Recruitment, interviews and selection

Step 1: choose your selection panel

A selection panel is a group of people who:

• review job applications
• shortlist candidates
• conduct interviews
• decide who they want to hire.

Your selection panel:

• must have a minimum of 3 people – including the hiring manager, plus at least one other person from people and culture or another team.
• should include a current bicultural worker or culturally diverse panelist
• should be gender diverse
• needs to understand the duties and requirements of the role
• should take recruitment and selection, conflicts of interest, disability confidence and other diversity training
• must understand their obligations to prevent discrimination in recruitment.

Step 2: shortlist candidates

The selection panel will decide which candidates will move to the next phase of recruitment. To do this, the panel will:

• review everyone's application
• choose a few people they think have the right qualifications, skills and experience.

Rate each candidate

The panel needs to agree on how to rate each candidate in a fair and consistent way.

Though always check with your people and culture team first to see if they have a way that they want you to do this.

For example, if you're using key selection criteria (KSC) the panel can use a 5-point scale.

This is a sample 5-point scale to evaluate applications against the KSC:

Most VPS organisations use a 5-point rating scale but check with your people and culture team.

Decide who to interview

Once you've scored each candidate, the panel should combine its scores to rank the candidates. You can use this ranking to help you decide who to interview.

Aim to interview at least 3 people per role – if you have enough suitable candidates.

To keep the process fair:

• get advice from your diversity and inclusion team who understands bicultural work
• take time to understand what each person has to offer
• don't make assumptions about a person based on their cultural background
• don't make assumptions about gaps in experience
• think about how your previous knowledge of a candidate may influence your judgment of them
• consider the skills they have from non-traditional work and personal experiences. These could be outside of Australia.
• use the same approach to gather information from all candidates. This will help you avoid unfair treatment or favouritism.
• consider a blind shortlist i.e., remove their name, age or gender
• consider how candidates may best demonstrate how they meet your KSC – such as through alternative assessment methods
• panel members can come together to check in on any biases and discuss their scoring.

Remember, it's illegal to directly or indirectly discriminate against anyone based on the protected attributes listed in the Equal Opportunity Act 2010.

Step 3: conduct interviews and alternative assessments

An interview is a common way to decide who to hire and works well when:

• it's well-organised and efficient
• the process is the same for all candidates
• you offer workplace adjustments
• panel members are diverse
• panel members understand the role well
• panel members are trained in interviewing techniques
• you use behavioural interview questions
• you use the key selection criteria (KSC) to write your interview questions.

Schedule interviews and offer adjustments

Contact the people you want to interview.

If they're interested schedule a date, time and location for the interview. This could either be in person or online.

Be flexible with your interview times, as some candidates may care for others or have access needs.

Send candidates the interview questions in advance.

Offer any workplace adjustments so they can participate fully.

Examples of workplace adjustments someone could ask for are:

• recruitment documents in an accessible or alternative format
• an Auslan interpreter
• adjusting the length of the interview or including a short break in the middle
• having a support person in the interview.

If you choose to do the interview in person, pick an accessible location. Check there are ramps, lifts and accessible facilities nearby.

If you choose to do your interviews online:

• Use a platform that works for you and is popular with people such as Microsoft Teams or Zoom.
• Run a practice session so all panel members know how to use the technology you choose.
• Have a backup plan in case you have a connection issue, such as if a panel member loses their internet connection can they re-join the interview using their phone?
• Let candidates test their audio and video settings with you before the interview date.
• As it can be harder to get to know someone online, be more conversational in the interview instead of just asking your interview questions.

Choose how you'll run the interview

Panel interview

This is the most common interview style in government.

Everyone on your selection panel will interview a bicultural worker together. You'll take turns asking questions, but everyone will write their own notes.

A panel interview can be more challenging for a bicultural worker because of cultural differences and communication styles.

Panel members should be aware of these challenges and be mindful of their words and actions.

For example, some bicultural workers:

• experience language barriers if English is not their first language
• feel less comfortable expressing themselves in front of multiple people
• feel overwhelmed by the power imbalance – speaking to multiple authority figures can be hard for someone from a culture that values hierarchies.
• interpret body language and facial expressions differently because of their cultural background. Trying to understand non-verbal cues from more than one interviewer can be overwhelming.

