RECRUITMENT AND SELECTION - City of Vincent

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1POLICY NO: 5.2.1RECRUITMENT AND SELECTIONOBJECTIVESTo:• ensure all recruitment and selection procedures comply with the City’s EqualOpportunity Policy;• ensure that all appointments are made on merit;• provide natural justice and fair treatment;• attract sufficient applications from potential candidates for appointment with theskills, qualities, abilities, experience and competencies deemed as being necessaryto the job;• develop and maintain procedures which will assist in ensuring the appointment ofthe most suitable candidate;• ensure that recruitment procedures are clear, valid and consistently applied bythose involved in recruitment and that they provide for fair and equitabletreatment for those who apply for employment;• base selection decisions and criteria directly on the demands and requirements ofthe job and the competencies identified as necessary for satisfactory performance;• ensure that all employees involved in the recruitment and selection process areproperly trained in order that the objectives of the policy are met;• observe any legal requirements which apply to the recruitment and selectionprocess.POLICY STATEMENTThis policy is aimed to follow best practice and high standards of recruitment andselection procedures in order to attract suitable applicants to the City and to create anethical foundation on which consistent recruiting and selection decisions are madewhile considering relevant legislative requirements. The principles, values and therecommendations of the Guidelines on Equal Opportunities and Family FriendlyPolicies are acknowledged by this policy.Page 1 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Achievement of the City of Vincent strategic goals and the securing of its values isdependent on the recruitment and selection of a skilled and committed workforce. TheLocal Government’s Recruitment and Selection policy, procedures and practices aredesigned to help secure this and in relation to which equality of opportunity is anintegral part.Date Adopted: 21 December 2004Date Amended: -Date Reviewed: April 2011Date of Next Review: April 2016Page 2 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1GUIDELINES AND POLICY PROCEDURE FORRECRUITMENT AND SELECTION – POLICY NO 5.2.11.1 INTRODUCTIONRecruitmentRecruitment is searching for and attracting applicants – external or internal –for position vacancies. New people are found and brought into theorganisation. A recruitment process involves communicating with actual orpotential position seekers, motivating them to apply and persuading applicantsthat they really want to come and work for the organisation. The objectives areto attract applicants of the right quality in the right number.SelectionThe selection process is a latter stage of recruitment. It involves choosing:• competent and qualified applicants suited to the position.• new members of the organisation.Selection methods range across:• interviews the most popular and hence the skills of interviewing areimportant• references• analysis of applicant career/life data• evaluation of applicant behaviour/performance in group activities• work attachments/experience (trial periods)• skill testing with task/work simulations e.g. typing, computerprogramming, brick-laying and applicants making presentations etc• knowledge, aptitude and psycho-metric tests of various facets of knowhow,intelligence and personality.Ethical Considerations for Recruitment and Selection ProcessThe outcomes from a selection process, as with any system, can only be asgood as the environment and the organisational culture in which they operate.The employees who are delegated with the responsibility of making decisionsfor recruitment, selection, promotions, transfers, acting arrangements shouldconsider the ethical issues surrounding their decision making process.The ethical considerations involved relate to:• the principles of merit (choosing the best person for the job);• avoiding discrimination; and• providing natural justice and fair treatment.Page 3 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1To use the selection process to unfairly advantage one applicant over anothercan have a detrimental effect on people’s careers, morale and motivation, andultimately on the level of confidence that employees at large have in therecruitment and selection processes.It is worth noting that any person who uses the system to achieve apredetermined result is engaging in improper and unethical conduct. It is anabuse of trust that is no different from other forms of fraud or dishonesty andtherefore subject to disciplinary procedures.Legislative ProvisionsLocal Governments need to be aware of the legislative provisions whichimpact on the recruiting process. The City is subject to a combination ofCommonwealth and State laws which are outlined below:The relevant Commonwealth legislation impacting on the recruiting processis the:‣ Fair Work Act 2009‣ Age Discrimination Act 2004‣ Human Rights and Equal Opportunity Commission Act 1986‣ Equal Opportunity for Women in the Workplace Act 1999The relevant Western Australian legislation is the:‣ Local Government Act 1995‣ Equal Opportunity Act 1984It is important to be aware of the requirements of Section 5.40 in the LocalGovernment Act 1995 in relation to principles of recruitment of LocalGovernment employees.“5.40. The following principles apply to a local government in respect of itsemployees —(a)(b)(c)(d)employees are to be selected and promoted in accordance withthe principles of merit and equity;no power with regard to matters affecting employees is to beexercised on the basis of nepotism or patronage;employees are to be treated fairly and consistently;there is to be no unlawful discrimination against employees orpersons seeking employment by a local government on aground referred to in the Equal Opportunity Act 1984 or onany other ground;Page 4 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1(e)(f)employees are to be provided with safe and healthy workingconditions in accordance with the Occupational Safety andHealth Act 1984; andsuch other principles, not inconsistent with this Division, asmay be prescribed.”Definitions‘Principle’‘Standard’‘Merit’‘Merit Selection’‘Natural Justice’‘Patronage’‘Nepotism’Fundamental motives or reasons for actionMeasures by which the accuracy or quality of others arejudged. Standards are measurable, auditable and mandatory.Merit is a criterion which refers to the extent to which aperson’s job related competencies match those genuinelyrequired for performance in a particular job. It is a relevantjudgement only when like can be compared with like.Merit selection is selection of the best person for the job, purelyon the basis of job related criteria. The focus of a meritselection process is on:• open competition with access for a wide pool of applicants;• what the job applicant possesses by way of demonstratedskills, knowledge, qualifications, abilities;• the potential to develop these to the level required toachieve outcomes expected from effective job performance.Natural Justice is a term used to describe the process by which;• decision makers must act fairly and without bias;• a person should not be judged in his or her own cause;• all parties to the matter should be the opportunity to puttheir case and all relevant arguments considered before adecision is made.• all persons need to be informed of the basis of a decisionwhere that decision affects them.Patronage is the bestowing of special favours in humanresource management decision. It is commonly related tocontrol of appointments and often made on political grounds.Nepotism refers to patronage bestowed in consideration offamily relationship and not on merit. It usually refers toappointments and preferential treatment.1.2 RECRUITMENT PROCEDURESTo achieve the policy’s aims and objectives requires:-• clear, relevant and current recruitment information which assists potentialapplicants in their decisions whether or not to submit applications.Page 5 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1• current job specifications detailing the post title, its purpose, scope,reporting relationships, duties and responsibilities (these must not containunnecessary or unjustifiable conditions or requirements).