Interviews
Index
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THE SELECTION PANEL
SHORTLISTING APPLICANTS FOR
INTERVIEW
THE INTERVIEW
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The Panel
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Responsibilities of the Chairperson
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Responsibilities of the Panel
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Resources
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Shortlisting
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Shortlisting Considerations
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The shortlisting Process
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Resources
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Introduce the Session
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Ask the Questions
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Close the Interview
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Note-Taking
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Evaluation
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Resources
Whole of Government Resources
1
THE SELECTION PANEL
The aim of forming a selection panel is to get together the most appropriate panel, which as
individuals will bring certain skills and knowledge to the selection process.
When forming a selection panel, the members’ knowledge in relation to the vacancy must be robust
and appropriate.
The panel chairperson should consider the vacancy when determining the selection panel members.
For some vacancies it may be appropriate to have a specific gender/race mix (e.g. if the vacancy was
for an Aboriginal Liaison Officer, it might be appropriate to have a stakeholder from the Aboriginal
community who interacts with this role).
RESPONSIBILITIES OF THE SELECTION PANEL CHAIRPERSON
The chair of the selection panel is usually a manager or supervisor who is recruiting to the vacancy.
However, this may vary, depending on the specific circumstances of the vacancy.
The chair is responsible for ensuring that all panel members have a clear understanding of the
selection process and for coordinating all selection panel activities including:
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Defining the role;
Ensuring that the SoD and selection criteria are accurate;
Establishing an appropriate selection panel;
Convening and chairing meetings;
Defining the selection criteria and selection options;
Determining the short-listing process and any ranking systems;
Ensuring that the selection process is fair and equitable;
Liaising with applicants regarding the selection process;
Ensuring all appropriate documentation is made available to the panel;
Ensuring the panel members have a clear and shared understanding of the role;
Ensuring the panel members consider all available evidence for each applicant and that
selection is based on merit;
Co-ordinating referee checks and pre-employment conditions checks;
Drafting and finalising the selection report;
Notifying unsuccessful short-listed applicants by telephone;
Notifying and negotiating all conditions and terms of offer with the successful applicant;
Providing post-selection feedback to the unsuccessful applicants; and
Where necessary, advising all stakeholders of any delays and expected timeframes for
completion of the process.
RESPONSIBILITIES OF A SELECTION PANEL MEMBER
Selection panel members must have an understanding of the selection process and their
responsibilities prior to commencing their duties as a selection panel member.
The selection panel is responsible for:
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Assisting the panel chairperson with defining the role;
Assisting the panel chairperson in determining the selection criteria and the selection options;
Declaring any conflict of interest in writing as soon as possible during the selection process;
Assessing and short listing applicants;
Taking notes at interview and conducting referee checks (where appropriate);
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Ensuring that the selection process is fair and that selection is based on merit;
Contributing to the final recommendations in the selection report; and
Signing off on the selection report.
Where a selection panel member has information that they believe would impact adversely on the
applicant’s ability to achieve the desired outcomes of the role, then this knowledge should be
discussed with the chair of the selection panel. It is the responsibility of the chair to determine if
further action will be required.
Any potential conflict of interest should be declared at the commencement of the selection process
(or as soon as the panel member becomes aware of a potential conflict of interest).
RESOURCES
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Right Job, Right Person! Recruitment and Selection Framework Stage 1 – Define
2
SHORTLISTING APPLICANTS FOR INTERVIEW
Shortlisting assists in identifying those applicants who best meet the selection criteria by comparing
their experience and qualifications with the advertised selection criteria and against other applicants.
Shortlisting is usually based on written applications.
The selection panel members are responsible for shortlisting all applications received for an
advertised role. The selection panel members will assess the applications to determine who will be
invited to continue further through the selection process (e.g. called for interview).
PRIOR TO SHORTLISTING
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All members of the selection panel should be involved in the shortlisting process.
Short listing should not commence until after the closing date of the advertisement.
The selection panel has developed a fair system for short listing applicants based on the
selection criteria and agreed on a ranking system.
The chairperson should forward all of the appropriate information for short listing to the panel
members. (e.g. applications, statement of duties, selection options, a copy of the advertisement
and the agreed short listing and ranking system)
SHORTLISTING CONSIDERATIONS
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All applications should be considered by the selection team and the same short-listing system
should be applied to all.
Applicants should not be assessed on the grounds of sex, race, age, disability, sexual
orientation, religion or belief. The selection panel should prevent discrimination and value
diversity.
All short-listed applicants must meet the essential requirements or other statutory/legislative
requirements of the role, if applicable (e.g. registration or licensing). Where a qualification is an
essential requirement of a role, the qualification must be verified.
If, based on the written application, the applicant meets some but not all of the selection
criteria it is at the discretion of the selection panel as to whether they are short listed and
invited to interview.
If there is a strong field of applicants who meet the selection criteria, it is not necessary to
interview applicants who only meet some of the criteria or meet the criteria to a lesser extent
(determined using the agreed ranking system). If further information is required then the use
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of referees can assist in determining whether it is worthwhile inviting a particular applicant to
continue in the selection process.
Not all applicants (whether internal or external) need to be interviewed.
Short-listing decisions need to be fair and reasonable.
All short-listing decisions should be documented. It is also important to document why
applicants were not short listed. This information can be used for providing feedback to
applicants who request post-selection feedback.
