition (EVP). An EVP is
often described as the balance of reward and benefit, work policies and practices, experienced by
an employee in return for their work. It describes why one agency’s total work experience is better
than working elsewhere and can be the key to attracting and retaining quality people. An EVP can
include, but is not limited to:
• easy access to flexible working conditions
• serving the Australian public by contributing to policy, regulation and/or service delivery
• remuneration
• superannuation
• a diverse workforce
• training and development opportunities
• study assistance programs
• health and wellbeing programs
• location of workplaces.
18

EVPs can be referred to in job advertisements or supporting documentation and can help
applicants form a view about the agency and identify if there are any shared values.
Accessibility issues
Accessibility is important to everyone, not just people with disability.
The online environment is in many ways now more accessible than the print environment,
if it is properly authored and formatted.
E-recruitment systems used by APS agencies are built to conform to international web
accessibility standards. Despite this accessibility, agencies should have a ‘back up’ facility for
applicants to submit applications through other means, for example e-mail, in the event the
agency e-recruitment system fails for whatever reason.
There will be some instances where people, both with disability and without disability, are not
able to apply online.
Notifying the employment opportunity
The following employment opportunities must be notified in the APS Employment Gazette:
• ongoing employment opportunities
• non-ongoing opportunities for a specified term of more than 12 months or for a specified
task that is reasonably estimated to take more than 12 months.
Advertising
In 2012, the Department of Finance and Deregulation (DoFD) revised the Non-Campaign
Recruitment Advertising Policy.
This policy outlines the Australian Government’s position on non-campaign recruitment
advertising and helps agencies achieve value for money in recruitment advertising by:
• mandating the use of online advertising instead of print media
• mandating maximum sizes and placement of advertisements in limited print media
(such as regional, periodic publications or specialist media such as those produced for
Indigenous peoples)
• mandating that colour must not be used in print advertisements.
The Non-Campaign Recruitment Advertising Policy is available on the DoFD website:
http://www.finance.gov.au/advertising/index.html
Writing an online job advertisement
When writing an online job advertisement, agencies should convey key information in a clear
and easy to understand way. Advertisements should present the agency and the APS in the best
possible way to attract potential applicants.
Social media
The number of APS agencies considering using social media and mobile devices to advertise
employment opportunities and engage with potential applicants has increased.
Social media is not always an appropriate channel to advertise employment opportunities and
agencies need to consider this carefully when developing their recruitment strategy. It can
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 2: Sourcing
19

ion
provide agencies with a quick and low-cost way to attract and engage active and passive applicants
(those not actively looking for another job). However there is a longer-term commitment with social
media to keeping information up to date and responding to questions and feedback.
Agencies also need to be aware that they have limited control over the feedback and comments posted
on a social media site.
ion
dy
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selection-inthe-aps
dy
kit
Information sheet - Writing a job advertisement for the Internet
ion
tip kit
Information sheet - Using social media to attract applicants
tip
dy
Case study - Using social media in an APS recruitment process – Department of Finance and
Deregulation
kit
tip
Developing selection criteria
Although there is no legislative requirement for agencies to use selection criteria it is the most
common method of assessment in the APS.
Many agencies use the Integrated Leadership System (ILS) capabilities as selection criteria, however
this is not in line with the system’s original intent which is to provide a common language to support
consistent whole-of-APS capability development. Agencies should avoid using selection criteria that
are too long or contain jargon and acronyms that can discourage potential applicants from applying.
• Agencies deciding to use selection criteria should consider the following when developing
them:
• each criterion should be specifically related to the work to be performed and be aligned with
the job description
• each criteria should reflect the work-related qualities needed to perform the duties
• there should not be too many criteria
• essential qualifications, training, security clearances or other requirements should be included
• each criteria should not include more than one requirement (i.e. they should not contain
double-barrelled criteria that are difficult to both address and assess).
ion
Information sheet – Developing selection criteria
dy
kit
Existing orders of merit
An order of merit is a list or grouping of applicants found suitable in a current or previous
recruitment process conducted by an agency.
tip
20