• Current non-discriminatory person specifications detailing the essentialskills, education and training, attitude, knowledge and experience directlyrelated to the job specification, and competencies needed for effectiveperformance (these will be used as the basis for the shortlisting ofcandidates for interview).• application forms which are appropriate to the level of the post underconsideration.• internal and/or external advertisement of posts to stimulate satisfactorynumbers of suitable candidates at reasonable cost, and which clearlyreflects the competencies required for the job, rewards, and ensureequality of opportunity.• the use of assessment techniques appropriate for the level and needs of thejob with such techniques being fairly and consistently applied and whichwill permit selection decisions to be made on job related criteria.• the conduct of structured and systematic interviews by trainedinterviewers to ensure non-discriminatory decisions are made using jobrelated criteria.• the use of references obtained and treated confidentially to inform theselection decision, (one of which should be the current employer).• the use of a medical questionnaire, and medical references if the demandsof the job necessitate this.• the checking and validation of qualifications which are required for anappointment.• appropriate checks on criminal convictions to be made.• the use of external assistance in the recruitment process where this isessential given the level and/or nature of the post (to be agreed with theChief Executive Officer).• information on applicants being treated in confidence and restricted tothose involved directly in the recruitment process and its administration.• the accurate documentation of the recruitment process in a fair andconsistent way.1.3 THE NEED TO RECRUITGenerally the need to recruit arises from either:• a vacancy due to the departure of the incumbent; or• the creation of a new position through organisational expansion orrestructure.Reviewing the position validity and organisational requirements whenexamining the need to recruit is a sound human resource practice in order todetermine that the position is necessary to the City.Page 6 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Points to Consider• document organisational recruitment policies and procedures, and relevantAward requirements and make these available to all staff and potential jobapplicants.• ensure that all management staff involved in recruitment are familiar with,and use, the document.• ensure all management staff are trained in the use of the documentedprocess, and particularly in the practice of non-discriminatory language orpractice in the document.• ensure that there is no discriminatory language or practice within thedocument.• when recruiting, take time to consider all possible sources of recruitmentand choose the most appropriate.• advertise internally, either before placing external advertisement or at thesame time as going outside.• consider the following options for internal advertising - noticeboards,email, memos or staff circulars, newsletters, word-of-mouth - but ensurethat all staff receive sufficient notice of vacancies.1.4 RECRUITING SOURCESLocal Governments provide a wide range of employment options. Attractingquality employees provides a challenge for all Local Governments and needsto be directed to different sources, depending upon the type of employeerequired.1.5 INTERNAL ADVERTISINGLocal Governments’ policies vary in relation to internal applicants. SomeLocal Governments advertise externally if there are no suitable internalapplicants. Internal advertising is inexpensive and will maximise the pool ofcandidates. In addition, it provides current staff with opportunities to advanceor express their career aspirations.1.6 EXTERNAL ADVERTISINGNewspapers are the popular recruitment sources, particularly in LocalGovernment. Media sources include:-• “The West Australian” – Large employment pages predominately onSaturdays, with a smaller employment section on Wednesdays.Professional appointments on Saturdays and Wednesdays. LocalGovernment Vacancies Section on Saturdays. The WA Local GovernmentAssociation offers an advertising service to reduce costs and gain volumediscounts.• “Sunday Times” – Employment section on Sundays.Page 7 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1• Community Newspapers – Weekly newspapers circulate in local areas.Advertising rates.• “The Australian” – Major professional appointments and employmentsection on Saturdays. Nation-wide advertising source.1.7 EMPLOYMENT AGENCIES• Centrelink - Free service, useful for clerical and outdoor staff. Specialemployment applicants are often available.• Local Government Workplace Solutions – providing an exclusive serviceto the Local Government sector and working with individual LocalGovernments to find a cost-effective solution to their recruitment needs.• Schools, Colleges and Universities - useful for potential employees at basegrades and outdoor positions. Many schools and colleges will displayadvertisements on notice boards. May be useful for Local Governmentswishing to employ persons for clerical positions who have undertaken/areundertaking Local Government Clerical Traineeships.• Other - Tertiary graduates, traineeships, cadetships, apprenticeships,community groups, disabled employment groups, Aboriginal employmentorganisations.1.8 INTERNET EMPLOYMENT SERVICESThere are several internet based employment services listed below, that havean increase wide range of coverage, that can be targeted to applicants invarious areas:• SEEK• The Australian Local Government Internet Employment Directory website(ALGIED)• Head Hunt Weekly.• Council Jobs.com• Career One• Wjobs.com.au (West Australian Newspaper)• The Local Government Workplace Solution’s website.1.9 ADVERTISING OF VACANT POSITIONSImportant elements to include in job advertisements:-• Identify what applicants the advertisement is targeted towards.• Supply information about the requirements of the job.• Supply information about the Local Government.• Create interest in the mind of potential applicants.• Motivate a response.Page 8 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Designing Job Advertisements• Local Governments should design an eye-catching layout.• Use the Local Government logo (if there is one) or emblem.• Allow a reasonable amount of space for the advertisement.• Once a suitable layout has been developed, use it as a proforma for alladvertisements.• Develop content using the position description and selection criteria.Include:1. Name of Local Government,2. Position Title,3. Brief description of Local Government, facilities available, etc4. Describe position duties and responsibilities,5. Specify the skills, qualifications and experience that are essential,6. Specify the desirable skills, qualifications and experience,7. Salary and employment condition details (benefits, location, etc),8. Details concerning applications (contact name/number, address,closing date, etc),• Decide on appropriate size of advertisement - senior roles generallywarrant larger advertisements.• Place your advertisement to gain maximum exposure - avoid off-peaktimes and holiday weekends.• Select the best publication for the job - national, state or local community.• Select the best section of the publication - general employment, LocalGovernment vacancies, professional appointments, or lineageadvertisements.• Ensure that discriminatory language is not used in any form. Composeadvertisements in a way which ensures that there is no bias ordiscrimination on the basis of sex, marital status, pregnancy, race, religiousconviction, political conviction, impairment or family responsibilities.