成人大片

• Recruitment procedure

Forms and templates

• Position description form:听Word听/听Pdf
• Selection criteria form:听Word听/听Pdf
• Secondment recommendation form:听Word听/听Pdf

Useful information and resources

• New appointment work instructions for hiring coordinators
• Contractor management handbook
• Aboriginal and Torres Strait Islander employment strategy
• Child Safe Environment Policy
• Academic contract types
• Position decision matrix

For frequently asked questions, see below.

• Discipline/Department Head election procedure

Forms and templates

• Discipline/Department Head election process
• Discipline/Department Head appointment request form:听Word听/听Pdf

• Safe Environments for Children and other Vulnerable People Policy
• Employment Screening Procedure听- Prescribed Positions

Frequently asked questions

• Employment screening
  听

• Secondment Procedure

Forms and templates

• Secondment recommendation form:听Word听/听Pdf

Useful information and resources

• PageUp - internal mobility quick reference guide听

For frequently asked questions, see below.听

• Staff qualification procedure
• Academic staff equivalence assessment form - Word / Pdf

• Titleholder - conferral of honorary roles procedure

Useful information and resources

• Titleholder webpage

It is best practice to ensure that the short-listing process is confirmed, and a short-listing meeting of the Appointment Committee and interview slots are already scheduled at the time the position is advertised. This will ensure a quick turnaround when applications close. The Hiring Co-ordinator has the ability to monitor applications throughout the advertising period to help facilitate the short-listing process.听

The University鈥檚 online recruitment system also enables the Appointment Committee to make comments on applicants without the Committee having to meet. The Hiring Co-ordinator is able to demonstrate how this works.

When shortlisting candidates for the position: Use the knowledge, experience and qualifications listed in the position description (professional staff) or selection criteria (academic staff) to match applicants to the position and determine your list of candidates for interview.

If you have a very large number of applications you may wish to come up with a 鈥渓ong list鈥� first of all candidates who meet the selection criteria. You can then short list applicants on essential qualifications first, then on desirable to reduce the list down to a more manageable size.

The short listing template (Appendix A) may be useful to complete the shortlisting process.听

Remember, you don鈥檛 have to interview all candidates who meet the minimum criteria. Refine your short-list even further by looking at the following: Quality of application i.e. Has care been taken to present the application in a clear format? Is it easy to read?听

Industry background i.e. Is it appropriate for the position?

Level of experience i.e. Does the applicant have enough experience in the critical elements of the position? Will it be a stretch for them? Is it a logical step in their career?听

Added value i.e. Does the applicant bring something to the role that would be valuable to the team or Branch/School.听

Work rights i.e. Does the applicant have appropriate work rights for Australia? Note: The University is able to provide sponsorship for working visas as long as they meet certain criteria. Contact HR Recruitment for advice in this regard.

It is best not to select too many candidates to interview. Depending on the type of role 3-4 is generally a good number of people to see.听

Be consistent in your approach to all applicants. Document decisions and reasons for them.

Once you have decided on your shortlist, inform your Hiring Co-ordinator and they contact candidates on your behalf. If the interview will involve tasks or activities outside of a formal interview you should inform candidates of this.

• Check if there is a need for any specific arrangements required to accommodate an applicant and make sure these are in place for the interview (e.g. physical access, interpreters, etc).听
• Prepare questions in advance. Make sure your questions allow the applicant to demonstrate what they can offer the University, and not to simply confirm expectations or to see how the applicant performs under pressure.
• Maintain consistency and fairness in questioning across all interview candidates.
• Focus on the real needs of the job (e.g. the essential job requirements outlined in the Position Description.) Don鈥檛 make assumptions or stereotype individuals.
• The Appointment Committee is entitled to ask applicants whether they can fulfil the inherent requirements of the job (e.g. travel, work overtime, perform the physical functions) but such questions must be asked of all candidates. Inherent requirements are the core activities, tasks or skills that are essential to a specific position and would result in significant consequences if they could not be performed.
• Don鈥檛 make assumptions about a person鈥檚 ability to do the job based on physical characteristics. It is appropriate to ask people with disabilities whether they require any adjustments to perform the job.听
• Allow the candidate time to make their point. Allow silence. Rephrase or clarify if necessary.
• Don鈥檛 ask invasive or irrelevant questions (e.g. 鈥楧o you intend to have a family?鈥�). If necessary rephrase to gain the essential information you require and ask of all applicants (e.g. 鈥楥an you commit yourself to the University for two years?鈥�).
• Keep a record of questions and answers for each candidate.