When planning a recruitment process, agencies should consider using a previously formed order
of merit as it provides a pool of assessed applicants and can negate the need for a full recruitment
exercise, saving time and resources.
Suitable applicants can be grouped (under headings such as highly suitable or suitable) or ranked
in a numerical order of merit.
The Public Service Commissioner’s Directions allow engagements and promotions to be made
provided the opportunity to apply for the employment, or similar employment, was notified in
the APS Employment Gazette during the 12 months before the decision to engage or promote a
person was made.
The Public Service Commissioner’s Directions define ‘similar employment’ as employment that:
• comprises similar duties
• is at the same classification as, and is to be performed in a similar location as, the notified
employment.
An order of merit is valid for 12 months from the date the employment opportunity was notified
in the gazette.
The decision to engage or promote an employee from an order of merit does not have to be
notified in the gazette within the 12-month period; however the delegate must approve the
decision in writing within 12 months of the initial gazette notification.
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selectionin-the-aps
case study
tool kit
tip
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 2: Sourcing
21

The merit principle
Work-related qualities
Selection panels
Short-listing
Assessing

Overview
The Assessing stage focuses on the range of assessment options and processes available to agencies to select
suitably skilled and experienced applicant/s.
The merit principle
Merit is about getting the best available person for the job.
The Public Service Act, Section 10 (2), states that a decision relating to engagement or promotion is based
on merit if:
• an assessment is made of the relative suitability of the candidates for the duties , using a competitive
selection process
• the assessment is based on the relationship between the candidates’ work- related qualities and the
work- related qualities genuinely required for the duties
• the assessment focuses on the relative capacity of the candidates to achieve the outcomes related to
the duties
• the assessment is the primary consideration in making the decision.
Work-related qualities
The Public Service Commissioner’s Directions provide the following examples of work-related qualities that
may be taken into account in making merit-based assessment:
• skills and abilities
• qualifications, training and competencies
• standard of work performance
• capacity to produce outcomes from effective performance at the level required
• relevant personal qualities
• demonstrated potential for further development
• ability to contribute to team performance.
24
Selection panels
Although not mandatory, the most common assessment method adopted across the APS is to establish a
selection panel (also known as a selection committee, selection advisory committee and assessment panel or
selection team).
Approval from the delegate to undertake a recruitment process is generally obtained before a selection panel
can be established.
There are no specific requirements for the composition or size of a selection panel, but it is good practice
that members reflect diverse backgrounds and experience, which will enable the panel to select the best
applicant.
Non-APS employees can be a part of a selection panel but they must be made aware of the legislative
framework governing merit-based recruitment and selection in the APS.
Employees chosen to be a part of a selection panel may wish to participate in training to prepare for the role.
This can be provided by the APSC or the agency itself.
It is important to consider if any selection panel member may have, or appear to have, a conflict of interest
and may be influenced, or appear to be influenced, by personal interest when making an employment
decision.
Selection panel members may wish to consider the weighting given to each assessment component and
advise applicants of this in advance.

In many cases the selection panel handles the following processes before the final decision is made by
the agency head (or, in most cases, their delegate):
• makes an initial assessment of applicants based on written applications addressing selection
criteria
• short-lists applicants to be invited to attend an interview or further assessment
• seeks referee reports for applicants in contention after the interview
• combines assessment of application, interview and referee reports
• identifies preferred applicant/s and makes a recommendation to the delegate.
Agencies need to be mindful that recruitment is not a ‘one size fits all’ approach. While the above
processes are widely adopted across the APS, it is not mandatory for agencies to handle recruitment
this way. Agencies are therefore encouraged to consider other assessment options, some of which are
included in the toolkit.
information
information
case study
case study
tool kit
tool kit
tip
tip
Short-listing
Short-listing is the process of identifying which applicants have the work-related qualities to be
considered for further assessment. It is a useful technique when a large number of applicants are
involved.
Effective short-listing can improve timeliness by enabling agencies to quickly identify which applicants
should move to the next assessment stage. Many agencies are choosing to use online assessment tools to
help short-list, particularly with bulk recruitment.
When a selection panels is used, all members should take part in short-listing. Initial short-listing can be
undertaken by individual members but the selection panel should meet later to discuss applicants and
agree which ones to short-list and move to the next assessment stage.
Those applicants that are short-listed should also be asked to verify any qualifications they have cited in
their application (for example a certified copy of an academic transcript or certificate of completion).
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-andselection-in-the-aps
Information sheet - Selection panel composition
Information sheet - Conflict of interest
Information sheet - Assessment centres
Information sheet - Psychometric testing
Information sheet - Interviews
Information sheet - Referee reports
Template - Conflict of interest disclosure
Template - Short-listing template
Case study – Using a self assessment questionnaire to inform suitability for working in Customs
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 3: Assessing
25

Recommending preferred applicant
Selection report
Delegate decision
Secondary considerations
Providing feedback to unsuccessful
applicants
Selecting