• Provide existing employees with the opportunity to apply.Proforma AdvertisementCOUNCIL NAME [LOGO]MANAGER ENGINEERING SERVICESThe (Name of Council) is a progressive Local Government with a populationof 8000. The Local Government Administration Centre is located inNameless 300 kilometres east of Perth. Council facilities include library,swimming pool and a recreation centre. The City has excellent shoppingfacilities and schooling from pre-school to third year high school.Page 9 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1The PersonMust be a qualified engineer, preferably with a wide range of experience.Eligibility or membership of the Institute of Engineers is essential.The PositionResponsible for managing the Engineering Department, co-ordinating alldesign, construction and maintenance. Local Government places a strongemphasis on developing all staff and strong communication skills aredesirable.Salary/Conditions$70,000 per annum (negotiable). A fixed term contract for a five year periodis offered. A vehicle for business and private use will be provided. Anaccommodation subsidy will be negotiated.Intending applicants should obtain an information package by visiting City’swebsite at www.vincent.wa.gov.au or by contacting (name and telephonenumber). Written applications addressing the requirements of the position andmarked ‘Confidential’ should be forwarded to the Chief ExecutiveOfficer,City of Vincent, PO Box 82, Leederville 6903 by close of businessFriday 1 January.The City of Vincent is an *Equal Opportunity employer. Canvassing ofCouncillors will disqualify.(for identified positions)The successful applicant will be required to obtain relevant Police clearancesprior to commencing employment.* To conform with the Equal Opportunity principles, advertisements must notrequest information about the applicant which is not relevant to requirementsof the position. For example:• Applicants gender and gender history• Marital status (or other status, or plans)• Children (or plans to have them)• Other dependents• Childcare arrangements• Birthplace, racial or ethnic origin• Length of residency in Australia• Health/medical status or disability• Spouse, or spouse’s employment and/or salary• Sexual preference• Religious beliefs• Political beliefs/affiliations• A photographPage 10 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.11.10 PROCESSING APPLICATIONSKey steps in the selection process:-Where practicable, applicants should be requested to submit their applicationson an application form, together with a covering letter. Application forms canbe placed on the Local Governments internet site, if it has one.Where possible application forms should be used to ensure that all applicantsare able to submit similar information in a consistent fashion. This will makethe shortlisting process easier.It is more likely, however that applicants for middle to senior managementlevel positions will submit a full resume and a letter of application whichaddresses the selection criteria designated in the job description.Ensure that a person within the organisation is allocated the responsibility forreceiving applications, acknowledging and maintaining a system to deal withapplications. All information relating to applicants must be kept strictlyconfidential.Ensure that the person allocated the responsibility for receiving the applicationshas appropriate time allocated and is available to receive telephone and over thecounter enquiries. Telephone enquiries must be handled in a non-discriminatorymanner and must maintain the equal opportunity policy of the organisation.Where appropriate, prepare a package of information for potential applicants,including:-1. Position Description,2. Selection Criteria,3. Local Government Background Information (Annual Reports, Plans ofPrincipal Activities),4. Application Form (if relevant).A checklist on the front or inside of the job file is useful for ensuring allapplications receive equal and fair treatment. See example ProformaRecruitment Action Sheet at end of this Section.Page 11 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Shortlisting is the process of comparing all applicants against the selectioncriteria. The outcomes are:-1. Unsuitable applicants are excluded.2. Applicants warranting interview are identified.This part of the selection process is used to rate applicants against the essentialselection criteria only.Consider the purpose of using selection criteriaSelection Criteria can be a useful tool in short listing. It can offer moreextensive information about the applicant, examples of their achievements andmotivations for the position. However give the time it may take to completeselection criteria it may also prove a disincentive for applicants to apply,particularly if similar available positions do not require further paperwork.Selection Criteria is not legally required for most Local Government positionstherefore, depending on how many applications are expected and the seniorityof the position, it may not be appropriate to require this of applicants.Important Points:1. Where a large number of applicants meet the essential criteria, it maybe necessary to shortlist on the basis of the most competitiveapplicants.2. Do not shortlist too few applicants. A number in the vicinity of 4 to 6applicants is preferable.The next step following shortlisting is to select the best qualified person tomeet the requirements of the position. This process can be by a selectionpanel or one-on-one interviews, depending on the level of position involved.Wherever possible, it is recommended that a selection panel is utilised whenconducting interviews.1.11 SELECTION PANELSThe panel should always consist of more than one person (ideally threepersons) and members should be trained in interview techniques. Selectionpanels are utilised to ensure an objective decision is reached.A well balanced panel will include:-• Trained staff both in selection techniques and equal opportunity principles.Page 12 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1• The person from the Local Government who has major responsibility forhuman resources.• The immediate manager/supervisor of the vacant position (or at leastsomeone with a good knowledge of the position and its requirements).Where appropriate, a gender balance and appropriate representatives fromspecial interest areas (eg non-English speaking backgrounds) should beconsidered.Shortlisting candidatesOnce the interview panel has been set, they should individually read eachapplication and prepare their own short list against the selection criteria. Theshortlisting process should be carried out in a quantifiable manner using arating scale.Once selected, shortlisted applicants should be advised of the details of theinterview.Contact should be made with the applicants, either in writing or by telephone,with a reasonable amount of notice of the interview being given. Details toadvise each applicant may include:• Date, time and venue for interview,• Names/positions of selection panel members,• Details of any information applicants may be required to bring to interview,such as samples of written reports, originals of qualifications, driverslicence.1.12 SELECTION INTERVIEWSBroad ObjectivesThe following broad objectives should be taken into consideration wheninterviewing applicants:• Assessing the Applicant - this is an obvious objective, but not necessarilythe only outcome that has to be achieved.• Explaining the Job - The selection interview must be a two way process.Applicants must be able to judge whether they fit the job and whether thejob suits them. They cannot do that if they do not understand what the jobcomprises.• Selling the Organisation - Often the job interview is the first face-to-facecontact applicants will have had with an organisation. It is important topromote the organisation as well as the position.Page 13 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1It is beneficial for Panel members to meet prior to the interviews to agree onthe questions and the format for the interviews. An assessment matrix shouldbe complied for marking and a chairperson nominated.Interview PhasesInterviews can be broken down into three distinct phases:-• Opening• Questioning• CloseOpening• Go out and greet the interviewee by name.• Try to put him/her at ease.• Show him/her where to sit.• Introduce the interview panel and explain why they are there. Example‘Bill Brown, our Engineer’, ‘Mary Cook, our Corporate ServicesManager’, etc• Explain how the interview will proceed, and its aim.