The following guidelines show DSNSW’s commitment to employment based on merit and equal opportunity of employment. The purpose of these guidelines is to help interview panels to make the best decision, avoid wasting time and resources and to be fair and to be seen to be fair.

Selection decisions should be made on the basis of the applicants’ qualities judged against the selection criteria.

Employment oportunities
DSNSW follows a policy of Equal Employment Opportunity.  Deaf people are currently employed as both staff and senior staff members. Deaf people have the right to apply for any vacancy within the organisation.

As an organisation whose vision statement involves equity for deaf people, DSNSW wants and needs to employ the best person for the job. This means that applicants must have the necessary prerequisite skills/knowledge to carry out the duties involved in the position in a satisfactory manner and/or learn such skills and/or gain the necessary knowledge at a rate which is not disadvantageous to DSNSW or the Deaf community.

Key stages involved in selecting an applicant The key stages involved in selecting an applicant for a position should happen in the following order:

Identification of vacant position
If an existing position becomes vacant or funding becomes available for an additional position, discussions should be held with the relevant Director about filling the vacant position.

Convenor of interview panel
The Departmental manager will usually convene the panel.  As convenor of the panel, they have responsibility for controlling the overall selection process and making sure that the policies and procedures are followed.

Prepare/update duty statement and selection criteria
The convenor of the panel is responsible for:

• making sure that the job description reflects the current duties of the position
• preparing a job description for any newly created position
• preparing both essential and desirable selection criteria

Any reviewed job description for an existing position, or job description for a new position should be approved by the relevant Director (including award details, salary scale, etc).

The manager prepares the essential and desirable selection criteria.

Advertising the position
The Department manager prepares the advertisement and the information should be sent to both internal staff and external audiences simultaneously.

The placement of print advertisements and the selection of publications will be determined by Directors in consultation with Department managers.

Job advertisements should be distributed through Deaf community networks and publications.

DSNSW’s database will be regularly updated and used to distribute job advertisements.

Electronic internet notice boards and listings should be used wherever possible.

Advertisements should state:

• that essential selection criteria will be used as the basis for filling the vacancy
• that the DSNSW is an EEO employer
• the name and phone number of the person to contact for selection criteria or general enquiries
• the full name of the organisation
• whether or not they will have to do the working with children check (all applicants who work in child-related settings and need to have direct unsupervised contact with children to do their job will have to do a Working With Children check).

If the vacant position has been identified as one which should be filled by a Deaf person, then the advertisement should include the words “Deaf People are encouraged to apply”.

Before the InterviewThe interview panel should make sure that there is no discrimination on grounds unrelated to the job requirements and that both Federal and State legislation concerning equal opportunity is followed.

See laws up on screen.

Assumptions about an applicant's suitability, on the basis of their membership of a particular group should be avoided. For example, assumptions should not be made about:

• working patterns and lifestyles which may exclude applicants regarding travel, working outside 9am to 5pm
• ‘traditional’ male working areas
• the capacity of applicants with disabilities to perform the main duties of the positions. (It is appropriate for Interview Panel to establish that an applicant with disabilities is able to perform the main duties of the position by directly asking the applicant how s/he would cope with the tasks involved)

Where the panel does not know about the effects of a disability, they should get expert advice about its effect in the work environment.

Circulation of duty statements/acknowledgement letters to applicants
Intending applicants will be sent:

• a job description
• essential and desirable criteria/information on how to apply
• DSNSW P.R. kit, including Annual Report/Newsbrief
• other relevant information for the position

Applicants are welcome to visit our office and to discuss the position with the Department manager.  Such informal talks might improve the quality of the interview because there is already some knowledge of the position.

Formation of the selection panelCare should be taken in choosing people to form the selection panel to make sure - and for it to be seen - that decisions are made in a fair and unbiased way.