Group interviews

Group interviews are better for some bicultural workers for many reasons.

They can:

• help reduce anxiety among candidates
• create a culturally familiar environment for candidates from similar cultural backgrounds or language groups
• encourage candidates to practice their language skills and improve their communication in a group setting
• give people the opportunity to build connections with people from similar backgrounds
• save you time if you're hiring a lot of people at once.

A downside of a group interview is that you can't focus on each person in-depth.

This means you may not bring out the best in every candidate.

One-on-one interviews

Each panel member will have a one-on-one interview with each bicultural worker you interview.

Some bicultural workers feel more comfortable when they're interviewed by one person at a time.

For example, someone who speaks English as a second language may find it easier to communicate and share their ideas with one person at a time.

They can focus on what you're saying with fewer distractions and interruptions.

Alternative assessments

You don't have to use an interview to assess candidates. Or you can use an interview plus another method.

The way you assess a candidate must relate to the key selection criteria or requirements of the role.

Give candidates clear instructions on how to do the assessment. And always offer them workplace adjustments.

Speak with your people and culture team for advice to make sure the method you use complies with your organisation's policies and the law.

Here are some examples:

Before the interview

If possible, contact each bicultural worker at least 3 days before their interview.

It might be the first time they've done an interview in Australia.

To make them feel more comfortable:

• explain how the interview will work
• give them time to ask questions
• give them the interview questions in advance.

Send them a confirmation email with the:

• date and time of the interview
• location of the interview and accessible public transportation or parking locations
• type of interview
• names and titles of panel members
• contact information for the interviewer
• interview questions
• list of any items the candidate is requested to bring.

After the interview

After each interview, be clear about when they can expect to hear from you.

Step 4: do reference checks

Reference checks help you confirm the information a bicultural worker has shared with you themselves.

Some bicultural workers are new to Australia and don't have professional networks yet.

If your preferred candidate doesn't have any networks, help them find a referee.

Their referee should be someone they reported to, have known for at least 6 months and who can verify their professional background.

The candidate's referee can be:

• someone from a language school or community organisation they're part of
• a teacher or university lecturer they had
• someone they've volunteered with
• another senior member of their current or previous work team
• a client or community member who has had significant contact with them
• someone who's known them for a long period of time
• Australian settlement agencies. For example, Migrant Resource Centres which help refugees and immigrants settle in Australia.

Only do reference checks for your preferred candidates. Ask them to give you at least 2 references you can call to help you make an informed decision.

Ask your people and culture team about your organisation's policy for doing reference checks.

What reference checks can tell you about someone

Ask questions to confirm a candidate's:

• employment history (including dates, position held, roles and responsibilities)
• capabilities, experience and knowledge and the context in which these were demonstrated
• claims against the key selection criteria
• behaviour aligns with the VPS values
• misconduct or performance management history
• strengths and developmental needs.

Who can be a referee?

Some bicultural workers are new to Australia and don't have professional networks yet. Work with each candidate to find someone objective that can tell you about their:

• character
• work ethic
• skills
• experience.

An ideal referee:

• is someone the candidate reported to
• verifies what they've told you
• has known them for a reasonable amount of time (e.g. six months)
• has good knowledge of their performance in a professional context, such as work, voluntary or educational setting.

Referees can be:

• someone from a language school or community organisation they're a part of
• a teacher or university lecturer they had
• someone they've volunteered with
• another senior member of their current or previous work team
• a client or community member who has had significant contact with them
• someone who's known them for a long period of time
• Australian settlement agencies. For example, Migrant Resource Centres which help refugees and immigrants settle in Australia.

Discrepancies or negative information

If your bicultural worker and their referee say different things about their experience or you hear negative information, you must:

• consider the circumstances and any bias or discrimination they may have
• evaluate how serious it is, such as if what you've been told is a minor exaggeration or a significant lie
• give your candidate the opportunity to explain it
• consider what you find out with the other members of the panel.

If you're unsure about something, speak to another bicultural worker or cultural diversity expert

Your people and culture team can guide you through the process. This is to make sure you comply with your organisation's policies and the law.

Misconduct

If you uncover information about misconduct, talk to your people and culture team about what to do next.