• Discuss position outline.QuestioningEnsure that interview questions have been prepared prior to the interview andeach panel member is aware of the questions each is to ask. An agreedstructure among selection panel members will promote a more productiveinterview for all parties.Examples• Discuss applicant’s education background and work history.• Explore applicant’s behaviour in work situations.• Provide the applicant with an overview of terms and conditions associatedwith the position.• Field questions from the applicant on job activities, Local Government,etc.• Allow the interviewee the opportunity to make a short presentation ontheir application.• Allow sufficient time for full answers.• Don’t do all the talking• Don’t interrupt, but seek clarification if necessary.• Ask the same question of all interviewees – it makes comparison easier.• Make sure the questions are relevant to the selection criteriaPage 14 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Close• Summarise• Answer any other questions• Ask if the applicant wishes to add any further information, or ask anyquestions.• Discuss employment conditions• Psychological Appraisals (where it has been determined and agreed to bythe applicant)• Credentials validated• Explain what will happen next, including timeframes for decision making• Thank the applicant for their time and attendance• Show the applicant out, and part amicablyCredentials ValidatingThere are some positions within Local Government that require a specificdegree, certification or licences. If specific credentials are required, therelevant Manager should discuss this with the Manager Human Resourceswhen the position is being advertised.It is the selection panel’s responsibility to secure and validate the relevantcredentials. When the shortlisted applicants are being invited to interviews forthe position, the applicants should be informed of the requirement to produceoriginal transcript of degrees, diplomas or licences for certification. It may beoutlined at the interview that the offer is contingent upon receipt of thenecessary documentation.NOTE: if the City request transcripts they should be collected for allapplicants.It is the responsibility of the chairperson of the panel to collect thisinformation and ensure that it is placed on the employee's personnel file.Checklist for Conducting InterviewsEnsure the interview can proceed uninterrupted and in a roomwithout any distractions.Ensure (if possible) that interviewees do not come into contactwith each other. This is particularly important in LocalGovernment where certain positions are likely to attract applicantsfrom other Local Governments.Prepare for the interview. Read the application and note mattersrequiring clarification or more detail.Allow the interviewee to fully explain the answers, withoutinterruption.Allow the interviewee adequate opportunity to ask questions.aaaaaPage 15 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Advise how the selection process will proceed and give realistictimeframes on a decision.Be thoroughly acquainted with equal opportunity principles. Thisis particularly important with one-on-one interviews where the riskof bias and discrimination is higher.Arrangements should be made to ensure that persons withdisabilities are not disadvantaged.As part of the interview process, credential verifications should beconducted and applicants requested to bring along originals forvalidation.aaaaInterview TechniquesQuestioningThere are a number of questioning techniques that can be utilised in aninterview situation. A mixture of techniques often provides the mostsatisfactory means of gaining the information required to assess the skills of anapplicant. Research suggests that the most effective method of determining anapplicant’s performance in future positions is to use their past behaviour as anindicator. In this regard, questions focussing on the applicant’s previousmethods of handling particular duties and situations should be incorporatedinto the interview questions.Other questioning techniques include:-• Open Questions - These prompt open-ended responses rather than asimple “Yes” or “No”. They encourage discussion, for example, “Whatdo you find most satisfying about being a Supervisor?”• Closed Questions - These prompt a specific response. They are used forgaining particular pieces of information, an example is,“Do you have acurrent driver’s license?”• Probing Questions - These are a particular kind of closed question. Theyare an essential tool to use for getting from the general to the specific andfor pursuing the logic of a discussion, for example, “You mentioned thatyou left your last position because of problems with your Manager. Couldyou please outline these problems.”• Reflective Questions - The interviewer takes what is being said andreflects it back in a way that helps move the discussion forward, forexample, “You asked what career opportunities we offer, whatopportunities are you looking for and within what timeframe?”Page 16 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1• Hypothetical Questions - Posing speculative questions sometimes helpspeople to think about issues they had not considered, such as “ShouldLocal Government consider introducing benchmarking, what procedureswould you utilise to implement such a process?”• Multiple Questions - Many interviewers ask a handful of relatedquestions at once, for example, “Have you worked in a team environmentpreviously? “What do you consider to be the most important elements ofsuccessfully working in a team?” “How would you resolve an issue thatwas hindering the output of the team?”• Leading Questions – These prompt a particular answer. They can beused to force the interviewer’s view onto the other person, an example is,“Given your skills in planning, I assume you would have no objection tochairing the Committee?”ListeningListening skills are critical to effective interviewing. Improved listening canbe facilitated by:-• Getting the Surroundings Right - Ensure you are comfortable and cansee and hear the applicant properly. Remove any distractions; shut thedoor, divert telephone calls and arrange not to be disturbed.• Look Interested - The quickest way to alienate applicants is to look as ifyou are uninterested in the response they are providing to your questions.Maintain your concentration on their response.• Judge Content, Not Delivery - Some applicants (possibly throughnervousness) may be poor speakers. They may, however have somethingsignificant to say. The listener should consciously dig for the contentunder the poor delivery.• Taking Notes - Taking notes is an important means of maintainingconcentration and will assist you in your decision making processes at theconclusion of the interview.• Use the Speed of Thought - We can all think about four times faster thanwe can speak. Utilise this extra time by anticipating, summarising,reading between the lines, thinking through and noting questions for later,and so on.• Suspend Prejudice - Don’t allow the fact that you disagree with theapplicant to make you disregard what they say. It is in these situationsthat you need to listen the most.Page 17 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1DURING THE INTERVIEW – DO NOT :-Ask questions about marital status or intentions, children or childminding obligations, credit status, relatives or friends working forthe City, or any other personal information that is not relevant tothe positionFor example, do not ask about any criminal convictions unlessthey have been predetermined in the selection criteria to bespecifically relevant to the position e.g. home help, child care.• Make assumptions about applicants.• Ask multiple questions – keep it one question at a time.• Talk too much – the idea is to get the applicant to talk.• Ask leading questions.