Recruitment and Selection Awareness

Welcome to Muswellbrook Shire Council's Recruitment and Selection Awareness eLearning course!

On completion of this course, learners will be able to:

  1. Understand and comply with legislation and policy frameworks underpinning Recruitment and Selection
  2. Understand and apply Muswellbrook Shire Council's Recruitment and Selection Procedure
  3. Plan, prepare and conduct an effective selection process as a Chairperson or Selection Panel member, using a range of tools that provides evidence against defined selection criteria
  4. Ensure that candidates are evaluated effectively and that recruitment decisions are objective, based on merit and documented appropriately
  5. Locate resources and templates used for Recruitment and Selection



Recruitment and Selection 101

Why do we need Recruitment and Selection Training?

Let's start with some Definitions

  1. Recruitment is the end to end process of sourcing, selecting and appointing a candidate to a position.
  2. Attraction is the process of advertising and marketing to source potential applicants to apply for a vacancy.
  3. Selection is the process by which the candidate with greatest merit is chosen
  4. Merit Selection is the selection of the best applicant based on the nature of the duties of the position, and the abilities, qualifications, experience and standard of work performance of those persons relevant to those duties

Legislative Framework

Legislation and Policy Framework

Local Government has many "rules". We are governed by legislation such as the Local Government Act 1993, Industrial Relations Act 1996, Anti-Discrimination Act (NSW) 1977, the provisions of the Local Government (State) Award 2014, and Muswellbrook Shire Council also has a range of Codes and Policies such as the Code of Conduct and Recruitment & Selection Procedures.

As employee's of Council, we need to ensure we comply with all of these provisions when conducting Recruitment and Selection processes.

You will learn how to comply with Legislation and our Policy framework in this course.


Discrimination is Illegal

Discrimination in the workplace is illegal.

Employees, or potential employees) cannot be discriminated against because of their race, colour, sex, sexual preference, age, physical or mental disability, martial status, family or carer's responsibilities, pregnancy, religion, political opinion, national extraction or social origin.



The Selection Panel must ensure confidentiality is maintained at all times.

This includes, but is not limited to:

  1. Not discussing the recruitment details including applicant information with anyone except the Selection Panel or Human Resources at any time.
  2. Storing recruitment information securely.

If you are on a Selection Panel, you have a responsibility to maintain confidentiality. You should only have discussion regarding the recruitment with your fellow Panel members or Human Resources, and ensure that your discussions are held in a confidential environment.

Panel members who breach confidentiality may be subject to Council's Disciplinary process.

What could Samantha have done better in terms of ethical, fair and effective processes?


Samantha had been Julie's supervisor for two years when she decided that the duties of Julie'sposition had to be re-evaluated. The job was subsequently re-graded and required to be filled with a merit based process. The position was advertised.

Julie was a bit concerned about getting the job as Samantha had told her that there were many applicants for the job. However, Samantha told her not to worry, as her experience would make her hard to beat. Julie took this to mean that the job was hers, especially as Samantha was the Chairperson.

On the day of the interviews, Julie ran into an old colleague, Simon, in the foyer. Not realising that he was there for an interview for the same job, Julie told Simon that she was being interviewed for a job where she was a certainty "as the boss wanted her to get it".

In his interview, Simon told Samantha what Julie had said. Samantha reassured Simon that the successful applicant would be selected on merit. Simon was relieved to hear that, as he believed that he had a strong claim to the job. 

At the end of the recruitment process, Julie got the job. Simon was upset and complained to the Independent Commission Against Corruption.

Muswellbrook Shire Council Recruitment & Selection Process

The above diagram depicts the main steps in Council's Recruitment workflow.

In the next modules, lets look at each step in detail, and learn how to put it into practice!

Procedure Step 1: Request to Recruit

Prior to Recruiting

Prior to commencing the Recruitment and Selection Process, the supervisor of the vacancy must ensure that the Position: approved in Council's Establishment

Position are required to be approved in Council's Establishment - this means FTE approval and Budget approval.