Panels will generally be organised by the Department’s manager, after consultation with the relevant Director. They must make sure that:

• the panel is appropriate
• the panel reflects any special requirements of the position

The panel should include people who, where possible, have the following qualities:

• detailed knowledge of the work area
• an understanding of the nature of the work concerned and its relationship to other organisational functions
• selection skills and an understanding of the selection system
• selection panels should include at least one Deaf person to represent the Deaf community (N.B. an Auslan interpreter will be required in most situations)
• a member of the Board of Directors (for senior staff positions)

If the selection criteria require knowledge or skills relating to a minority group, e.g. working with people from a non-English speaking background, working with people who are Deaf with additional disability, the panel should include at least one person who has the experience and skills to assess applicants effectively against such criteria.

A large selection panel can be difficult to manage and frightening for the person being interviewed (interviewee). A panel of three to four people is generally good, but a two-person panel, reflecting the qualities outlined above, may be enough.

The guidelines relating to equal employment opportunity need to be considered when selection panels are formed.  All members of panels must follow the same ethical standards and legal requirements to make selections based on relative suitability.

Whenever possible, selection panels should include at least one of each gender.  In selections where there are female applicants, the selection panel must include at least one woman.

When forming a selection panel, care should be taken to avoid a conflict of interest.  If any panel member has a conflict of interest then the panel will need to be reformed.

Conflict of interest can happen when one of the panel members is closely related to the applicant or could gain personally when an applicant is/is not successful.

Operation of the selection panel
The main parties in the selection process are the convenor and the panel.

The convenor’s duties are:

• responsibility for making sure that the job description and selection criteria are reviewed and are correct and current before the position is advertised
• making interview arrangements
• scheduling interviews
• booking an interpreter to attend interviews
• collecting the referee reports
• preparing the selection report
• advising successful and non-successful candidates

The panel must:

• shortlist for the interview
• conduct the interview
• make the selection recommendation

Short-listing Generally no more than 5 applicants should be short-listed for interview.  Applicants should first be considered against the essential selection criteria.

If there are educational requirements, applicants should not be excluded because they have overseas qualifications. The applicant should be required to provide Australian recognition and or translation of qualifications.

If the shortlist becomes too long, applicants can be considered against desirable criteria, previous work experience and educational background.

When considering an applicant’s background and work experience, the panel should assess the skills and abilities the person has gained rather than the context of their work experience.  e.g. If selection criteria relate to managerial skills, then an applicant who may have managerial experience in an area other than that of the advertised position should be considered.

Notes on shortlisting and culling should be kept on file for 6 months after the interview date.

If the panel does not have enough information to make a valid short list, they may contact applicants to clarify specific points of their application to assist with decision making.

• Applicants should be given at least one week’s notice of the interview time so that they can prepare for the interview.
• Applicants should be advised that they will need to bring to the interview:
  • photo identification - a requirement of the Child Protection (Prohibited Employment) Act 1998.
  • all original qualifications relevant to the position.
  • any other documentation e.g. proof of resident status if from overseas.
• Background material relating to DSNSW and the position should be made available to the applicant before the interview, particularly where applicants are not internal./Interpreters should be arranged if necessary.
• Preparations should be made to make it possible for disabled applicants to attend interview.
• All applicants who are offered an interview must be sent the National Privacy Principles and asked to bring a signed copy to the interview (see www.oaic.gov.au/privacy-portal).

Applicants from non-metropolitan or interstate areas may be interviewed by organising a phone interview (the panel should be aware of the limitations of this technique). Where an interpreter is required, DSNSW will organise the interpreter.

Applicants must meet all costs related to travelling to and from the interview.

Scheduling interviewsThe timing of the interview is very important.  A long wait before the interview or a rushed interview can be disturbing to the interviewee and short interviews can make it difficult for the panel to make a good selection.

At least 30 minutes should be allowed for each interview.

Consideration should also be given to any likely communication difficulties or cultural differences which may affect the length of time needed to make sure that the applicant can be fully assessed.