Overview
In the selecting stage of the recruitment process the selection panel evaluates the information
gathered in the assessment phase to decide on the preferred applicant and make a recommendation
to the delegate.
Recommending preferred applicant
The best practice approach to making a recruitment decision is to consider all aspects of the
assessment process and assign a ranking or rating to each applicant. This ensures that decisions are
not subjective and that a strong, logical and structured argument can be presented to the delegate in
the selection report.
In some cases selection panel members will differ in their assessment of the best applicant. If this
occurs it is recommended that any panel member with an opinion that is not the same as the
majority of members submit a minority selection report stating their reasons for ranking applicants
differently.
Most APS agencies have internal policy and procedures on minority selection reports.
Selection report
A well-structured and comprehensive selection report conveys the following information to the
delegate:
• selection documentation
• date of gazette notification and other advertising details
• a full list of applicants
• how short-listing was conducted
• how short-listed applicants were assessed (including details and results from assessment
activities such as an interview or referee report)
• how short-listed applicants were ranked on process completion
• how the final decision was reached, including reasoning and conclusions
• the name and details of the recommended applicant/s
• a merit list of other candidates ranked as suitable (an order of merit can be a valuable source
of suitable applicants for similar jobs).
The delegate needs to be provided with sufficient information to satisfy them that the selection
process, and the resultant decision, is based on merit and that all other legislative requirements have
been met.
Many APS agencies use e-recruitment systems with mandatory templates for selection reports which
include some or all of the above information.
Delegate decision
Once the delegate has approved the selection panel’s recommendation, the agency can proceed to
engage, promote or transfer the successful applicant/s.
Each outcome has different legislative requirements for notification in the APS Employment Gazette.
These are discussed in detail in the on-boarding stage.
The delegate is not obliged to approve selection panel recommendations and may ask the panel for
more information on the performance of applicants or may make a decision to the contrary to the
28

panel’s recommendations. If this occurs the delegate should document their reasons for making
a different decision.
Secondary considerations
Merit is the primary consideration when making an employment decision in the APS, however
there are circumstances when a secondary consideration may determine which applicant is to be
engaged, promoted or moved.
The use of secondary considerations must be transparent and fair. Agencies should note that:
• a secondary consideration cannot be given such prominence that it becomes the primary
consideration
• a person not assessed as suitable cannot be selected on the basis of secondary
considerations.
Examples of legitimate secondary considerations are:
• Starting date—This can occur when the agency requires, and has stated from the start of
the recruitment process, that the successful applicant would need to start by a particular
date and the preferred applicant cannot start on that date. If a mutually agreed start date
cannot be negotiated, the agency may offer the job to the next highest ranked applicant.
• Salary—This can occur when the preferred applicant is not willing to accept the salary
offered. If a salary cannot be agreed upon, then the agency may offer the job to the next
highest ranked applicant.
information
information
case study
Agencies should document how all secondary consideration decisions were made.
With orders of merit the preferred applicant retains their top ranking for the duration of the
order of merit and should be made first offer of employment.
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selectionin-the-aps
case study
tool kit
tool kit
tip
tip
Template - Selection report
Providing feedback to unsuccessful applicants
Agencies should develop policies on providing feedback to unsuccessful applicants.
The advantages of providing structured and informative feedback include:
• increasing the transparency of the recruitment process and assuring the applicant that
their application received fair consideration
• assisting in the development of the applicant by highlighting the skills and experiences
they need to develop
• enhancing the reputation of the agency and the APS and, in doing so, encouraging the
applicant to apply for other jobs in the agency and in the APS.
Feedback may vary according to how far the applicant progressed in the selection process.
For example, an applicant who was not short-listed would unlikely be provided with the
same level of feedback as one who progressed further.
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 4: Selecting
29

ion
udy
All applicants should be informed of the outcome of their application in writing, and where
appropriate, be offered the opportunity to seek more feedback from the agency.
Contact details of the selection panel member who will provide feedback should be provided
so applicants can ask for more information or discuss other aspects of the process.
l kit
Information sheet - Providing feedback to unsuccessful applicants
tip
Template - Unsuccessful applicant correspondence
30

Contacting successful applicant and
making the employment offer
Notifying the outcome in the APS
Employment Gazette
Induction
Probation
Cancelling an employment decision
On-boarding