For help with this, visit the HR Portal in InfoXpert to access a A Guide to Making Changes to the Establishment.

...has a current Position Description

The importance of the development of clear Position Descriptions cannot be underestimated. The Selection Criteria will be created from the PD, and the applicants you attract to the role will be determined, by a large extent, by the PD.

For help with this, visit the HR Portal in InfoXpert to access A Supervisors Guide to Reviewing or Developing Position Descriptions.

...has been evaluated against Councils Salary System

Positions require Job Evaluation to determine what Grade they fall in within Council's Salary System, and what subsequent rate of pay applies to the position. Human Resources arrange for Job Evaluation to be conducted, by trained officers.

For help with this, please contact Human Resources for more information.

Request to Recruit Form

Request to Recruit Form

Ok, so you have everything prepared to commence recruitment to a vacancy!

To get the process rolling, the first step is to complete a Request to Recruit Form and submit it to Human Resources.

You can find the Request to Recruit Form in Council's HR Portal in InfoXpert.

Tip! Remember to complete the form fully prior to submitting it to Human Resources, to avoid any delays.

Choosing a Selection Panel

Choosing a Selection Panel

The Request to Recruit Form will require you to identify a Chairperson and 2 other Panel Members which will form the Selection Panel for the recruitment.

The Chairperson must be trained in Council's Recruitment and Selection Procedure.

Tip! An External Panel Member may be considered appropriate for some processes, for example, internal recruitments, when external technical skills may benefit the process, or where external bodies may be involved (e.g. Grant Funded roles). It's important to note that even though the external panel member may not be an employee of Council, they are still required to comply with Council's Recruitment and Selection Procedure.

Conflicts of Interest

Conflicts of Interest

A Conflict of Interest is where an Officer is influenced or could appear to be influenced by personal interests or relationships.

Selection Panel members must declare any conflicts of interest to the Chairperson. This includes past or present relationships, and real or perceived conflict of interest. 

A personal relationship may include, for example, a spouse, family member or friend. A professional relationship may be a current or previous colleague, team member or a mentor or referee.

If you are the Chairperson, then you are responsible for determining the best course of action, which may require the panel member to withdraw from the selection process. 

Should the Chairperson have a conflict of interest, the declaration is to be made to the Coordinator HR and Safety for Determination of the best course of action.

Examples of Conflict of Interest "signs" may include:

  • Writing or rewriting a PD to suit a particular applicant 
  • Writing an advertisement to suit a particular applicant 
  • Limiting the pool of potential applicants via method of advertising the position with the intent of a particular candidate being successful 
  • Verbally promising a position to an applicant prior to the interview process being conducted

What concerns do you foresee?

ICAC Case Study - Conflict of Interest

A government authority began recruiting to fill several Research Assistant positions. The unit manager, Daniel (a proposed member of the selection panel) told his supervisor Claudia, that his partner would apply. He offered to withdraw from the selection panel.

Claudia wanted Daniel to remain on the panel. She believed his knowledge of technical aspects of the job was important. In addition, the Research Assistants would be working in Daniel’s unit and be reporting to him. Claudia decided that she would join the selection panel, believing that a larger panel would ensure integrity.

Claudia discussed the issue with her Executive Director, who had no problem with the panel’s composition. The Executive Director thought that there was potential for a conflict of interest. However, because she was confident of the personal integrity of the panel members, she thought there would be no problem. The independent on the panel was not advised of the relationship.

Daniel’s partner successfully obtained one of the positions.

Procedure Step 2: Advertising

What is Advertising?

What is Advertising?

The Local Government Act 1993, s348 requires “… the position must be advertised in a manner sufficient to enable suitably qualified persons to apply for the position.”

The purpose of the advertising a vacancy is to attract potential candidates to apply for the vacancy.

