Education support staff recruitment

Direction and guidance on how to fill vacancies for education support and executive government sector employment related roles.

Audience

All:

  • education support staff (except non-school-based teaching service employees)
  • public service senior executives
  • hiring managers for education support staff roles.
Version Date Description of changes Approved by
V01.0.0 02/09/2024 Under the 2023 Policy and procedure review program, new policy document consolidating existing instructions and improving clarity and readability. Chief People Officer


Ongoing union consultation is occurring and amendments may be made from time to time.


About the policy

Under the Recruitment and onboarding policy, the department is committed to fair and equitable recruitment and comprehensive onboarding practices in its workplaces by:

  • attracting and hiring the best applicants so they can deliver the department’s organisational and strategic objectives
  • using inclusive and merit-based recruitment practices to ensure fair, ethical and transparent appointments that build employee and public confidence in department appointments
  • providing equal employment opportunities, free from unlawful discrimination, to all individuals regardless of race, religion, origin, gender, sexual orientation, disability, age, Indigenous status and other dimensions of diversity, to reflect our community
  • treating job applicants with respect, providing them with reasonable adjustments and maintaining their privacy and confidentiality
  • ensuring that recruitment practices comply with all relevant recruitment legislation, regulations, industrial instruments, codes of practice, standards, procedures and guidelines.

Filling vacancies for education support and executive GSE related roles, in line with the Government Sector Employment Act 2013, Government Sector Employment Regulation 2014 and the Government Sector Employment (General) Rules 2014.

Term Definition
Agency A public service agency as defined by the Government Sector Employment Act 2013 and listed in the GSE Act, Schedule 1.
Assignment Allocation of an employee to a role within the employee’s band or classification of work under the GSE Act s38 (senior executives) or s46 (non-executives). ‘Assignment’ includes initial and subsequent assignment.
Above-level temporary assignment

Temporary assignment to a role in a higher classification of work than the employee’s current role, including to a senior executive band within the same public service agency.

Refer to Government Sector Employment (General) Rules 2014 – GSE Rule 11.

At-level temporary assignment

Temporary assignment to a role at the same classification of work as the employee’s current role, within the same public service agency.

Refer to GSE Rule 11.

Candidates People applying for available roles, including talent pools, within the department.
Capability Framework The NSW Public Service Commission’s NSW Public Sector Capability Framework).
Capabilities required for a role The knowledge, skills, abilities and capability levels needed to perform a role.
Classification of work Roles with a similar remuneration and essentially the same capability levels may be considered ‘the same classification of work’.
Comparative assessment

The process of assessing a candidate’s claim against:

  • the pre-established standards for the role
  • the claims of other candidates for the role.

It requires at least 3 capability-based assessments, one of which is an interview.

Refer to GSE Rule 17

Delegate The director of the role. If the director is on the panel, then the delegate is their line manager.
Education support staff

All employees working in education support offices, including public service senior executives, public service non-executives and non-school based teaching service. Previously referred to as ‘corporate staff’.

For this procedure, ‘education support staff’ does not include non-school based teaching service.

Essential requirements Requirements that an employee assigned to a role must have according to the role description. Essential requirements may include Aboriginal or Torres Strait Island descent, academic qualifications, licences or security and other clearances.
Focus capabilities The capabilities for which an employee assigned to the role must demonstrate competence at the required level from day one in the role. Focus capabilities are included in role descriptions.
GSE Act Government Sector Employment Act 2013
GSE Regulation Government Sector Employment Regulation 2014.
GSE Rules Government Sector Employment (General) Rules 2014.
Hiring manager An employee of a higher grade than the role being recruited, who oversees the hiring process to fill available positions in the department.
Letter of offer A formal offering of a role to the preferred candidate, which includes summaries of the main terms and conditions of the role, confirmation of the start date and remuneration.
Panel members Members of a selection panel.
Public service non-executive A person employed as a public service senior executive under GSE Act, Part 4, Division 4.
Public service senior executive A person employed as a public service senior executive under GSE Act, Part 4, Division 4.
Secretary The Secretary, Department of Education, appointed under the Government Sector Employment Act 2013. Includes a person acting in this office.
Subsequent assignment

An assignment to an ongoing role after the initial assignment to a role.

Refer to the GSE Act, s38 or s46.

Suitability assessment

The process of assessing a candidate’s claim against the pre-established standards for the role (and not against other candidates).

It requires at least 2 capability-based assessments, one of which is an interview.

See GSE Rule 18.

Talent pool

A list of candidates selected through comparative assessment as having the capabilities required for a type of role.

See GSE Rule 19.