Overview
On-boarding is the process which supports new employees to acquire the necessary knowledge, skills,
and behaviours to become productive employees of the agency. On-boarding provides an opportunity
for agencies to follow through on their EVP, or to make the best first impression for a new employee.
Research has demonstrated that structured on-boarding processes lead to positive outcomes for
new employees such as higher job satisfaction, better job performance, greater organisational
commitment, and reduction in stress.
On-boarding can include a range of processes from the time the employment offer is made through
to probation.
Contacting successful applicant and making the employment offer
Agencies should not make verbal offers of employment to a successful applicant until the delegate has
made a decision and signed off the selection report.
Once this has been done, a selection panel member or HR practitioner can contact the successful
applicant to let them know that they have been selected based on their suitability and the delegate’s
decision.
At this point the agency could inform the applicant as to when they should expect a formal offer in
writing, discuss timeframes for starting and answer applicant queries.
It is also advisable to ask the preferred applicant not to announce the offer until all other applicants
have been informed of the outcome.
Letter of offer
The letter of offer sent to the successful applicant will depend on the type of employment decision.
In the case of an engagement, the letter will also contain an Instrument of Engagement which should
clearly define any conditions of engagement.
It is at this stage you are most likely to obtain equal employment opportunity data from the
candidate and be able to ask what would help them do their job, including reasonable adjustments
required under the Disability Discrimination Act 1992.
ion
ion
dy
dy
kit
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selection-inthe-aps
Template - Engagement letter of offer
kit
tip
tip
Template - Movement at level letter of offer
Template - Promotion letter of offer
32

Notifying the outcome in the APS Employment Gazette
It is a legislative requirement that all engagements and promotions be notified in the APS
Employment Gazette.
Movements or transfers occurring as a result of a recruitment process notified in the gazette
should also have the outcome notified.
information
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selectionin-the-aps
case study
tool kit
tip
www.apsc.gov.au/publications-and-media/current-publications/conditions-of-engagement
Induction
An agency is responsible for developing and initiating a comprehensive induction program for
new employees.
The type of induction will vary as some employees will be new to the APS while others will be
existing APS employees who are new to the agency.
All induction programs should focus in part on the agency’s mission, goals and values as well as
on information relating to the APS structure, the APS values and the APS Code of Conduct.
information
APSC website:
www.apsc.gov.au/learn/programs/career-and-self-development/aps-induction
case study
tool kit
tip
New starter procedures
Agencies should also consider compiling new starter packs. Content may include:
• APS Values and Code of Conduct
• key agency documents
• enterprise agreement
• performance agreements
• employee services (such as the Employee Assistance Program).
• organisational charts
• contact lists
• work health and safety information
• parking and public transport options
• flexible working arrangements
Agencies should also consider procedures to ensure new starters have the following on their
first day:
• initial point of contact
• desk, phone, computer and information technology access
• building access
• name badge (if required).
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | 5: On-boarding
33

Probation
Probation can only be imposed when a person is engaged as an APS employee, and can be included
as a condition of engagement.
The probation period is important for ensuring that the new employee is the right fit for the job and
for the agency. It is also an opportunity for the new employee to gain a better understanding of the
agency, their new role and work-level standards. The manager involved can also use this period to set
clear performance expectations, monitor the new employee’s behaviour and work performance, and
address any issues of concern.
ion
APSC website:
www.apsc.gov.au/aps-employment-policy-and-advice/engagement/probation
dy
kit
tip
Cancelling an employment decision
Occasionally an agency may decide to cancel an employment decision. Circumstances that could lead
to cancellation include a:
• change to the agency’s work, such as government decision or a change to the Administrative
Arrangements Order
• change to the agency’s budget
• change in the successful candidate’s circumstances
• discovery of relevant information that may have influenced the selection decision had it been
known
• flawed selection process.
In the case of the cancellation of an employment decision that has been notified in the APS
Employment Gazette an agency head must notify the cancellation in the relevant section of the
Gazette (Public Service Regulation 3.12 A).
A decision to cancel an employment decision must comply with relevant administrative law
provisions. Agencies considering cancelling an employment decision may wish to seek legal advice.
ion
APSC website:
www.apsc.gov.au/publications-and-media/current-publications/recruitment-and-selection-inthe-aps
dy
kit
tip
34

Direct cost of recruitment activities
Quality of recruitment outcomes
Quality of recruitment processes
Improved applicant experience
Recruitment
performance
measures