Human Resources will take care of this for you, by determining the best advertising methods to attract a suitable pool of candidates, within Council budget and required legislation.

Advertising can be Internal or External.

When do we need to advertise vacancies?

Legislation requires that vacancies are advertised in the following situations:

  1. If the appointment is Permanent.
  2. If the duration of the appointment is for more than 12 months.
  3. If the appointment is to a Senior Staff position. Senior Staff positions are approved by Council, for example, the General Manager and the Director Planning, Community & Corporate Services.

Legislation requires that we DO NOT need to advertise in the following situations:

  1. If the appointment is less than 12 months in duration.
  2. If the appointment is by way of Demotion. Demotion is whereby an employee is offered, and accepts, a position in the organisation structure which is at a lower grade of Council's Salary System.
  3. If the appointment is by way of Lateral Transfer. Lateral Transfer is whereby an employee is offered, and accepts, a position in the organisation structure which has comparable skill and accountability levels, and remuneration no less than the position previously held by the employee.

Are there any maximum durations on Appointments?

The following appointments have a maximum duration under the Local Government Act:

  1. Relief (Higher) Duties: maximum duration of 12 months.
  2. Temporary: maximum duration of 24 months if the permanent holder of the position is on parental leave and the vacancy was advertised. In any other case, maximum duration of 12 months.

A Manager's Guide to Advertising and Appointment Requirements can be located in the HR Portal in InfoXpert.

Internal Advertising

Internal Advertisement

Internal Advertisement is where vacancies are advertised to current employees of Muswellbrook Shire Council.

The decision to advertise internally is made by the Manager when the Request to Recruit Form is approved.

For Internal Advertisements, Human Resources will advertise an Expression of Interest (EOI) for one (1) week, whereby employees can respond and indicate if they are interested in applying.

If two (2) or more employee submit an EOI that are suitably qualified to apply, the position may be advertised internally for one (1) week.

External Advertising

External Advertising

External Advertising is where we open up the recruitment to the employment market, which means the advertisement is open to current employees of Council, and non Council employees.

The standard advertising period for external advertising is two (2) weeks.

Human Resources will advertise the vacancy in a number of ways which may include mediums such as:

  • Council Website
  • LG Job Directory
  • Industry specific job boards
  • Newspapers
  • Radio
  • Social Media

Recruitment Consultants

Recruitment Consultants

The use of Recruitment Consultants (for example, Hudson, Gail Whipper, Forsythes) should only be considered for Senior Staff positions, unless positions at a lower level have been advertised by Human Resources unsuccessfully at least 2 times.

The decision to proceed with a recruitment consultant will be made by the General Manager. In this instance, Human Resources will be the point of contact for the Recruitment Consultant, providing the coordinating link between the Consultant and the Selection Panel.

Answering Enquiries from Applicants

Answering enquiries from Applicants

The supervisor of the vacancy or other nominated employee will be required to answer any enquiries from potential applicants during the advertising period. 

If you are the nominated employee, remember:

  • to always provide accurate and timely responses to enquiries
  • that  applications need to be submitted via Council's online recruitment process (i.e. email or hard copy applications are not accepted by Council). If you get any enquiries regarding application submission, for example, the applicant does not have access to a computer, you can encourage the applicant to utilise their local library service for support.

Human Resources will also be available to assist with questions regarding conditions of employment or the application process. In this instance, either transfer the enquiry through via phone, or take a message for a call back.

Closing Date

Closing Date

The closing date of the vacancy will be clearly written on the advertisement.

Extension of closing date

The Chairperson of the recruitment is responsible for making the decision to extend the closing date for an applicant.

An applicant must request extension of the closing date in writing prior to the closing date, stating reasons for the extension request.

No extensions will be approved for requests submitted after the advertised closing date.

Procedure Step 3: Shortlisting

What is shortlisting?

What is Shortlisting?

