Some of the main things to think about in planning your recruitment approach are set out below.
Advertising and assessment requirements
The kind of employment (ongoing, temporary, term or casual) being offered impacts on the legal requirements for:
The Fill a role decision tree will help you with the advertising and assessment requirements for the recruitment or mobility process you are doing.
Also consider whether you want to target the role to Aboriginal and Torres Strait Islanders or people with disability. You can modify the assessment and advertising requirements under rule 26 when seeking to employ people from these and other eligible groups. Some agencies have an Aboriginal Services Unit (or equivalent) that can advise on recruiting for Aboriginal identified or targeted roles.
The GSE Rules also provide flexibility to design the assessment process to assess the capabilities, knowledge and experience needed for the role.
See: Designing the assessment process and Attracting candidates for practical guidance on assessment and advertising approaches.
Before deciding on your advertising and assessment approach, it is important to think ahead and consider whether there is any chance that at some future time you may want to:
- extend the length of temporary employment (see example 1)
- convert temporary or term employment to ongoing employment (see example 2).
Number of vacancies
When recruiting to fill a large number of vacancies, or to form a talent pool, consider using an assessment centre approach, which allows you to assess a high volume of candidates efficiently and effectively.
Recruiting to fill an individual vacancy is best limited to when you want to fill a specialised or less common role.
When deciding on your approach, think about both current vacancies and projected vacancies for the same or similar roles in the next 12 months.
Check with your HR team to see whether there is an existing talent pool that you could draw from to fill your role. Employing someone from a talent pool can save you from having to run a lengthy recruitment process.
The PSC’s Talent pools guide for HR and hiring managers has information about how to set up and use talent pools.
Features of the role
Consider the features of the role when developing your recruitment and selection approach. For example, the role may:
- be specialised (e.g. involving specialised technical or professional knowledge or experience)
- be hard to fill (e.g. professions where there are skills shortages)
- be a critical role
- have an essential job requirement (e.g. identifying as an Aboriginal or Torres Strait Islander).
Depending on the features of the role, you may want to reach the broadest field or narrow in on candidates who are most likely to suit the role.
The following table shows how the features of different roles impact on the recruitment and selection approach.