• Emphasise your own ideas and beliefs.1.13 MAKING THE SELECTION AND OFFERING APPOINTMENTAfter the interview the selection panel needs to determine the most suitableperson for appointment to the position. It also needs to ensure appropriate preappointmentaction.The selection panel also needs to determine action if there is no suitableapplicant.After all of the interviews are completed – decide whether any of theseapplicants are suitable for the position, based on the panel members’assessment of the applicants against the selection criteria.If there isn’t a suitable applicant, the panel may decide to:• Readvertise (perhaps more widely) and re-examine and modify theposition requirements.• Assess the best applicant’s ability to meet the position requirements ifsupplementary training were provided.Page 18 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Applicants should be kept informed of the panel’s decisions, with unsuitableapplicants being advised that their application has been unsuccessful asquickly as possible.It there is more than one person who is considered to be suitable based on theapplication and interview:• Check references• Obtain the results of skills testing (where required)• Psychological Appraisals (where it has been determined and agreed to bythe applicant)• If necessary, conduct a second interview. This can be useful if panelmembers are of different opinions, or where difficulty is encountered bythe panel in making a decision.Prior to a second interview, the panel should decide which aspects of theapplicant’s skills, experience or qualifications need further clarification.Interviewees who are requested to attend for a second interview should beinformed of the reasons for this interview.The second interview should follow the same format as the first interview.Following the first interview, if only one person is considered suitable for theposition, the panel must:• Complete the selection process.• Skills testing (where required).• Psychological Appraisals (where it has been determined and agreed to bythe applicant).• Reference checking.• Pre-employment medical (where it has been determined and agreed to bythe applicant).• Police check (where it has been determined and agreed to by theapplicant).• Prepare a Selection Report/Recommendation, documenting details of allapplicants interviewed.• Offer the position to the preferred applicant. This is ideally undertakenverbally to ensure that the person intends to accept the position, thenconfirming in writing.• Prepare a Standard letter of appointment and/or Employment Contract.• Advise all other applicants that their application has been unsuccessful.• Advise appropriate officers for example, Payroll officer of the person’sappointment, commencement date and salary, IT officer for computer username and password etc.• Organise Induction.Page 19 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.11.14 USING OTHER SELECTION PROCESSESPsychological AppraisalsPsychological testing can be a valuable part of the recruitment and selectionprocess. It provides the opportunity of gaining objective information which, ifused appropriately can improve the effectiveness of the recruitment process,and reduce the risk associated with selection decisions.Whilst such information should not be considered in isolation, when combinedwith other selection criteria such as qualification and experience, interviewperformance, and reference checking, the overall recruitment process can beenhanced. Only appropriate, qualified persons should be engaged and/or testsprocured from relevant qualified organisations. The tests selected will bedependent upon the nature of the position being recruited.Aptitude TestsThese tests attempt to measure special abilities that are used in specificpositions. They are related to such things as mechanical abilities, linguisticabilities, dexterity, etc. These tests should only be used where there is anappropriate, qualified person to perform the testing. Arrangements should bemade to ensure that persons with disabilities are not disadvantaged in tests.APTITUDE TESTS OR PSYCHOLOGICAL APPRAISALS MAY SIMPLY BE ONE OF ARANGE OF SELECTION TOOLS THAT COULD BE USED. WHERE USED, THEY SHOULDNOT BE RELIED UPON AS THE SOLE BASIS FOR SELECTION.1.15 REFERENCE CHECKINGReference checks are an important part of the selection process as they providethe selection panel with more information on which to make comparisonsbetween interviewed applicants.The purpose of reference checking is to check facts provided by the applicant(previous positions, the duties undertaken, skills and responsibilities, etc) andto obtain an assessment from the referee as to the applicant’s suitability havingregard to the selection criteria. A useful means of obtaining this information isto ask similar questions to those asked of the applicant at the interview. Thesequestions will already relate to the selection criteria and asking similarquestions of the referee will confirm the responses from the applicant.Standard questions should be asked of each referee. The referee should beallowed and encouraged to speak freely, therefore a free ranging conversationbeyond the selection criteria should not be stopped.Page 20 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1The referee should be asked to provide factual information or to give examplesof observations made or opinions given about the applicant. These requestsshould be made in a way that does not reflect doubt on the referee nor stopsthe free flow of discussions.The interviewer should not give opinions or in any way ask questions whichmay lead the referee to reach a conclusion as to what the interviewer thinks.The interviewer should ask the referee about the applicant’s weaknesses aswell as their strengths and equal opportunity principles must be exercised at allstages of the selection process.Referees/ReferencesNotes on the referees’ comments would normally be taken during the courseof the discussions. In relation to this information, it should be noted that underthe Freedom of Information legislation, applicants have in the past beengranted access to referee reports and care should be taken when preparing suchnotes. If the information obtained is highly sensitive, Local Governmentsshould be cautious about creating formal Local Government documentation, orif this is done, what information the documentation contains.One member of the selection panel should contact at least two persons whohave been nominated by the applicant.• Contact with referees should be made verbally, as soon as possible afterthe interview. Reference checking is most effective by direct conversation– telephone contact is the most practical and economical.• Questions to be asked should be determined by the selection panel prior tocontact with the referee.• Questions asked should only relate to the selection criteria.• Notes of referee’s comments should be made for consideration by thewhole selection panel.Treat reference checks with caution:• The present or previous employer may have different requirements,standards or expectations from the applicant than that required of thecurrent vacant position.• The present employer may want to get rid of the applicant and thereforegive a glowing report.• The present employer may not want to lose the applicant and thereforegive a less than glowing report. Some of these biases can be controlled bycontacting a number of referees, if available.Persons who have not been nominated as referees should not be contacted forcomments on applicants without the agreement of the applicant.Page 21 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1This would break the confidentiality of the applicant, who must be able toexpect that their application will be treated ‘in confidence’. The applicant mayhave good reasons for not wanting certain people to be aware of theirapplications e.g. their current manager/supervisor, employer etc.If a member of the panel wishes to make enquiries other than from the refereesprovided, this may only be undertaken with the applicant’s prior approval.Reference Checking ChecklistHas the applicant provided the names and contact details of atleast two referees?Has the consent of the applicant been obtained to contact theirnominated referees?Is the referee in a position to advise from first hand knowledgethe applicant’s previous position?Have appropriate questions been prepared to be asked of allreferees which addresses the selection criteria?aaaa1.16 SELECTION REPORTIt is advisable that the Panel prepare a selection report following theinterviews that provides quantifiable reasons for the decisions made. Thereport will contain a recommendation and be signed off by the PanelMembers, then forwarded to the relevant Director and Chief Executive Officerfor final approval. A selection report should contain a comparative analysis ofeach of the applicants and any areas of concern.Other information to be provided includes:• A description of the position and selection criteria.