Although the University鈥檚 online recruitment system will acknowledge candidates who apply for roles automatically, ongoing candidate management still remains the responsibility of the Hiring Manager and Hiring Co-ordinator. Successful candidate management strategies ensure that candidates are treated with respect thus creating a good first impression of the University as an employer.

The following candidate management strategies should be adopted for each recruitment process:

• Form the Appointment Committee at an early stage in the process, preferably prior to the position being advertised and schedule times for short-listing and interviews to be conducted.
• The recommended number of committee members should be 2-4. (Please note that Senior Appointments have a separate process.)
• Advise candidates quickly if they have been short-listed for an interview. Candidates often apply for multiple jobs simultaneously. If the University is slow in responding to their application, candidates may make an assumption that they are not in with a chance for the job and may accept an offer from another employer.
• Communicate in a timely manner through the University鈥檚 online recruitment system informing candidates if their application has been unsuccessful and they are not being shortlisted for interview.
• Inform candidates of developments in the process, for example if the process is delayed for any reason or if the role is cancelled. You can easily do this through the bulk communicate function in the University鈥檚 online recruitment system.
• At the conclusion of the selection process you will hopefully have a standout candidate who meets the requirements of the role. If you have one or more other candidates who are appointable and you wish to retain their interest while you commence reference checking, please inform the other candidates. It is perfectly reasonable to inform them that you are proceeding with another candidate at present but that they are still under consideration until you are ready to either move forward with them or advise that they are unsuccessful.听

For an appointment to be considered competitively advertised, a minimum of one week鈥檚 advertising on the 成人大片 internal job opportunities webpage is required to ensure existing staff have an opportunity to be considered for a vacancy, with the exception of:听

• Fixed term positions of less than 12 months duration. However, if the position is filled without advertisement, and it is determined that the position needs to continue beyond the original contract term or is identified as being required on a continuing basis, the position shall be required to be advertised. Exceptions to this requirement may only be approved by the Executive Director Human Resources, on presentation of a business case justifying direct appointment;
• Positions for staff members who are either named or otherwise identified in advance for a position in a research grant or a position for a staff member who has been awarded a fellowship. In both cases the duration of the employment contract is confined to the term of the grant;
• Where the position is continuing or for more than 12 months, there are exceptional circumstances to consider and an approval is in place from an Executive Dean or Corporate Manager in consultation with the Director, HR;
• Where a suitable candidate has been identified through the redeployment process;
• Casual positions

The University utilises a variety of advertising media to reach potential job seekers, including:

• University Careers website;
• On-line advertising on high-traffic and prominent employment websites such as Seek,Linked In, THE, Global Academy Jobs and social media;
• Press advertising / print media in local, interstate and national newspapers (e.g. The Advertiser, The Age, The Sydney Morning Herald, The Australian);
• Advertising in industry-specific journals and websites.

Print vs Online advertising factors must be taken into consideration when selecting your advertising strategy, including but not limited to:

• Cost to the School/Branch, e.g. print advertising costs between $3000-$5000 on average for a single advertisement, compared to online advertising costing $500-$800 for multiple sites.
• Print advertising is published once compared to online advertising being continuously published for several weeks.
• Print advertising relies on candidates who are actively looking for employment, compared to online advertising which will push the advert out to candidates who are not actively looking for employment.听
• Online advertising is accessible to thousands of applicants via multiple platforms, e.g ipad, pc, tablet, phone.
• Print advertising should only be used for senior management positions and specialised roles.