This is to make sure you comply with your organisation's policies and the law.

Step 5: select a candidate

After you've done your reference checks, it's time to decide who you'll offer the role to.

Assess your candidates

The panel will consider each candidate's performance.

Don't make your decision based on only one stage of the recruitment process. This way your decision will be informed and balanced.

You must consider their:

• application, resume and cover letter
• responses to the key selection criteria (if applicable)
• interview responses and any alternative assessments they did
• reference checks.

Your people and culture team can guide you through the process.

Write your selection report

A selection report is a document that explains how you decided who to hire.

Candidates can request a copy of their selection report once you announce your decision.

It includes information about:

• the job
• the title and department
• how you ran the recruitment process and what methods you used
• the people that applied and how you evaluated them
• candidate scores against the key selection criteria or interview questions
• the assessments you used to assess candidates and how they did
• who you've chosen and why.

Candidate care

Bicultural workers face employment barriers that make it harder for them to find secure employment.

Call the bicultural workers you interviewed and give them specific, constructive and supportive feedback.

Feedback helps bicultural workers understand their strengths and weaknesses so they can:

• improve their interview skills
• take a class or do the training they need
• be better prepared for their future job applications.

Your people and culture team can guide you through the process.

Step 6: offer the role

You can only make a formal offer to your selected candidate after:

• your selection report has been approved
• any required pre-employment screening has been completed.

Until then, you can only make a conditional offer. A conditional offer is a job offer that comes with certain things that need to be done before you can hire the candidate.

Make your offer

Step 1: check your organisation's recruitment process

Before you make an offer check your organisation's recruitment process or speak with your people and culture team.

They'll be able to provide guidance on what your organisation's policies require you to do.

Step 2: contact your candidate

Contact your preferred candidate and make your offer.

Before you make your offer:

• introduce yourself
• if you call them, check that it's a good time for them to talk. If not, arrange a better time to call.

When you offer the role, make sure you:

• tell them it's conditional on pre-employment screening and reviews of actions being finalised
• congratulate them on being offered the role
• provide feedback from the selection panel
• tell them what their starting salary will be
• provide them an overview of their entitlements – such as leave, flexible work or any others.
• ask if they'd like to visit their workplace to see what adjustments they may need
• outline any additional benefits your organisation offers – such as subsidised gym memberships, MYKI card club or salary sacrificing.

Step 3: confirm if your candidate has accepted or declined the offer

If your candidate accepts the offer:

• Confirm they accept the starting salary – if they ask to be paid above the base, talk to your people and culture team.
• Confirm if they have a notice period – they may need to speak with their current employer.
• Agree on a tentative start date – conditional on pre-employment screenings and reviews of actions being finalised.
• Check if they have any upcoming leave planned – this may impact their start date.
• Ask them if they need any workplace adjustments – remind them that they can ask for these anytime.
• Tell them that your people and culture team will be in contact to finalise pre-employment screening if it's required.
• Tell them they will receive a formal letter of offer from your people and culture team and provide an approximate timeframe.
• Give them an opportunity to ask questions.
• Let them know they can contact you anytime if they have any questions.
• Thank them again and tell them you are excited to welcome them onboard.

If your candidate asks for more time:

• Tell them you understand this is a big decision for them.
• Let them know you think they would make a great addition to the team.
• Ask them if there's anything you can clarify to help them decide.
• Give them an opportunity to ask questions.
• Agree on a date they need to decide by.
• Let them know that they'll have time to review their written offer of employment before signing and returning it.
• Thank them for their time and tell them you look forward to hearing from them shortly.
• If you haven't heard anything 24 hours after the agreed timeframe, contact them and ask for their decision.

If your candidate declines the offer:

• Ask them to share their reasons for declining.
• If they don't want to tell you why they're declining, thank them for their time and wish them the best in their future career.
• If their reason relates to salary or other entitlements, ask them what they would need to accept the role.
• Let them know that you'll discuss this with your people and culture team and get back to them.
• Agree to a timeframe of when you'll contact them.
• Let them know they can contact you if they have any questions.
• Talk to your people and culture team about what you may be able to offer them.
• If you won't be able to get back to them in the agreed timeframe let them know and provide them a new timeframe
• Contact them again and follow the advice of your people and culture team.