Shortlisting distinguishes the most suitable applicants from the least suitable applicants for a position by measuring applicants against shortlisting criteria which are formed from the following components of the Position Description:

  • Key Tickets, Qualifications and Other Skills

  • 4 Job Specific Key Accountabilities

  • 1 Capability & Behaviour Descriptor

These components ensure that we are shortlisting against the actual duties of the vacancy, required qualifications, and Council's Capability & Behaviour Framework.

How do we shortlist?

Shortlisting Process

Shortlisting must be completed in accordance with merit based principles, and by at least two (2) panel members.

The process is conducted using Council's online recruitment system - SCOUT eRecruit. Shortlisting scores are automatically sorted by the system from highest to lowest. This determines  which candidates progress to the Selection stage.

Shortlisting must be completed by the panel within five (5) working days of the advertised closing date. It's important for the panel to stick to this timeframe, to ensure Council's recruitment process is timely, both for the applicant and for our business.

It's best to discuss with your panel and Human Resources who will be undertaking the shortlisting process. It can be a time consuming process, but it is a key step in ensuring a merit based process occurs.

If you haven't use SCOUT eRecruit before, a member of Human Resources will set you up as a user, and provide you with face to face training in how to log in, view vacancies, and conduct the shortlisting process.

Procedure Step 4: Selection

Selection Tools


A range of selection tools may be utilised by the Selection Panel to undertake merit based selection. The Panel should meet and discuss what tools can be utilised to find the best applicant for the vacancy, based on merit. Human Resources can help you with this process.

The remaining 3 Job Specific Key Accountabilities and 2 Capability & Behaviour Descriptors from the Position Description (i.e. the Accountabilities and Capability and Behaviour Descriptors that were not used for shortlisting criteria) must be assessed during the Selection process.

Example Selection Tools

Some example selection tools include:

  1. Interview (mandatory)
  2. Practical Assessment (optional)
  3. Aptitude and Personality Tests (optional)



An interview is a mandatory tool for the selection process, and is conducted by the Selection Panel. The Chairperson, who is trained in Council’s Recruitment and Selection Procedures, is responsible for the interview process.

Human Resources will liaise with the panel to develop behavioural based interview questions for the vacancy, using the Interview Guide template. The same questions must be asked of each applicant, to ensure consistency in the process and applicants must be able to answer the questions in the STAR format:

  • Situation or Task: Outline what problem or instance they were faced with by explaining the situation or task 
  • Action: Explain in sequential steps what their response was to the situation. What did they do? 
  • Result: Explain the result or the learning

Human Resources will contact applicants and schedule interviews (ideally providing a minimum of two (2) business days’ notice), including ensuring a confidential room is booked, and calendar invitation circulated to the Selection Panel. 

Interview Guide

Human Resources will provide an Interview Guide Pack to the Chairperson consisting of the following:

  • Interview Guide (for each panel member, and each applicant)

  • A copy of each interviewee’s application

  • Selection Panel Report Form

At the completion of each interview, the panel must discuss the strengths & weaknesses of the applicant. The Chairperson will record the information on the space provided on the Interview Guide. The comments made by the panel should be fact based, relevant to the position and information provided throughout the selection process, and compliant with EEO principles.

Which of the following are Behavioural Based Interview Questions?

Behavioural Interview Questions

Council uses Behavioural Based Interviewing rather than Situational or Hypothetical Interviewing.

Behavioural based interview questions are based on the principle that past behaviour is the best indicator of future performance. A behavioural interview consists of questions that require the applicant to reflect on past experiences and present specific real-life examples to demonstrate their skills.

By asking questions about how job applicants have handled situations in the past that are similar to those they will face on the job, employers can gauge how they might perform in future situations.

Situational or Hypothetical Interviews look at the future. Rather than “Tell me about a time…” applicants are asked “What would you do if…” They are presented with a potential problem, and supply what they would do in that situation. Situational questions do not give the interviewer insight as to the applicant past history.