• Outlines the process to date.• How the position was advertised.• How many applications received.• Make up of panel.• Time and place of interviews.• How many applicants were interviewed1.17 PRE-EMPLOYMENT MEDICALSPre-employment medical checks of prospective employees can raise equalopportunity, privacy, occupational health and safety and objectivity issues.Page 22 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Whilst recognising that the majority of WA Local Governments require preemploymentmedicals to be undertaken by prospective employees, it isrecommended that medical examinations should only be undertaken forlegitimate job-related purposes and the reason for requesting the examinationshould be clearly stated to prospective employees, preferably during the courseof the selection interview. Any examination should relate specifically to therequirements of the job in question, which means that particular physicalattributes required for the job should be accurately identified beforehand.Testing procedures should be fair and consistently applied.For sedentary positions, it may be more appropriate for prospective employeesto complete a signed checklist detailing their medical fitness. Such a checklistcan require the employee to disclose any injury, illness or disability that islikely to prevent them from carrying out the duties of the position.Prior to the appointment to the vacant position being made, prospectiveemployees should undergo a pre-employment medical with a medicalpractitioner or a group specialising in these types of medicals to ensure thatthe person is able to perform the duties of the position to an establishedstandard.Choose an appropriately experienced medical practitioner wherever possibleas not all medical practitioners are experienced in conducting nondiscriminatory pre-employment medical tests.Additionaly, ensure that the medical practitioner conducting the preemploymentmedical understands the genuine and reasonable job requirementsand the capacities required to perform them.Ensure that applicants with disabilities/impairments are tested using anyservice or facility which they would normally use to perform the essentions ofthe job. For example, if an applicant uses a hearing aid or wears glasses, besure the applicant uses the aid or their glasses during the assessment.Important NoteThe Equal Opportunity Act prohibits discrimination in employment on thegrounds of impairment, except where the impairment prevents the person frombeing able to perform the job. The standards established by the medicalpractitioner must reflect what is required of the person to perform the workinvolved. In many instances, this will involve discussions between the LocalGovernment and medical practitioner to ensure the practitioner is aware of thework required to be performed. The medical practitioner will need to beacquainted with the provisions of the Equal Opportunity Act in this regard.Page 23 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.11.18 SECURITY/WORKING WITH CHILDREN CHECKS/POLICECLEARANCESIt is becoming common amongst Local Governments to undertakesecurity/working with children checks/police clearances of prospectiveemployees working in particular occupations such as with children, youth,elderly and the disabled.Whilst the WA Police Service does not "clear" individuals for employmentand licence purposes, the Police Service may provide a National PoliceCertificate and a State Traffic Certificate. These certificates are available forWA residents only. The following information outlines details on how toapply for these certificates.National Police CertificateIn response to a highly mobile population, the need to protect the vulnerable or"at risk" members of the community and to cater for community expectation,the WA Police Service has discontinued the issuance of a "State PoliceCertificate" in favour of a "National Police Certificate".A National Police Certificate lists your disclosable criminal history, recordedin any Australian police jurisdiction. If you require this certificate, you mustapply in person at your local police station and provide suitable identification,as detailed on the application form. Telephone enquires concerning thecriminal history of either yourself or another person will not be accepted.The WA Police Service does not process applications for a National PoliceCertificate from persons who reside overseas or interstate. Overseasapplicants must apply to the Australian Federal Police (AFP). Information andapplication forms are available from the AFP Website, at www.afp.gov.au.Interstate applicants must apply to their respective police jurisdiction.State Traffic CertificateA Traffic Certificate will list your traffic history, recorded by the WA PoliceService. There is currently no provision for the issuance of a National TrafficCertificate.If you require the State Traffic Certificate, you must apply in person at yourlocal police station and provide suitable identification.Police ClearanceThe City of Vincent will require all future employees, who are appointed topositions providing services to youth, children, the disabled and elderly andwhere cash handling is undertaken or involving Ranger/Security duties, toobtain a current Police Clearance.Page 24 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1The Chief Executive Officer may, at his/her discretion, determine a position tohave a pre-requisite of a Police Clearance. The requirement to undergo aPolice Clearance will be indicated on the Position Descriptions of relevantpositions and will also be included in the Selection Criteria.The cost of the Police Clearance is to be borne by the employee. PoliceClearances will be required to be updated on a regular basis, as considerednecessary by the Chief Executive Officer.Spent ConvictionsUnder the provisions of Section 7(1) of the Spent Convictions Act 1988 only'lesser convictions' can be spent by the WA Police Service, after a time periodof 10 years plus any term of imprisonment that may have been imposed (seeapplication form for further restrictions).• A lesser conviction is one for which imprisonment of 12 months or less, ora fine of less than $15,000 was imposed.• All other convictions, such as 'serious convictions' applicable under Section6 of the Spent Conviction Act 1988 can only be spent by applying to theDistrict Court.• Applicants to have 'lesser convictions' spent must provide suitableidentification and have details confirmed by a suitable witness.• All applications must be on the official form and can be lodged at any WAPolice Station.