Selection
Committee Toolkit
Office of Human Resource Services
Selection Committee Toolkit
Updated: February 2014
Selection Committee Checklist
Chair
Committee
Task
Initiating Recruitment Process
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Reviews the need for the position, and confirm budget approval.
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If a new position, download the Position Profile template (word doc) from the HRS website.
Complete the new Position Profile and email to: hrsreception@cdu.edu.au
If it is an existing / vacant position ensure the Position Profile is up-to-date.
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Completes the Request for Recruitment Action and Justification (RAJ) form. Sends the form
together with the up-to-date Position Profile and Position Risk Descriptor to HRS Recruitment for
consideration by the Strategic Recruitment Review Committee (SRRC).
Recruitment
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Once approved by the SRRC, Recruitment will upload the Selection Committee members’ names
as per the RAJ into StaffOnline. (Minimum of three, maximum of five members).
If a position needs to be considered for reclassification download, complete and submit an
Application for Reclassification of a Position form from the HRS website, attach the Position Profile
and email to: employeerelations@cdu.edu.au
Short-listing Process
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Ensures the Selection Committee members understand their roles and responsibilities in the
short-listing and interview process.
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Chair and Committee members access StaffOnline for applications.
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Chair and Committee members independently complete a preliminary short-list of candidates
using the Preliminary Shortlist Assessment form. It is not necessary to keep this form.
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Chair and Committee meet (preferably in person) to compare each preliminary short-list and reach
a consensus on:
 Candidates to be interviewed.
 Questions that may be asked at the interview.
 Suitability of phone or Skype interviews for interstate or international candidates.
 Any tasks or presentations that will form part of the interview process.
 Date, time and location of interviews.
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Organises venue and any other requirements for interviews.
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Contacts candidates to arrange interview (refer interstate and / or international candidates to
Recruitment). Advise candidate if presentation / assessment will be required at interview (give at
least 48 hours notice).
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Chair completes the Shortlist Rating Report and submits to Recruitment who notifies those
candidates not selected for interview.
Interviewing
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Conducts interviews using the Interview Assessment form. It is not necessary to keep this form.
 or
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Conducts referee checks using the Selection Committee’s Referee Response Checklist and
Record of Referee Response form. (A minimum of two Referees is required).
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Chair along with all Committee members sign the Committee’s Summation and Recommendation
for Appointment.
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After the Senior Executive and HoS (if applicable) has approved the recommendation the Chair is
permitted to make a verbal offer to the preferred applicant/s and negotiate start date and salary
(within range).
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Contacts the unsuccessful candidates to advise that they are not recommended for appointment
at this stage and offers feedback if requested.
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Completes the Committee’s Summation and Recommendation for Appointment form and
forwards to HRS along with the Record of Referee Response form.
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Liaises with Recruitment for any arrangements such as Visa, Relocation, Criminal History Check,
Working With Children Clearance Notice and relevant qualifications check.

Ensures that workstation / office are ready for the successful candidates start date.

Contacts successful candidate prior to their start date to ensure they know where to go when they
arrive on their first day and who to ask for if appropriate.
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INTRODUCTION
The purpose of this document is to assist line managers at Charles Darwin University (CDU)
to conduct the recruitment and selection process. It covers the planning stages of
recruitment through to assessment and making an offer, and includes web links.
SELECTION COMMITTEE
The Role of the Chair
The Chair of the Selection Committee has a lead role in the recruitment process. The Chair
facilitates the recruitment process appropriate to the position, has a good understanding of
the role being advertised, is at the managerial level and has undergone Selection Committee
training. The Chair liaises with the Recruitment team at Human Resources Services (HRS)
during all stages of the selection process, from convening the Selection Committee to
facilitating the interview process and providing feedback to candidates.
The Role and Composition of the Selection Committee
Under the direction of the Chair, the Selection Committee undertakes a number of roles
throughout the recruitment process, including planning and agreeing to the timetable for the
recruitment process, shortlisting preferred candidates, interviewing candidates and
conducting referee checks.