Tips to remember:

  • Situational/hypothetical interviews are about the future.
  • Behavioural interviews are about the past.

  • Tell us about a time when you dealt with a difficult customer. How did you resolve the situation?
  • What would you do if you encountered a difficult customer?
  • Tell me about a time when a project you were in charge of fell behind schedule. What did you do about it?
  • Please give the panel an example of a time that you showed initiative and took the lead.
  • Describe a time where you had to make a critical decision.
  • What would you do if you saw a co-worker operating unsafely?
  • What would you do if you couldn't complete your work within the timeframe allocated to you?

What Interview Questions are not suitable?

Interview Questions - what not to ask...

You are shrunk to the height of a nickel and your mass is proportionally reduced so as to maintain your original density. You are then thrown into an empty glass blender. The blades will start moving in 60 seconds. What do you do?


  • Questions that are considered to be a breach of Anti-Discrimination Legislation: e.g. How old are you? Are you Married? Where were you born? Do you have children? Are you pregnant? Are you a single parent? Tell me about your family?
  • No brainteasers – keep it related to the position
  • No hypothetical questions - keep it behavioural based

On the day of the Interview...

One the day of the interview...

Prior to the interview, the Chairperson must ensure that the interview room is arranged appropriately, and each Panel member has their Interview Guide pack, as provided by Human Resources.

The Interview will commence with the Chairperson:

  • Thanking the applicant for attending the interview 
  • Introducing each panel member to the interviewee 
  • Explaining the interview and STAR process

The Supervisor (or designation panel member) is then responsible for providing a brief overview of the vacancy, including duties and responsibilities of the role.

The panel will then commence asking the interview questions as written in the interview guide template.

The Panel should not ask questions that are not written on the Interview Guide. Each applicant must be given the opportunity to answer the same set of questions.

During the interview...

The panel must: 

  • Take notes during the interview to support decisions 
  • Maintain rapport with each applicant to ensure a relaxed and positive experience 
  • Keep the interview focused and on schedule

On conclusion of the interview...

On conclusion of the interview

The Chairperson will:

  •  Outline the recruitment process following the interview 
  • Check with the candidate the suitability of nominated referee’s 
  • Thank the applicant for attending the interview.

Tip! These steps are all outlined on the Interview Guide, to help you remember the steps on the day of the interview.

Suitable referees

When checking referee contact details at the end of the interview, Council considers a suitable referee to be at least 1 previous current or previous supervisor. 

What is not a suitable referee?

  •  Character references supplied by long standing family friends, office bearers of clubs etc are of limited value. 

For those with limited or no work experience, i.e. an applicant for a traineeship, contacting school teachers and/or personal referees is preferred.

Practical Assessment

Practical Assessments

A Practical Assessment aims to identify an applicant’s level of ability and/or skill in a practical manner. The assessment should aim to cover the Position Description Criteria, and should be administered either before or after an interview.

Practical Assessments are great for roles that have a larger practical component, for example, Truck Driver. Aspects that you may consider testing could include driving, PPE use, pre-start checks, safety observations, completing paperwork, reporting defects etc.

If you wish to utilise a Practical Assessment as a Selection Tool, please discuss your ideas with Human Resources. Human Resources will then liaise with the panel to develop any practical assessments, using the Practical Assessment Template, and notify applicants if a practical assessment is being conducted when inviting applicants to interview.

Aptitude and Personality Tests

Aptitude and Personality Tests

Aptitude and personality tests measure a person’s personality, how they reason, and their aptitude for specific positions. These tests should only be used where there is an appropriate, qualified person to perform the testing. Human Resources will advise on the appropriateness of tests and arrange a provider to conduct such tests.

Selection Panel Report

Selection Panel Report

On completion of the Selection process, the Selection Panel must complete the Selection Panel Report, which lists an eligibility list recorded in order or highest merit.