Your Hiring Co-ordinator will enter your preferred advertising strategy and job advertisement details in the Job Card in the University鈥檚 online recruitment System. The HR Recruitment team will then co-ordinate the placement of your job advertisement via online and print media based on the Job Card Request in the online recruitment system.

University Careers Website听

Normally all vacant positions are advertised on the Careers website (Internal/external as a minimum).

Online Advertising

• The University buys job packs directly from on-line media at a reduced rate. The University鈥檚 online recruitment system will post your job directly to these websites and link applicants back to our Careers website to apply for the position.

Industry specific journals and websites

• The University often places advertisements for academic staff or specialist positions in specialist journals or websites. Please be aware that as some journals are published on a monthly basis you will need to align your application closing date to accommodate the publication date and ensure the best possible exposure of your advertisement.

External recruitment agencies are typically used for the recruitment of senior positions, highly specialised positions, or positions that have proven difficult to fill (e.g. previous unsuccessful attempts by the University to fill a position).

The University does not currently have a preferred supplier panel for recruitment agencies and as such does not advocate the use of specific recruitment suppliers. You may wish to discuss potential recruitment agencies with your Hiring Co-ordinator or the HR Recruitment team.

If a decision is made to use a recruitment agency, your Hiring Co-ordinator will:

• Advise the recruitment agency of the University鈥檚 Recruitment Policy, Procedure and the University鈥檚 online recruitment system.听
• Request a draft advertisement from the recruitment agency.

The HR Recruitment team will arrange access the University鈥檚 online recruitment system to enable the recruitment agency to upload short-listed candidates into the system and the University to make an offer to the preferred candidate.

The secondment register is available to trained Hiring Co-ordinators via the Recruitment System, Page Up. Hiring Managers should contact their local Hiring Co-ordinator to assist them. Please see the Internal Mobility Quick Reference Guide for more detailed instructions.

• Approach the candidate directly using their details provided on the Register.
• Consider how you want to determine their suitability e.g. formal interview, informal chat.
• Use the secondment recommendation form to formalise the arrangement. Secondments are not processed via PageUp.

No. This is not a requirement of the University. This is a register created to promote internal mobility. However, you may wish to consider employees on this register as part of your recruitment process.

It will promote internal mobility and should lead to more movement of staff across the organisation. As more staff register, it will become easier to replace staff who have been successful in gaining a secondment opportunity. You will no longer need to go through a formal recruitment process when looking at backfilling a vacancy through the Secondment Register.

70% of learning takes place through experiences 鈥渙n the job鈥� and secondments enable your staff to gain cross-functional / organisational knowledge and strengthen collaboration across the University. They will also develop new work skills and build transferable skills which you will benefit from on their return to their substantive position.

Yes. You will be able reach staff members who are not on the Secondment Register via an advertisement on the University Website. This would be considered a merit-based process.

Only appointments to opportunities which are at least advertised internally are considered to be merit-based. If you approach a candidate for a secondment via the secondment register without advertising it they will not be considered to have been selected on merit if you subsequently want to offer it as a continuing role.

Yes. This will require agreement between the staff member, current and substantive position supervisor, and give consideration to any backfill arrangements which are in place to support the secondment. For further advice please contact the HR Service Centre on 8313 1111.

Access the and find the secondment register campaign. You will need to complete an online application form and submit a resume as part of the registration process.

We want to encourage our staff to seek opportunities for development across the University, secondments will give you:

• Structured, hands on experience in a new area
• Increased exposure to other parts of the University
• Increased self confidence in your ability to learn new capabilities
• Opportunity to gain new knowledge and ideas

You will be able to choose what type of opportunity you are looking for within the online application form either by classification level or by area of interest, e.g. finance, human resources etc.

All trained Hiring Co-ordinators will have access to the secondment register within the Recruitment System. If they have a potential secondment opportunity they will be able to search the register for your details.

You do not need to tell them, however we encourage you to because you will need their permission to release you from your current role should an opportunity arise. Also, if they are a Hiring Co-ordinator within the Recruitment System they will be able to view your details within the Secondment Register.