• No application fee is applicable.Under Equal Opportunity legislation, it is possible to discriminate on thegrounds of a criminal conviction, however from an industrial relationsperspective, Local Governments requiring prospective employees to producepolice clearances would need to ensure that the information contained in aperson’s police record was used appropriately and competently and that theperson was not unfairly denied employment.It is recommended that Local Government considering the adoption of a policyrequiring all or prospective employees in certain occupations to produce apolice clearance prior to employment should ensure that the requirement forthe production of such a clearance is clearly conveyed to relevant prospectiveemployees, either by inclusion in the job advertisement and/or the jobdescription/selection criteria documentation.Page 25 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Employers have an obligation to use any information obtained regarding aprospective employee in an appropriate and competent manner. Should aperson’s police record indicate a previous criminal conviction, then theemployer would need to make a judgement as to whether the conviction relatesto the requirements of the job in question. In this instance, it may beappropriate for the employer to discuss the details of the police record with theprospective employee prior to making a judgement.Working With Children ChecksThe City of Vincent will require all future employees, who are appointed topositions providing services to youth and/or children to eligible to obtain aWorking With Children Check.The Chief Executive Officer may, at his/her discretion, determine a position tohave a pre-requisite of a Working With Children Check. The requirement tobe eligible to apply for a Working With Children Check will be indicated onthe Position Descriptions of relevant positions and will also be included in theSelection Criteria.The cost of the Working With Children Check is to be borne by the employeeand will be required to be renewed on expiry.Refer to Policy 5.2.4 – Working With Children and Police Checks forcomprehensive details1.19 TEMPORARY (MAXIMUM TERM) APPOINTMENTSThe City is often required to make temporary (maximum term) appointmentsto staff new/specific projects, for a specific period or meet seasonal demands.It is important that temporary (maximum term) appointments are identifiedand administered appropriately. It is essential to provide a clear indication tothe employee in a fixed term position that the employment contract is not of acontinuing nature. Temporary (maximum term) employees should be advisedin writing of the terms and nature of their employment. Information whichshould be included:• The position.• The salary to be paid for the period e.g. an hourly, weekly or fortnightlyrate of pay.• The duties to be performed (the amount of details will depend on the typeof position).• The specific period of employment, i.e. the commencing and cessationdates.• The hours to be worked. If the hours are to be flexible, this should beindicated.Page 26 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1• No indication of ongoing employment should be mentioned.• If the position is subject to permanent recruitment the temporary employeewill be able to apply for the permanent position on the same basis as allother applicants.• Even if there may be a further period of temporary employment theemployee should not be given the expectation that they will automaticallymove into this position.Some Industrial Awards contain provisions dealing with maximum termcontracts and/or temporary employment. Such provisions should be consultedprior to any temporary appointment. Care should also be taken to distinguishbetween temporary employees and casual employees who are generally hiredon an hourly or daily basis.1.20 PARENTAL LEAVE (Maternity, Paternity and Adoption Leave -Maternity Relief)In accordance with the Local Government Industry Award and the Fair WorkAct (NES), all employees on the completion of 12 months continuous serviceor more including eligible casuals, whether full-time or part-time, whobecome pregnant are entitled to parental leave.Any employee engaged as a relief/temporary contract to replace an employeeduring a period of maternity leave should be informed of the reason for thenature of the relief/temporary contract, including the right of the employee onmaternity leave to return to the position at any time during such leave, and thatthis may cause termination of the contract before the completion of its term.1.21 INDUCTIONInduction is a structured and consistent process to ensure the effectiveintegration of employees into the Local Government.It is important that all new employees be advised of the Council’s policies andprocedures and the employee be trained to ensure they have the skills andknowledge to carry out their job effectively. By providing early familiarizationof new employees with their position, colleagues, conditions, physical workenvironment and the standards expected of them, they have a firm base fortheir employment with the City. A sound induction process makes it easier andfaster for the new employee to be familiar with the City, their position andrights and responsibilities as an employee. They also have a clearunderstanding of their new employer’s expectations of them.Page 27 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1PROFORMA – APPLICATION FORM FOR EMPLOYMENTPosition applied forPosition No.Permanent Temporary Full Time Part TimePERSONAL DETAILSSurnameGiven NamesPreferred Title:Mr/Mrs/Miss/MsOther____________________________________________________________AddressTelephone No. (Home) _______________ (work) ____________________(mobile) _______________________EMPLOYMENT HISTORYCurrent/Most RecentEmployerPosition From ToReason forLeavingResponsible toName & Job TitleSecond Most Recent Position From ToReason forLeavingResponsible toName & Job TitleThird Most Recent Position From ToReason forLeavingResponsible toName & Job TitlePage 28 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Referees List names, addresses and telephone numbers of referees who havesupervised your work and whom we may contact.1.2.3.DRIVER’S LICENCE INFORMATIONDriver’s License No: Classes: Expiry Date:SecondaryEDUCATION/TRAININGHIGHEST LEVEL ATTAINEDYEARSCHOOLSUBJECTS TAKEN IN LAST YEARPost SecondaryPlease list any technical training, professional qualifications and/or special skillstraining.Institution Subjects Taken Year ResultsCurrent StudiesQualifications (List any professional or trade qualifications currently held) Are yourqualifications registered in Western Australia?Page 29 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Equipment/Machinery UsagePlease list any work-related equipment and/or machinery you can operate (ie officeequipment, industrial equipment, specialised machinery etc).ADDITIONAL INFORMATIONWhen would you be able to commence employment?If employed, minimum period of notice required:Is there any factor which causes you to take frequent time off work or effects yourability to perform the duties?YES NO Comment: (Optional)Note: any offer of employment is subject to a pre-employment medical to ensurefitness to undertake the position applied for.Are you aware of any other factor(s) which are or may be relevant to youremployment?YES NO If yes, please provide details___________________________________________________________________________________________________________________Is there any factor which could prevent you working reasonable overtime either in theevening or on weekends, if required?Page 30 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1THE FOLLOWING QUESTIONS ARE OPTIONAL AND NEED NOT BECOMPLETED. NON-COMPLETION OF THESE ITEMS WILL IN NO WAYPREJUDICE YOUR APPLICATION FOR EMPLOYMENT.Do you speak any language other than English?Sporting interests/hobbiesMembership of professional bodies:Any further information you may wish to provide in support of this applicationDECLARATIONI certify that the foregoing information is, to the best of my knowledge and belief, trueand accurate. I understand that the Organisation reserves the right to verify allinformation in the application and that false information will be sufficient reason formy rejection as an applicant or my dismissal if employed by the Local Government.Signature of ApplicantDatePage 31 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1PROFORMA – LETTERS TO APPLICANTSProforma 1 - AcknowledgementDear(Position Title and Number)Thank you for your recent application for the abovementioned position.Your application is currently being assessed against the selection criteria and Ianticipate that interviews for shortlisted applicants will be conducted within the nexttwo weeks.In the meantime, please do not hesitate to contact _____________________________should you have any queries relating to your application.Proforma 2 – Arranging Interview (if not conducted by telephone)Dear(Position Title and Number)Further to your application for the abovementioned position, I would like to invite youto attend an initial interview. The details of the interview have been arranged asfollows:Date:Time:Venue:Names/Positions