It important to note that any applicant who is listed on the Selection Panel report is deemed by the panel as being suitable for the role.

The Selection Panel Report also includes selection of the applicant’s competency level. This sets the salary point to be included in the Offer of Employment.

Should panel members not agree on the eligibility list, opposing opinions can be recorded on the Selection Panel Report for consideration of the Supervisor ‘one up’.

The selection panel report must be signed by all panel members, including the Chairperson.

Eligibility List

The Selection Panel report also generates candidates on a Eligibility List.

If vacancies occur within six months from the preparation of the Selection Panel Report, appointment can be made from candidates listed on the Selection Panel Report eligibility list without the requirement for a new or additional formal recruitment process.

What do you think Steve should do?


Record Keeping

Record Keeping is a mandatory requirement in Local Government.

At the end of the Selection stage, the Chairperson is responsible for ensuring that the Interview Guide file, containing all paperwork associated with the recruitment (e.g. Interview Guides, practical assessments etc) are submitted to Human Resources.

Procedure Step 5: Checks

Reference Checks

Reference Checks

Reference checks enable interviewers to verify information given by applicants and may provide more information on which to make comparisons between interviewed applicants. Reference checks should be conducted after the selection process on any preferred applicants before an Offer of Employment is made.

The panel may request a reference from an applicant’s past or present employer/manager, if the panel considers it pertinent, however, permission must be obtained from the applicant before reference checking commences (this is completed during the interview). It must be clear to the applicant who will be contacted. The panel cannot contact referees that have not been provided by the applicant.

The Chairperson or Supervisor is responsible for conducting the reference check, using Council’s Reference Check Form in Scout eRecruit. The check must be completed within three (3) working days of the interview taking place.

Two (2) referees must be contacted for external applicants, and one (1) for internal applicants.

The referees should consist of at least one [1] previous or current supervisor. Note: Character references supplied by long standing family friends, office bearers of clubs etc. may be of limited value only. For those with limited or no work experience, i.e. an applicant for a traineeship, contacting school teachers and/or personal referees is preferred.

It is preferred that the business that the referee works is contacted, rather than personal mobiles e.g. contacting the customer service area and requesting to speak to the referee. This provides additional validity to referee details.

Where one or more reference check is unfavourable, the Chairperson or Supervisor may contact the applicant and ask for one further referee which may provide additional information. By conducting a third reference check, the Chairperson or Supervisor will gain a better understanding of the applicant’s experience and capabilities. The panel will then decide if the applicant is suitable, after the additional information is attained.

Qualification, Background and Visa Checks

Qualification, Background and/or Visa Checks

Qualification, Background and/or Visa Checks will be coordinated by Human Resources, and carried out by an external provider.

Working with Children Checks

Working with Children Checks are required to be completed prior to an Offer of Employment being made for any position that works in a child related setting as required by the NSW Commission of Children & Young People. Human Resources will conduct the check in accordance with specified procedures as set by the Commission.

Fee’s associated with Working with Children Check applications are at the cost of the applicant.

Pre-employment Medical Assessment

Pre-employment Medical Assessment

The preferred applicant is required to complete a mandatory Pre-Employment Medical and Functional Check, including Drug & Alcohol test, to ensure they are fit to perform the position. Human Resources will coordinate this check.

If there are any concerns raised by the pre-employment medical assessment provider regarding fitness for work, the Coordinator HR & Safety will discuss the limitations with the relevant Supervisor, to ascertain if modifications can be implemented to ensure a safe work environment for the applicant. A reasonable approach will be taken to this decision. 

It is the responsibility of the Supervisors to make this decision, within budget limitations, and to implement the modifications prior to the commencement of the employee in the workplace.

Procedure Step 6: Offer of Employment

Employment Contract

Offer of Employment - Employment Contract

Following all Selection Processes and Checks, Human Resources will prepare a written Offer of Employment, outlining the relevant terms and conditions.

