What are the criteria in choosing the best candidate for applicant?

Key  selection criteria are the skills, attributes, knowledge and qualifications  that the employer has defined as being essential for satisfying the  requirements of the job and can be found in every Position Description.

When  applying for a job you are required to write a short statement against each  criterion, which outlines how your current skills, attributes, knowledge or  qualifications satisfy this criterion.

Including  selection criteria in the application process assists the Selection Panel in  assessing all applicants fairly and consistently.

Applicants  are also benefited by the selection criteria, as it gives you a better  understanding of what the job requires and you will be able to assess your own  capabilities against the requirements of the job.

Describing  how you meet the selection criteria will make sure that all the information  about your fittingness for the position is acknowledged. Therefore, increasing your chances in the  selection process.

Key selection criteria may be drawn from the University's Competency Index.  You should review this when addressing the selection criteria.

What  if I don’t address the Selection Criteria?

An application that fails to address the stated key  selection criteria may not be considered. All applications must address the key selection  criteria. Directly  addressing each key selection criteria provides the opportunity to show the  selection panel that you are the best person for the job.

How will this information be used by the selection  panel?

The panel will use all the  information provided in the application and the attachments provided, to assess  how well an applicant meets the selection criteria.

Where do I  find out about the Key Selection Criteria?

The key selection criteria are found in the Position  Description. It clearly documents the  qualifications, skills, attributes and knowledge a person must possess to  properly perform the duties of the position.

How do I address the Selection Criteria?

When addressing Selection Criteria it is important to consider the following steps:

1. Create a new document

Start the document with your name, the job title and position number and a heading  such as Statement of Claims against the Key Selection Criteria or Summary Addressing Key Selection Criteria.

2. Read the Selection Criteria carefully

One capability may ask for ‘experience in’ while another may specify ‘knowledge of’. Make sure  that you understand and address these subtle differences.

If  you have questions regarding the selection criteria, contact the contact person  indicated on the front of the position description before submitting your  application.

Indigenous applicants are invited to  contact the Indigenous Employment Coordinator on 03 8344 9978 for advice and  support with your application.

3. Address each Selection Criteria individually

Use  each of the key  selection criteria as a separate heading in the document and  summarise in the space below how your skills, qualifications,  experience and personal attributes are relevant for that particular criteria.

4. Break  the Key Selection Criteria into key points

The  selection criteria  may be written in such a way that more than one quality is being assessed. Underline  key words and determine what the employer is asking for.

For  example a capability such as Ability to communicate with people from a variety  of backgrounds could be broken up into the factors of ability, communication and people from a variety of backgrounds. How often did you  communicate? What was your level of responsibility? What sort of communication  was required? How often? With whom? How well did you communicate? How do you  know?

5. Support your claims with evidence

Avoid  blank unsubstantiated statements such as ‘I have extremely well developed  communication skills’. This is your opinion; the employer needs evidence that it is true. You need to  provide concrete examples that demonstrate your skills and abilities and  illustrate the complexity and demands of the task used as an illustration. It  may be easier to do this if you use the CAR approach:

• Context - Describe the situation.
• Action - Explain your actions. What were your actions? What did you do?
• Results - Detail the result of the actions which you took.

6. Use active verbs

Statements  such as I negotiated or I liaised with have more impact than I was  involved in or I was responsible for. The use of strong, specific verbs will  help you to describe your role more clearly.

7. Use good English

Your  ability to communicate in writing will be assessed by the way in which you  address the key selection Criteria. Ask someone else to proofread your  responses for you as it is easy to make spelling and grammatical mistakes  without realising!

8. Ask yourself the 'so what?' question

When  attempting to provide appropriate evidence to support your claims it is useful  to ask yourself the ‘So What?’ question.

For  example:

Leadership, change management and  teamwork skills:
In my  role(s) as ________________ and _______________ I was responsible for  managing/supervising a team of ___ staff. In this/these roles my key  responsibilities extended from orientation, induction and training to guidance  and direction in day-to-day operations as well as performance review and  workforce planning.

Applying the ‘So What?’ question: So what? Why did you do  this? What did you accomplish?

I have been  able to demonstrate sound and appropriate judgement in a wide range of (staffing/supervisory/management)  situations during a time of significant change in my (Faculty/business unit/team/area). Additionally I have formed strong  working relationships with senior managers/academic, colleagues and staff  reporting to me.

Additionally,  I have contributed to (special projects,  working groups, committees?) to illustrate my abilities to work  independently and as part of a team.

Learning Outcomes

• Describe effective strategies for recruiting and selecting qualified job applicants.

There are several steps in the recruitment and selection process. They include advertising for and sourcing candidates, reviewing applications, screening candidates, conducting interviews, and making an offer. HR works closely with hiring managers during the interviewing process.

Managers know more than anyone else about what a particular position involves and what kinds of skills an employee needs to do the job effectively. They may be the one to request the creation of a new position. They are very likely to be asked to help define an existing job or a new job. They, with the help of HR professionals, will describe the tasks and responsibilities of the position, as well as the qualifications required.

First, HR professionals go through a process of job analysis. They ask questions, observe workers, conduct surveys, and determine what, exactly, is required to do the job well. What qualifications will an employee need for the job? What skills are necessary? Are there physical skills or requirements?