Verbal offer A verbal employment offer, after completion and return of satisfactory pre-employment checks, when hiring managers tell candidates that they are the preferred candidate for a specific role.

Hiring managers:

  • ensure appropriate recruitment actions are taken to fill a vacant role
  • ensure a fair and equitable recruitment process is followed and can be demonstrated by the merit selection comments in the selection report
  • ensure all selection panel members are trained, briefed on the role being filled, and are actively involved throughout the recruitment process
  • ensure all selection panel members (including the hiring managers), are given the opportunity to declare actual or perceived conflicts of interest
  • manage potential conflicts of interest if required
  • maintain confidentiality
  • work with their respective recruitment teams.

Panel members:

  • participate in the shortlisting, interview and assessment process
  • declare any actual or perceived conflicts of interest and cooperate in their management
  • maintain confidentiality
  • review employment reference checks if required
  • endorse final selection reports.

Delegates:

  • approve the final selection report before employment
  • check that a fair and equitable recruitment process has been followed and demonstrated by the merit selection comments in the selection report.

What needs to be done

1. Prepare for the recruitment process

1.1 Complete hiring manager training

It is recommended that, before starting the recruitment process, the hiring manager and panel members:

1.2 Plan the recruitment approach

The hiring manager must plan an approach, that meets the needs of the business unit and complies with the advertising and assessment requirements.

The hiring manager must consider whether they are seeking:

  • an ongoing/permanent appointment – continue to Determine how to fill an ongoing role below
  • temporary appointment – continue to Determine how to fill a temporary role below.

Ongoing or permanent roles must be filled by either:

An ongoing or permanent role may only be filled by an Australian citizen or permanent resident. See GSE Rules, s6.

Temporary roles may be filled by:

Depending on the candidate, different types of appointments can be made to temporary roles in the department. Refer to 4.6 Types of temporary appointments.

A temporary role may only be filled by person with a valid right to work in Australia.

2. Fill a role from a talent pool

Candidates in a talent pool have demonstrated they meet the requirements for a role through external advertising, a comparative assessment and employment screening within the past 18 months.

Talent pools can be used to fill ongoing or temporary roles that are full time or part time.

Refer to GSE Rule 19.

To activate a talent pool, the hiring manager must send a completed Talent pool candidate request form (PDF 1 MB) and role description to CorporateRecruitment.TalentPools@det.nsw.edu.au.

The recruitment team will:

  • contact suitable candidates to confirm their interest and availability
  • send to the hiring manager a list of interested and available candidates with their resumes, selection reports and contact details.

The hiring manager:

  • must review and shortlist the candidates
  • if required, may conduct a suitability assessment (interview) with the candidate to address any focus capabilities of the role not previously assessed.

If a suitable candidate is identified, the hiring manager must check reference reports:

  • if reference checks were conducted from the candidate’s original assessment, the hiring manager must review them, and may choose to complete them again.
  • if reference checks were not completed as part of the candidate’s original assessment, the hiring manager must ensure they are completed and reviewed before progressing the candidate’s application. Refer to 3.5 After the interviews (Conduct reference checks).

Once satisfied with the reference checks, the hiring manager must complete and Raise a Requisition for PSNE, PSSE and NSBTS – QRG (PDF 1 MB).

The hiring manager must send a copy of the role description to the executive recruitment team via email (executivemanagement@det.nsw.edu.au).

If there are suitable candidates in the talent pool, the executive recruitment team will send a shortlist of candidates to the hiring manager.

If the hiring manager identifies a potential suitable candidate, they may request more detailed information including the candidate’s profile and selection reports.

The hiring manager must contact the candidate to discuss and/or interview them before progressing.

If the hiring manager wishes to proceed with the candidate, they must conduct reference checks. Refer to 3.5 After the interviews (Conduct reference checks).

To appoint the candidate, the hiring manager must complete and Raise a Requisition for PSNE, PSSE and NSBTS – QRG (PDF 1 MB).

3. Fill a role by advertising externally

Externally advertised roles:

  • are subject to a comparative assessment
  • may be used to fill an ongoing or temporary role
  • may be used to place candidates in talent pools.

3.1 Prepare the role description

For an existing role, the hiring manager must review the current role description.

For a new non-executive role, or where there’s been a significant change in the scope or accountabilities of an existing role, either:

  • review a similar role description and adapt it
  • use the Public Service Commission’s (PSC) role description builder, Create Role Description.

The hiring manager is encouraged to email the Workforce Transition team for help determining the appropriate classification and grade for a new role.