of Selection Panel Members:I look forward to discussing the position with you. Please advise me if thisarrangement is unsuitable and we will endeavour to arrange a mutually convenienttime.As part of the interview process, credential verifications will be conducted, kindlybring along originals for validation.Proforma 3 - Unsuccessful ApplicantsDear(Position Title and Number)Thank you for your application [and for subsequently attending an interview (ifapplicable)] for the abovementioned position. Due to the high standard of applicantsfor this position, the task of selecting a suitable person was not an easy one and Iregret to advise that your application was unsuccessful in this instance.I would like to take this opportunity of again thanking you for your interest and wishyou every success in your career endeavours.Page 32 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1RECRUITMENT ACTION SHEETACTIVITY COMPLETION DATE PERSONRESPONSIBLEPrepare Position Analysis, PositionDescription and Selection CriteriaAdvertisement PlacedInformation Packages Dispatched toPotential Applicants (Including JobDescription, Selection Criteria andPromotional Material)Receive Applications – Acknowledge(within 48 hours)Shortlist ApplicantsInterviews ArrangedInterview Panel Preparation CompletedInterviews UndertakenSuccessful Applicant/s AdvisedUnsuccessful Applicants AdvisedPage 33 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1PROFORMA - PRE-EMPLOYMENT MEDICAL REPORTThe aim of this Pre-Employment Medical Questionnaire is to ensure that applicantsphysical and other related abilities are matched to the medical and fitness standardsfor the particular duties of a job.Pre-Employment Medical Questionnaires are necessary to determine that:• The applicant is able to productively carry out the duties of the position safely.• There is no risk of aggravating a pre-existing medical condition.• The applicant should not, because of a medical condition, increase risk to otheremployees, equipment, products or the general public.ConfidentialityThe Pre-Employment Questionnaire is treated as a confidential document and accessis limited to a ‘need to know’ basis. In the event of you being employed, this formwill be retained on a confidential file. The Local Government reserves the right torefer to the information in the event of an accident, sickness, injury or claim forworker’s compensation. The information may also be used for other purposes, if sorequired by law.Important NoticeTo assist the Local Government in assessing your medical fitness for employment,you must answer the questions contained in this questionnaire truthfully and to thebest of your knowledge.Failure to disclose any relevant matter relating to your health may result in yournot being employed by the Local Government and, if already employed by theemployer, your employment may be affected and rights to workplacecompensation compromised.Name of applicant:Date of birth:Sex:Address:Telephone number:Position:Department/Location:Page 34 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Position Requirements (to be completed by the Local Government)The position involves the following duties:Keyboard/mouse use.Lifting.Driving.Operating heavy machinery.Sitting for extended periods.Repetitive physical actions.Workshop activity.Working in remote locations.Working with animals.Working under pressure of constant deadlines and/or in the resolution of conflict.Activities where hearing protection is required.Other ___________________________________________________________Applicant’s Present Health StatusAre you currently attending a medical practitioner?Yes No Please give details whereappropriateAre you at present on any medication or treatment prescribedby a medical practitioner, which may affect your workperformance?Do you have any eyesight defects other than those correctedby glasses?Do you have any hearing problems?Do you have any defect of speech or communicationproblem?Do you have any physical disability necessitating specialaids, or requirements for access to premises?Do you have any other health problems, which may effectyour work performance?Page 35 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1Medical HistoryTo assist a medical practitioner in providing an opinion on suitability for the position applied for,please complete the following section. Do you have or have you had any of the following conditions?If the answer is ‘yes’, please provide details in the comments section below.Number Condition Yes No1 Vision problems that cannot be corrected by prescription glasses2 Ear conditions, hearing loss, deafness or tinnitus (ringing in ears)3 Do you have a fear of heights or confined spaces?4 Hay fever, sinusitis, severe headaches5 Asthma, Bronchitis, Pleurisy, Coughing, Breathlessness, Tuberculosis(TB) or other lung complaints6 Heart disease, heart attack, heart complaint7 Blood pressure, heart irregularities, rheumatic fever8 Anaemia, bleeding disorders, other disorders of the blood9 Coughing up blood10 Chest pain11 Arthritis12 Bone or joint problems13 Broken bones, fractures or dislocations14 Any joint pain or injury15 Muscle, tendon or ligament problems16 Pains, aches, numbness or weakness in the neck, shoulders, arms, handsor fingers17 Feet, ankle, knee problems18 Strains or sprains19 Back complaint / back injury20 Recurrent headaches, migraine21 Head injury22 Severe anxiety, depression, other psychiatric disorder23 Paralysis or other neurological disorder24 Epilepsy, fainting, fits, blackouts or dizzy spells25 Diabetes, thyroid problems, gallbladder problems or other glandproblems26 Stomach or duodenal ulcers27 Any skin conditions28 Allergies to drugs, animals etc29 Any sporting, vehicle or work-related illness or injury30 Any alcohol or drug related problems or illness31 Any other medical condition, physical or mental, not mentioned abovePage 36 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1For any question above answered ‘yes’, complete the table below. If you need more space than is provided here,please write on the back of the page.Number Duration and Dates of Condition Current StatusApplicant DeclarationI hereby declare that:• I have read and understood the conditions on this form.• I have read the position description and selection criteria outlining the primary tasks of thisposition.• I understand that, if employed, the information I provide will be retained on my employee file andthat the employer reserves the right to access and use the information, in the event of an accident,injury, sickness or claim for workers’ compensation or for any other reasonable purposes, if sorequired by law.• I consent to the Local Government and its medical representatives obtaining or exchanging furthermedical information from my treating doctors or other health practitioners, if required for thepurposes of this assessment.• My answers relating to my medical and employment history are true and complete to the best ofmy knowledge. Furthermore there is nothing else regarding my health, well being or ability tocarry out the potential role which the Local Government or its medical advisers may need to knowto assess me for the position(s) I have applied.• I am fully aware that if I fail to disclose any relevant mater relating to my health, which renders meincapable of properly fulfilling the duties of the position, the employer may not employ me and ifalready employed by the employer, my employment may be summarily terminated.• I understand and agree that this report and any related health information provided may besupplied to the Local Government and its medical advisors.Name of applicant:Signature:Date:Assessment of Medical PractitionerApplicant name:Date of Birth:Position:Page 37 of 38

CITY OF VINCENT POLICY MANUALCHIEF EXECUTIVE OFFICER - HUMAN RESOURCESRECRUITMENT AND SELECTIONPOLICY NO: 5.2.1In my opinion, the above is:Medically suitable for employment in the proposed occupationMedically unsuitable for employment in the proposed occupationMedically suitable for employment in the proposed occupation, subject to the followingconditions:Name of Medical Practitioner:Signature:Date:Page 38 of 38