The Selection Committee should have a minimum of three, and a maximum of five people
capable of assessing the skills and competencies required for the position. The Committee is
to adhere to the composition as detailed below:
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The composition of the Selection Committee shall be in accordance with the relevant
level of appointment.
Selection Committee members must be of an equal or higher classification.
Both genders must be represented and as far as practicable, a balance of both genders
should be reached. When difficulties arise, the Chair should consult with Human
Resource Services Recruitment Consultants for advice. The outcome will be noted on
the recruitment file
The Selection Committee must include an Indigenous staff member where an identified
Indigenous applicant is shortlisted.
Selection Committees must include one member from outside the Faculty, or Office to
avoid perceptions of bias.
Persons nominated as Committee members must notify the Chair of any potential
conflict of interest between themselves and an applicant. The Chair shall determine
whether a conflict of interest exists and, if so, allow the person to withdraw from the
Selection Committee.
When a position is classified Research Active there must be a Research Active
member on the Committee.
In the case of Executive appointments:
 A member external to CDU may be included.
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SHORTLISTING
Applications for the position will be available for review by the Committee via StaffOnline.
http://www.cdu.edu.au/ohrs/staffonline.html
Late applications may be accepted at the discretion of the Chair, prior to interview.
Recruitment will contact the Chair to notify of any late applications, and if agreed by the
Chair, the application will be uploaded to StaffOnline. The Chair will advise Committee
Members of any late applications.
Shortlisting is conducted independently by all members of the Selection Committee. The
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Preliminary Shortlist Assessment form is for use by individual Selection Committee
members to make notes about each application prior to meeting as a group, in order to
determine who should be shortlisted.
Where possible, the Committee should meet in person to compare each preliminary shortlist
and reach a consensus on who is to be interviewed. The meeting will be facilitated by the
Chair. The preliminary shortlist meeting should establish:
 The candidates to be interviewed.
 The questions that may be asked at the interview.
 The suitability of phone or Skype interviews for candidates who would otherwise need to
travel to attend the interview in person.
 Any tasks or presentations that will form part of the interview process.
The 2Shortlist Rating Report is to be completed by the Chair of the Selection Committee and
agreed by all members of the Committee. It provides a summation of each candidate's
suitability for interview and the agreed shortlist ratings. The Shortlist Rating Report is to be
forwarded to Recruitment who will contact the those candidates not selected for interview.
The Committee should prepare a set of questions to test the candidate’s skills, knowledge,
competencies, previous experience, and their understanding of the requirements of the
position. In preparing questions, the Committee should focus on the key selection
competencies needed in the person they hire and ask questions to establish and/or confirm
if the candidate has those competencies. Questions should be specific and require the
candidate to demonstrate how they handled particular situations. Examples include:
 Can you describe a stressful situation you dealt with at work which demonstrates your
ability to cope?
 Tell me about a time when you took the initiative to head off a problem?
 As a supervisor have you ever encountered resistance from staff? What happened and
how did you resolve the situation?
 Tell me about a time when you managed a project which failed, and the lessons you
learnt from the experience?
 Give me an example of your ability to analyse established work processes and develop
more effective solutions?
If the interview process involves candidates making a presentation or preparing a response
to a question in advance, ample notice should be given to each candidate prior to the
interview (at least 48 hours notice).
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Preliminary Shortlist Assessment
Shortlist Rating Report
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INTERVIEWS
The Chair is responsible for contacting shortlisted candidates to arrange interviews. This is
the first opportunity to speak to candidates to establish rapport.
Tips for Preparing the Venue
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Choose a comfortable and private room with adequate lighting.
Remove any visible or audible distractions.
Ensure good seating arrangements.
Consider the location of seating for candidates with a known hearing, sight or a physical
disability.
Provide clean glasses and fresh water.
Ensure that the candidates will not encounter other candidates on arrival or exit.