Overview
The competition for talent continues to challenge agencies across the APS who want to attract and
recruit the best people, with the right skills, at the right time. How do agencies, and the broader APS,
assess recruitment processes and outcomes to inform continuous improvement?
The State of the Service Report 2010-11 indicated that although many agencies collect recruitment
data there was little consistency in the type of data being collected. For example only twenty three
percent of agencies reported using cost of recruitment activities as a recruitment performance
measure.
Performance data provides agencies with evidence of where recruitment practice is working well and
helps them to identify stages of the recruitment process that could be conducted more efficiently or
effectively.
To encourage more consistent reporting, four key recruitment performance measures have been
identified and include:
• direct cost of recruitment activities
• increased quality of recruitment outcomes
• time to fill - comprising time to finalise and time to start
• improved applicant experience.
To assist agencies report against the four key measures the following elements have been identified
that will inform an evidence base and lead to continuous improvement in APS recruitment.
Table 2: APS Recruitment Performance Measures
Recruitment
measure
Direct cost of
recruitment
activities
Quality of
recruitment
outcomes
Elements
advertising costs, including print costs associated with exemptions to the
Department of Finance and Deregulation’s policy
external agency or search firm costs
pre-employment testing (e.g. online psychometric testing)
background verification
internal selection panel costs (prorated salary and benefits)
agency contract management costs
travel expenses incurred by recruiters and applicants (if reimbursed)
re-location costs (if paid).
Proportion of engaged employees who successfully complete their
probation period.
Proportion of new employees retained by the agency for more than 12
months.
Proportion of new employees who, after their first 12 months with the
agency, achieved a ‘performing effectively’ or above performance rating.
Proportion of new recruits promoted to a higher classification within the
agency, inside of 12 months of being engaged, promoted or moved.
Percentage of times the preferred candidate accepted the position.
36

Recruitment
measure
Quality of
recruitment
processes
Elements
Time taken to finalise a recruitment process—from advertising to when an
offer of employment is made (time to finalise).
Time taken from advertising to when the successful candidate starts in the
position (time to fill).
information
case study
tool kit
tip
Improved applicant
experience
The number of applicants who applied for the role.
Proportion of applicants short-listed for interview.
Proportion of candidates found suitable for the role.
Number of times the delegate did not accept the selection panels’
recommendation.
Proportion of applicants satisfied they were kept informed of their
application’s progress throughout the selection process.
Proportion of applicants satisfied with the time taken to complete the
process.
Proportion of applicants satisfied with the timeliness of feedback provided.
Proportion of applicants satisfied with the usefulness of feedback provided.
Proportion of applicants left with a positive impression of the agency
following the selection process.
Australian National Audit Office advised that direct recruitment costs equate to between
15% and 25% of the annual salary of the position being advertised. (SOSR 2010-11)
Australian Public Service Recruitment Guidelines: Operational guidance for agencies | Recruitment Performance Measures
37

References
Recruitment and selection in the APS (APSC 2010)
http://www.apsc.gov.au/__data/assets/pdf_file/0020/3737/recruitmentandselection.pdf
as one Australian Public Service Disability Employment Strategy (APSC 2012)
http://www.apsc.gov.au/__data/assets/pdf_file/0011/5699/asone.pdf
Best Practice Recruitment and Selection Tool Kit (State Services Authority Victorian Government 2010)
http://www.ssa.vic.gov.au/products/view-products/best-practice-recruitment-and-selection-toolkit.html
“we help people who do a great job do it better” - recruitment and selection toolkit to support small and
medium sized employers. (Skills for Care 2009)
http://www.skillsforcare.org.uk/entry_to_social_care/recruitment/SME_toolkit.aspx
Conflicts of Interest Scenario 7: Recruitment, selection and appointment (Government of Western Australia,
Public Sector Commission 2011)
http://www.opssc.wa.gov.au/ICG/Documents/scenario7.pdf
Conflicts of Interest: Human Resource Management Handbook (University of New England 2007)
http://www.une.edu.au/policies/pdf/conflictofinterest.pdf
Procedure – Conflict/Declaration of Interest (Queensland Government 2008)
http://www.correctiveservices.qld.gov.au/Resources/Procedures/Support_Services/documents/spsprodeclconfint.
shtml
Identifying and Managing Conflicts of Interest in the Public Sector (Independent Commission Against
Corruption 2009)
http://www.essentialenergy.com.au/asset/cms/pdf/careers/COI.pdf
Right Job, Right Person (Tasmanian Government 2012)
http://www.people.tas.gov.au/__data/assets/pdf_file/0004/74254/Information_Sheet_-_Stage_3_Select_-_A_
Step_by_Step_Guide_to_Advising_Applicants_of_Recruitment_Outcomes.pdf
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Australian Public Service Recruitment Guidelines: Operational guidance for agencies | Recruitment Performance Measures
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