THE SHORTLISTING PROCESS
1.
The panel will develop an agreed short-listing system and ranking system.
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When the advertisement closes, the panel chairperson will be forwarded the applications.
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The panel chairperson will forward to the panel members, the applications, statement of
duties, selection options, a copy of the advertisement and the agreed short listing and ranking
system.
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Prior to meeting, the panel members will consider the applications independently, using the
agreed short listing and ranking systems.
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The panel will then meet to discuss their assessments and agree on the final short list. The
short list should not be finalised until all members of the team are satisfied that the most
suitable applicants have been short listed.
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The panel chairperson will then complete the Shortlisting Grid,
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The panel chairperson will now contact the short-listed applicants by telephone and invite
them to interview. An email may be sent to all short-listed applicants to confirm the
telephone conversation if desired. The chairperson should provide all short-listed applicants
with the following information:
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interview time, location and length of interview (you may wish to provide directions or a
map to assist applicants);
who the applicant should ask for on arrival;
names and titles of the panel members;
what documents the applicant should bring to interview; and
the interview format, including information about work sample tests etc, if applicable.
Remember that this is also the time to find out if the short-listed applicant requires anything to assist
them through the interview process.
RESOURCES
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Right Job, Right Person! Recruitment and Selection Framework
3
THE INTERVIEW
INTRODUCE THE SESSION
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Welcome the applicant and offer them refreshment.
Introduce the panel and explain your collective roles in the recruitment and selection process.
Clarify how much time is available and explain the next stages of the process.
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Advise that you will focus on specific capabilities which are critical for success in the role and
that you will ask them several questions designed to provide you with the information you
need.
Advise that you have read their application and they can draw upon examples from previous
work experience or education relevant to the role.
Advise that you may cut their replies short at times when you have enough information.
Advise that you will be taking notes and provide them with a pen and paper in case they wish
to do the same.
Say that you will tell them more about the role and the organisation at the end. (It is useful to
do this at the end rather than the beginning as the information presented before the questions
can confuse applicants or result in them trying to pre-empt what they think the interviewer
wants to hear.)
Add that there will also be time for them to ask questions before you close.
Ask if they have any specific questions about the process or the interview itself.
ASK THE QUESTIONS
Asking an open question about the applicant’s current work or educational activities helps to break
the ice. It also allows applicants to start talking and focus their thinking about the interview and role.
A typical example would be:
“Tell us about the main responsibilities in your current role (or most recent role)”
This may give some useful background information for later questions, but be prepared to ask the
applicant to summarise if they start to give too much detail.
Next, work through the questions for each capability (selection criteria) in turn. As you ask the
questions:
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Find out what opportunities the applicant has had to gain skills related to the capability.
Encourage the applicant to identify examples of past or present work experience (or education
if more appropriate).
Gain as much specific evidence as possible.
Ask at least two questions for each capability.
Probe the answers provided.
Ask if there is anything that the applicant would like to add when you feel you have explored
several aspects of a capability.
CLOSE THE INTERVIEW
After all of the capabilities have been covered you should provide an opportunity for the applicant to
add any further points. For example: “I feel that we have covered the areas that we wanted to ask you
about. Is there anything else you feel is relevant that you would like to add?” Be open to this information.
Furthermore:
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Describe the role and your organisation.
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Invite and answer any questions that the applicant may have.
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Thank them for coming along and sharing their information.
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Repeat the information about the next steps in the selection process – for example clarify
referee contact details and time scales for your decision.
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After the applicant has left, write up your notes as soon as possible.
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NOTE-TAKING
It is extremely difficult for an interviewer to accurately remember everything that an interviewee
says during a structured behavioural interview. As such, note-taking during the interview is strongly
recommended. All you need to do is write down the key words relating to what was said and what
examples the applicant gave to support their claims. Your notes must be accurate, factual and
directly related to the role.
Immediately after the interview has finished, jot down any final points and observations while the
evidence is fresh in your mind. You will be amazed at how quickly you can forget significant details,
particularly when you are interviewing several people for the same role. Once this process is
complete, you are in a position to undertake the final write-up of the interview against the
capabilities/selection criteria for the role.
You may also find it useful to use a scribe to take notes during the interview, either sourced from
within the agency or from external providers. A dedicated scribe can often minimise the time taken
to complete a selection process especially when used for the collection of referee reports as well as
the drafting of the selection report.
EVALUATION
Read through your notes and decide which evidence best supports each capability. Fill in a summary
of your evidence under your chosen capability heading. When evaluating:
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look for more than one piece of evidence for each capability. You should do this by asking at
least two questions which tap into specific capabilities;
look for trends and support evidence; and
attempt to reconcile conflicting evidence.
Clear descriptions of the capabilities, the selection criteria and numerical ratings (if applicable)
encourage interviewers to evaluate specific aspects of an interviewee’s performance, rather than
making generalised judgements of “I liked that person”. Ratings should be completed after the
interview for each applicant, together with written evidence to support the rating.
Where a panel is unable to make a selection decision due to closely rated applicants, the panel
should consider the use of second interviews.
RESOURCES
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Right Job, Right Person! Recruitment and Selection Framework Stage 3 – Select
Capability Cards
Selection Options
Right Job Right Person!
Whole of Government Resources