Offers of Employment are legally binding, and must not be made verbally or via email.

Once the written Offer has been approved (by the Supervisor ‘one up’), Human Resources will contact the applicant and formally offer the position on behalf of Council, and outline explain the relevant terms and conditions. In addition, Human Resources will forward an Offer of Employment Pack (containing the Offer and new employee related forms) to the applicant by way of post. A scanned copy of the Offer may be forwarded by email if requested.

The applicant will be requested to provide a response to the Offer of Employment to Human Resources within ten (10) days of the date of the offer.

Acceptance of Offer of Employment

Acceptance of Offer

If the offer is accepted, Human Resources will advise the relevant Supervisor of the acceptance, and coordinate:

  • Commencement date
  • Induction and onboarding process – refer to A Manager’s Guide to Staff Inductions
  • Notification to unsuccessful applicants

Unsuccessful Applicants

Unsuccessful Notification

Human Resources will arrange notification to applicants by way of email via Scout eRecruit, to all unsuccessful applicants.

The Chairperson is responsible for providing feedback to unsuccessful applicants. It is recommended that all internal applicants be provided with feedback to assist them with future applications.

Tips for providing feedback...

  • Specific – ensuring it is received in the manner intended, where possible use examples 
  • Timely – occurring as soon as possible after the interview or shortlisting process has occurred 
  • Factual – provide specific facts about the individuals application and interview performance (not perceptions or opinions) along with observable and verifiable information (not generalisations) 
  • Objective – ensure feedback is objective and based on known facts rather than perceptions and hearsay.


Avoid Common Recruitment Pitfalls

Recruitment and Selection is such an important process...

A poor recruitment and selection process increases the probability of not getting the right person for the job, and this can have a significant impact on Council, both financially and non-financially.

So it's important to get the process right! Let's look at some tips on how to avoid some of the common recruitment pitfalls...

Now it's time to test your knowledge!

Match the Definitions

  • Recruitment is the
    end to end process of sourcing, selection and appointing a candidate to a position.
  • Attraction is the
    process of advertising and marketing to source potential applicants to apply for a vacancy.
  • Selection is the
    process by which the candidate with greatest merit is chosen.
  • Merit Selection is the
    selection of the best applicant based on the nature of the duties of the position, and the abilities, qualifications, experience and standard of work performance of those persons relevant to those duties.

Recruitment Procedure

  • Step 1:
    Request to Recruit
  • Step 2:
  • Step 3:
  • Step 4:
  • Step 5:
  • Step 6:
    Offer of Employment

What three things need to be up to date before submitting a Request to Recruit Form?

Fill in the blanks

 Form needs to be submitted to Human Resources to start the recruitment process.

A Temporary or Term Contract appointment does not need to be advertised if:

  • The appointment duration is greater than 12 months
  • The appointment duration is less than 12 months
  • I know the candidate is a good worker

What is the maximum duration for Relief (Higher) Duties?

  • 2 Months
  • 6 Months
  • 12 Months
  • 18 Months
  • 2 Years

How many Panel Members need to shortlist, as a minimum?

  • 1
  • 2
  • 3

What does the acronym STAR mean?

S =

T =

A =

R =

Fill in the blanks

The  Report is completed at the end of the selection process. It identifies the suitable candidates to progress to the 'Checks' stage of the Recruitment Procedure.

Is a pre-employment medical and functional assessment a mandatory component of the recruitment process?

  • Yes
  • No

Are supervisors, Managers or Directors allow to make verbal offers of employment?

  • Yes
  • No

Templates & Resources

Templates & Resources

The HR Portal in InfoXpert has everything you need to know about HR!!

Access the HR Portal in InfoXpert for information about Council’s employment framework, containing links to awards, policies, forms and other supporting materials.

Recruitment and Selection Templates & Resources can be found in the Portal at any time!