Only appointments to opportunities which are at least advertised internally are considered to be merit-based. If you are approached for a secondment via the secondment register you will not be considered to have been selected on a merit.

Selection criteria are the skills, knowledge and qualifications that have been defined as essential (or desirable) to meet the requirements of a position.听

The purpose of the selection criteria are to:

• provide both candidates and the Appointment Committee with a definitive list of the skills, knowledge and qualifications that the position requires;听
• create a benchmark against which all candidates can be fairly judged, initially at the short-listing stage and then at the interview and final selection stage;听
• assist in ensuring that selection is based on merit.听

Selection Criteria are developed in line with the applicable Classification Standards in the Enterprise Agreement (as amended) and uploaded into the University鈥檚 online recruitment system prior to the commencement of the recruitment process.听

• Decide which criteria are essential for the satisfactory performance of the job and which criteria are only desirable and list them separately.
• Keep the numbers of essential criteria to a maximum of 10-12 and the desirable characteristics brief.
• List criteria in priority order.
• Avoid setting the criteria either so high that they become unrealistic or so broad that most candidates will satisfy them.
• The requirements should be realistic. Exercise care in the selection of adjectives to describe the extent to which a particular attribute is required. (e.g. 'some knowledge of ...' ,'extensive experience in ...')
• Consider desirable characteristics where it is difficult to differentiate the relative merit of candidates on the basis of the essential criteria.
• Write criteria in a way that aids the assessment of a candidate's skills by using terms that describe observable specific behaviours rather than personal qualities, as these are less easy to measure. For example, the term 'initiative' describes a personal quality that can be defined in different ways by different people and in different job contexts. It would be better to define it in terms of behaviour in the selection criteria as, for example, 'the ability to identify tasks which need to be done and to complete these tasks with limited supervision'.
• Ensure essential specialist knowledge generally relates to the relevant field of practice, with knowledge of the specifics of the University environment included as 'desirable'.
• Decide whether minimum qualifications identified are essential, as many skills and abilities can be acquired without formal education. Refer to the applicable Classification Standards Descriptions in the Enterprise Agreement for additional information.
• List educational qualifications not considered to be 'essential' as 'desirable' for the specific position.
• Take care not to overstate the attributes which are essential, as this may limit the group of people likely to apply.
• If the degree of achievement on particular criteria is regarded as having greater weight than for other criteria, ensure this is stated as part of the selection criteria. In some circumstances, for some essential criteria, a level of competence above the minimum required carries greater weight than for other items in distinguishing between suitable candidates.
• Avoid using terminology which might be unfamiliar to external candidates.听
• Describe the skills and experience required but not the type of person who might have them, for example: Do use: "demonstrated ability to supervise administrative staff"听
• Don't use: "minimum of 5 years supervisory experience", or "mature person with supervisory experience".
• Ensure there is a logical and consistent link between the selection criteria and the job advertisement.

You do not need to resign from the University. When you accept your new position you will relinquish your existing role automatically unless this has been otherwise negotiated. However, you should give your current supervisor the appropriate notice of your intention to take up another position.

Yes. A new contract will be issued via AppoINT which you will need to accept in SSO.

Your new supervisor and/or the School/Branch Hiring Co-ordinator will be in contact with you to advise of when you should expect to receive your new contract.

All conditions of employment and leave accruals will be transferred to your new position with you.

You will also need to return any property belonging to the School/Branch prior to taking up the new position (e.g. credit cards, mobile phone etc).

No inductions are required again, however it will be the responsibility of your new supervisor to ensure any local induction / training requirements are met.

All secondments will require approval by your current Supervisor. It is therefore recommended that you discuss your intention to apply with your current Supervisor to ensure their approval.

If you are successful, a Secondment Recommendation Form is to be completed and authorised by your current Supervisor, your secondment Supervisor and signed by yourself. There is no requirement to complete any other HR documentation for this transfer. The completed form is forwarded to the Human Resources Branch for processing.

No. This does not apply to casuals as they are not on a permanent or fixed term contract and therefore are not transferring from one permanent position to another. (Note 鈥� Casuals are also not eligible to apply for a secondment.)