Conducting the interview The following are good interview practices:

• interview questions should be reviewed before the interview to make sure that they are clear and that each question is being asked for a good reason.
• questions should reflect the duties, the essential and desirable criteria of the job description and the panel should make sure that the questions will cover all relevant areas.
• questions about personal circumstances eg. availability for travel, overtime, shift work etc. can only be asked if relevant to the job. Panels should not make assumptions about such issues as the limitations which family responsibilities may impose on a candidate or the limiting effects of a physical disability on a candidate’s performance.
• presenting a set of standard questions addressing the essential and desirable criteria to the applicant ten minutes before her/his interview will give the applicant time to prepare responses for the interview. This generally provides a more reliable and complete picture of the applicants’ skills and experience.
• make sure that there is a good physical setting for the interview. Furniture should be arranged so that the interviewee is comfortable, can easily see the panel and is not facing glare from a window. The setting should be arranged so the Deaf panel member can easily interact with the interpreter. There should be no interruptions in the form of phone calls, visitors etc. A ‘do not disturb’ sign should be placed on the door and the receptionist should be advised that interviews are taking place.
• applicants may be invited to attend 15 minutes before their scheduled interview time to allow for preparation and reading of questions in a quiet space.
• the interviewee should be shown to the interview room by the Convenor and introduced to all the members of the panel.
• the panel should check that the interviewee is familiar with the job description and selection criteria.
• the panel should ask if the interviewee has had time to complete the list of interview questions. They should be advised that the interview questions and all relevant notes will be handed back to the interviewers on completion of the interview.
• the claims of the interviewees can only be judged fairly if the panel has effective communication with them, by maintaining a constructive and non-aggressive approach to the interview as a whole.

All interviews for a particular position should have a similar structure, with each candidate being given the opportunity to respond to similar areas of questioning.  This should not stop the panel from being flexible and discussing individual leads or exploring particular areas of interest or experience of applicants. Remarks or judgments which show prejudice, bias or attitudes likely to offend persons of different groups must not be made.

Female applicants should not be questioned in a way that implies unfair and partial attitudes on such matters as the impact of a woman’s relationship or having children on her ability to do a job.

Applicants should be called by their preferred names, patronising terms should not be used.

Different standards of conduct between cultures should be taken into account.  Assumptions are not be made that because a person has an accent s/he has an inadequate command of English.

Where a position requires language skills in Auslan or knowledge of Deaf Community issues, the level of those skills should be assessed thoroughly.

Direct questions about links with the Deaf Community and other areas of personal experience will often be appropriate in such cases.  In addition, it will often be important to establish that applicant’s knowledge and skills extend beyond their own cultural background.

Interview procedures should be varied to make reasonable adjustment for any disability an applicant may have.

While it is important to record major factual information, panel members should try not to make notes continuously during the interviews as this can distract candidates.

Applicants should be asked to select two or more referees who have a good and recent knowledge of their job performance.  Any problems associated with contacting referees should be discussed at the interview.

The panel must make sure that no employment commitment is entered into or implied and that decisions are not given on any unusual matter involving conditions of employment until approved by the relevant Director.

Before finishing the interview, the convenor should give the interviewee an opportunity to ask questions or provide any relevant additional information that may not have been covered in the interview.

Interviewees should be told when they are likely to be told about the final decision.

The applicant should be thanked for applying for the position and for attending the interview.

After each interview, members of the selection panel should write short notes about the applicant, including any information that needs to be clarified.  These notes should be prepared separately.  These summary notes will be used as a guide for making a later assessment of the relative merit of applicants by the whole panel and assist in the preparation of the panel’s report.

All notes made during the interview should be kept on file until 6 months after the interview date.

Notes may include the following:

• Interview questions and notes that were given to the interviewee before the interview
• Notes made by the interviewees during the interview
• Scoring sheets used during the interview process

After interviews are conducted, if a difficulty arises in coming to a final decision about an applicant or, if two or more applicants are considered equally suitable, it may be necessary to arrange further interviews of those concerned.

After the interviewCollection of referee reports
Referee reports are an important part of the selection process and need to be collected in a structured and objective way.

The panel should ask applicants to select at least two referees, preferably a current or recent manager, who can provide information on the efficiency and experience of the applicant.

Other non workplace referees who can comment on important selection criteria may be contacted - e.g. where the position requires specialist skills, a knowledge of Deaf Culture, cultures, or Auslan skills.

If a referee provides a negative report, the applicant should be given the opportunity to comment on any issue which would affect the outcome of the selection process.