Conducting the Interview
Successful interviews allow information flow between the candidate and Selection
Committee members. Establish an open and friendly rapport with the candidate as soon as
possible to assist them to overcome any anxiety or nervousness they may be experiencing.
The Chair should:
 Greet the candidate on arrival.
 Allow the Selection Committee to introduce themselves.
 Advise the candidate of the structure of the interview and its expected duration.
 Provide a very brief overview of the job and the workplace.
To ensure consistency and fairness, Committee members should share the task of asking
the agreed questions to all candidates. Follow up or probing questions are acceptable if
further information is required. The Committee should also invite questions from the
candidate. If any questions relate to conditions of employment, the Committee should
respond in broad terms, but indicate those queries would be addressed at a later time. Any
questions arising from the interview may be clarified with the Recruitment team. Negotiated
employment conditions would be referred and discussed with the Recruitment team by the
Chair, who then liaises directly with the candidate on the matter.
The Chair should confirm referee contact details, thank the candidate for his/her interest in
applying for employment at the University and advise them when they should expect to hear
back from the Committee. Committee members may use the 3Interview Assessment form to
record candidate responses during each interview. This worksheet can then be referred to
during group discussion.
MAKING A DECISION
Conducting Referee Checks
Referee checks should be completed before the offer of employment is made. The purpose
of referee checks is to collect additional evidence to assess the candidate against the
selection competencies and to confirm the information provided by the candidate. The
Committee should discuss and agree on who will complete referee checks. In most, if not all
cases, this will be the Chair.
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Interview Assessment
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Two references are required and should include the candidate’s current Supervisor. If the
candidate does not want their current Supervisor to be contacted, reassure the candidate the
Supervisor will only be contacted in the final stages of the recruitment process. In the event
of an adverse reference, the candidate should be offered a right of reply to ensure natural
justice. Contact the Recruitment team for assistance with this process.
The 4Selection Committee’s Referee Response Checklist can be used as a guide to assist
the Chair and Selection Committee in obtaining relevant responses from referees in support
of an applicant’s claims.
A written record detailing the nature of verbal referee checks must be completed on the
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Record of Referee Response form and forwarded to Recruitment.
Reaching Agreement
In making its decision the Committee should evaluate all relevant information (application,
interview, exercise/task/presentation and referee checks) in order to select the most suitable
candidate based on merit. Differences of opinion within the Committee should be seen as
both natural and helpful rather than a hindrance in decision making. Generally, differences in
opinion will result in more thorough consideration of all information.
Committee members should not feel compelled to change their minds simply to avoid conflict
or reach agreement. If agreement cannot be reached on the most suitable candidate, there
are a number of alternative courses of action such as follow up interviews, additional referee
information and submission of a minority report as part of the Chair’s recommendation for
appointment. Contact the Recruitment team for assistance with this process.
The Committee should also consider the suitability of second and third ranked candidates.
The Chair of the Selection Committee is responsible for completing the 6Committee’s
Summation and Recommendation for Appointment form for submission to the Recruitment
team along with the Record of Referee Response.
Making a Verbal Offer
After approval from Senior Executive and HoS (if required) for the appointment, the Chair will
advise the successful candidate verbally that they are the preferred candidate for
appointment and can make an offer within the approved classification level. If negotiations
are made outside the advertised position, the Chair must seek guidance from the
Recruitment team.
Notifying Interviewed Candidates That They Are Not Successful
The Chair will contact unsuccessful candidates to provide feedback on their interview. This
can be a difficult conversation to approach. Thank the candidate for their interest and time.
Stress the positive attributes of the candidate and advise that they did not meet the selection
criteria to the same extent as the preferred candidate. Be constructive, factual and fair. Ask if
they have any further questions, and if appropriate, ask permission to keep a candidate’s
details on file, and encourage them to apply again in the event of other opportunities. Letters
to unsuccessful candidates (interviewed) will also be generated by the Recruitment team.
Selection Committee’s Referee Response Checklist
Record of Referee Response
6 Committee’s Summation and Recommendation for Appointment
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