Job analysis is a first step toward creating a job description and job specification. The job specification is a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. A job description is more than just a paragraph describing the responsibilities of the job; it’s also an important document that should contain specific information and statements. For example, a job description should state that the employer does not discriminate against potential employees based on age, race, gender, or other personal qualities. In addition, the job description should describe the level of education, experience, and knowledge required for the position. These types of statements are important for several reasons. First, they make it easier to decide whether a particular candidate is really a good match for the job. Second, they provide documentation to show why one candidate might be chosen over another. Discrimination lawsuits that go to court are very expensive, so well-crafted job descriptions can save an employer a great deal of money.

Now the HR department takes over. It’s up to them to reach out to find qualified candidates, screen possible applicants, and select individuals who meet your needs. You will then interview a small number of highly qualified individuals and choose the person who best fits your department’s needs.

Here is the process of recruitment and selection that starts once a job description has been finalized:

Advertising Openings and Recruiting Candidates

How do you find the perfect candidate for a job opening? There are several techniques. Advertising in newspapers and trade publications can be effective. Most recruiters also use online sources to find job candidates. For example, sites such as Indeed, Monster, and CareerBuilder are very popular. Employers can list jobs on these sites and can search through resumes to find potential employees.

Social sites are also a good way to seek out qualified candidates. LinkedIn is a website that allows employers and potential employees to share information about themselves. Facebook offers opportunities for employers and potential employees to find one another. Often, recruiters search these sites to find qualified candidates, and reach out to selected individuals about job openings. HR also considers candidates suggested by existing employees, talks to people who walk in to inquire about jobs, reaches out through college recruitment events and job fairs, and contacts individuals who have received certification through programs such as Udacity. Another option is to work through recruiters called “head hunters” who find individuals with the right skills and invite them to apply for a particular position.

In many cases, jobs are opened up to internal candidates before they are advertised to the wider world. When that happens, jobs are advertised through company newsletters and bulletin boards and candidates go to HR to apply for the job.

Watch the following video where Dr. Peter Cappelli of the Wharton Business School describes some of the benefits of hiring internal candidates.

Screening Applicants

Very often, people apply for jobs for which they are not fully qualified. To narrow down the applicants, HR screens applications. They look carefully at resumes, skills, and level of experience to be sure the individual really meets the criteria for the job. They also do background checks on applicants who appear promising, checking on possible criminal records or other serious issues. They may also use keyword filters to review large numbers of resumes for mention of specific skills, educational levels, or management experience. Keyword filters are necessary—but at the same time they can be a problem. Software may eliminate individuals who really are qualified for a job or include individuals who use the right keywords but don’t really have the skills they need to jump in and do the job right.

Preliminary Phone Interview

Quite a few job applicants look “good on paper,” meaning that their resumes are impressive. Once you actually speak with them, however, it may become obvious that they don’t really meet the requirements of the job. Alternatively, a moderately attractive applicant might turn out to have personal qualities and abilities that are better than they appeared on paper. Preliminary phone interviews allow the HR department to select only the most promising candidates for in-person interviews with the hiring manager and other members of the hiring team.

Face-to-Face Interview and Selection

After preliminary interviews are completed, HR can provide the hiring manager with a set of promising applicants who have the skills, credentials, and background to fit the manager’s needs. Now the hiring manager can sit down with each candidate and get to know her through a personal interview. Often, hiring managers will conduct a second interview after narrowing down their options to just a few candidates. They may also include other team members in the interviewing process and/or conduct tests to determine whether candidates have the level of technical skill they need for the job.

It takes some skill and knowledge to interview a job applicant effectively. It’s important to do the job right, though, because the costs of hiring someone are substantial, and many hires leave within one year. Some effective interviewing techniques includes the following:

Planning and preparation. Before starting an interview, it’s important for a manager to have read the applicant’s resume, prepare questions, and know what he wants to learn during the interview. It’s also helpful to set a time limit for the interview.

Understanding the job. In some cases, managers don’t have direct experience doing the job for which they’re hiring. When that happens, it’s important for the manager to talk with people who are doing the job now as well as direct supervisors and teammates. What are the most important qualities, skills, and qualifications required for the job? Are there specific situations for which the new hire should be prepared? Knowing about the job makes it easier to ask the right questions.

Connecting with the applicant. Most people are nervous at job interviews, and it’s important to set the applicant at ease so she can put her best foot forward. Instead of just saying “Don’t be nervous,” good managers spend some time chatting with the candidate and explaining the interview process.

Active listening. Managers want to learn about the candidate, so active listening is very important. Managers need to show that they’re interested by nodding, asking follow-up questions, smiling, or otherwise using body language to encourage the candidate to share more information.

The Job Offer

Once the hiring manager decides who they’d like to hire, the HR department makes an offer. Typically, a job offer includes information about salary and benefits as well as details about the job requirements. If the candidate is interested, they will need to sign a contract or otherwise accept in writing before taking the job—usually a letter or email is acceptable until the employee’s first day.

Because the process can be complicated, it’s important to have very concrete reasons for choosing one candidate over another. For example, saying “Mary fits into the team better than Sally” is likely to lead to Sally’s feeling that she has lost a popularity contest. A better option is to have a checklist of qualifications that can be shared with job candidates. If you can show Sally that Mary has stronger IT skills, more management experience, and important marketing knowledge, it will help Sally understand why Mary really is the better person for the job.

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