The panel should let external applicants know that any or all referees listed may be contacted.

Referee information will be more reliable if it comes from a number of sources, in a structured way, against the duties of the position and the selection criteria. It should be checked that referees have enough knowledge of the applicant to provide useful comments against the selection criteria.

The report should be sought at a time convenient to the referee to make sure that more detailed and valid information is provided.

Information from a staff appraisal scheme should not be used unless the scheme has been designed for use in selection and should only be used if comparing people who have been assessed under the same scheme.

All notes pertaining to the collection of referee reports should be kept on file for 6 months after the interview date.

Reference checkThe convenor should check written references provided by applicants (see Reference Check form on Management drive, HR folder).  It is important to be aware of whether we have references from the applicants direct supervisor.

Working with Children checkIf the job will occur in a “child-related setting” and the employee will “need to have direct unsupervised contact with children to do their job”, then you must complete the working with children check before offering them the position. This usually applies only to CCS staff. You must gain the person’s consent before doing the check. The check process must be completed online at https://check.kids.nsw.gov.au/index.php using the Deaf Society’s employer ID number which is 11506. A member of the Executive Team may need to complete part of this process.

The panel's report Selection should be discussed with the convenor’s manager who may request a panel’s report is prepared.

The panel’s report should include the relevant information used to make the decision to appoint an applicant to an advertised position. Comments in the report should be able to be proven. Any inconsistencies not resolved by the panel should be mentioned in the report. A panel member may submit a minority report, if necessary, after first discussing disagreements with other members of the panel.

The following points should be covered in the selection panel report:

• details of the position to be filled (including title of the position, name of the Department, etc).
• details of the selection panels (including names and designations).
• method of advertising the vacancy (internet, newspaper etc).
• job description and selection criteria.
• names of applicants not interviewed and reasons.
• comments, on a separate page or pages, on each of the applicants interviewed (against the selection criteria, attributing comments, form etc). Note that if an application clearly does not meet one or more essential criteria it may not be necessary to make an assessment against the other criteria. On some criteria there may be insufficient evidence on which to make a definite finding. Comments should be kept on file for 6 months after the interview date.
• reason for the recommendation including extracts from comments on individuals and comparative comment. In some instances, the personal judgement and experience of the panel will enter into the decision to select an applicant. Where this happens it should also be noted in the report.
• recommendation.
• details of feedback (given, recommended etc).
• signature of each member of the selection panel.

A selection panel report should try to present any constructive feedback. At the same time it is essential that a report is honest in its assessments, or it will be less useful to make the selection decision.

A selection panel report prepared following the guidelines above will also be a useful reference document for use in the following situations:

• In the event of an appeal, relevant parts of the report would normally form the basis of the organisation’s statement and the report itself should be made available for the grievance procedure, to give full details about the reason for the original selection.
• If applicants ask to access to the selection panel’s comments about them, or ask to be advised of the reason for their non selection. The layout of the report should allow for easy access to this information.

The report should not include personal notes or annotations made during the selection process. Relevant information should be included in the selection report which should be a self-contained document.

Advising candidatesThe selection process ends with formal action to promote, transfer or appoint a person to the advertised position.

The convenor should discuss the suggested appointment with the relevant Director. The convenor should advise the successful candidate and arrange that unsuccessful applicants are told of their outcome as soon as possible. The panel may develop a limited eligibility list of appointable candidates for the position for three months in case the successful candidate turns down the offer or leaves the position. If a similar position with the same job description becomes available, the eligibility list may be used to fill the position. The convenor should ask the unsuccessful candidates for permission to keep their details on file for future vacancies. Otherwise, all resumes’ of unsuccessful candidates should be destroyed. The convenor is responsible for shredding all resume copies that were provided to the panel. The letter to unsuccessful applicants should include information on how to get further information or post-selection feedback. The convenor is usually the person nominated to provide feedback or further information.

The DSNSW will not give post selection feedback to candidates. If feedback is sought then the candidate should be advised that “another person with qualifications closer to that of the essential and desirable criteria have been selected”.