For a new public service senior executive role, or where there’s been a significant change in the scope or accountabilities of an existing role, the hiring manager should contact the executive recruitment team for help:

  • determining the appropriate band for a new role and role description
  • arranging an external role evaluation, if required
  • arranging for approval of the role via the Secretary in line with delegations.

3.2 Start the recruitment process

The hiring manager:

After the recruitment team receives the job requisition, they will contact the hiring manager to prepare a job brief (where necessary) to:

  • understand the nature of the role
  • determine a recruitment timeline
  • discuss an advertising strategy
  • discuss the interview and assessment tasks
  • discuss different aspects of the process and any adjustments needed by the selection panel
  • discuss the shortlist approach.

All NSW Government agencies must advertise ongoing positions on I work for NSW.

The recruitment team will develop a draft advertisement. The hiring manager must review and approve the advertisement for publication.

Advertisements are usually posted externally for 2 weeks. The hiring manager must discuss any adjustments to advertising timeframes with the relevant recruitment team.

Other platforms on which the department routinely places advertisements include:

  • www.seek.com.au – national audience
  • Koori Mail – used for all Aboriginal and Torres Strait Islander identified roles, and may be used for targeted roles
  • LinkedIn – may be used for specialist and hard to fill roles
  • Toozly – a job search website for people with disabilities.

Match excess employees

Before a non-executive role is advertised externally, the position is opened to a 3-day matching process to allow excess NSW Government employees to be matched first.

If a match is found, the Workforce Transition team is advised and the recruitment is placed on hold.

If there’s an excess employee for the role, the Workforce Transition team will work with the hiring manager. They will assess and/or appoint the candidate.

If an excess employee is not matched to the role, the Workforce Transition team must approve the advertisement to be posted externally.

3.3 Compose a panel

A comparative assessment selection panel consists of at least 2 people:

  • one hiring manager at a higher grade than the role being recruited (unless the hiring manager is a qualified human resources or recruitment representative)
  • one independent person at or above the level of the role being recruited, from a different directorate or under a different line manager, or a related specialist from a related organisation.

The hiring manager must ensure a diverse panel, and whenever possible, include:

  • people of more than one gender
  • people reflective of the wider community with representation from diverse groups
  • for targeted or identified roles, at least one person from the related diversity group.

Aboriginal and Torres Strait Islander representation

A NSW Aboriginal Education Consultative Group Inc. (AECG) representative:

  • must be on panels for roles that are Aboriginal and/or Torres Strait Islander identified roles
  • may be invited to be on panels when recruiting Aboriginal and/or Torres Strait Islander targeted roles.

Refer to:

Subject matter experts or independent panel members

Additional panel members (such as subject matter experts or independent panel members) can be included. However, the hiring manager must consider the value of the additional panel member on the merit selection process and whether a larger panel might be overwhelming for some candidates.

Before shortlisting, panel members, including the hiring manager:

  • are encouraged to review the candidates
  • must declare any prior personal relationship or knowledge of candidates as a potential conflict of interest and cooperate with its management
  • must declare a potential, perceived or actual conflict of interest in writing to the hiring manager and other panel members as soon as it is identified, using the Conflict of interest form for panel members (PDF 146 KB), where a panel member can choose to withdraw.

Declaring potential conflicts of interest enables the hiring manager to resolve or carefully manage perceived or actual conflicts of interest that might unduly influence a person in the panel’s deliberations. Prior knowledge of a candidate does not necessarily amount to a conflict of interest or exclude participation in the selection process.

The hiring manager must:

  • assess the conflict of interest and decide whether it can be managed or resolved, and therefore whether the person may remain on the selection panel
  • record their decision on the conflict of interest declaration form
  • send the completed form to the relevant recruitment team.

If a hiring manager has conflict of interest and requests to withdraw, they must notify their manager or delegate. The manager or delegate must appoint another hiring manager.

If a panel member has a conflict of interest and requests to withdraw, they must notify the hiring manager. The hiring manager may replace the panel member as required.

Refer to the Code of Conduct.

3.4 Plan the shortlisting, interviews and assessments

The hiring manager is encouraged to use the advertising period to consider and plan the assessment approach:

  • Confirm dates for shortlisting and interviews with all panel members.
  • Prepare behavioural interview questions and relevant assessment task material, in consultation with the relevant recruitment team. For a comparative assessment, at least 3 capability-based assessments are required, of which the interview is one.
  • Construct an interview schedule based on the closing, shortlisting and interview date/s.
  • Decide on interview time and length (based on the interview and assessment tasks).
  • Allow time between each interview to debrief with other assessors and make any notes before the next interview.
  • Confirm with the panel if the interview questions and/or assessment task is sent out before the start of the interview and factor this into the interview schedule.

Note: If the candidate requires any adjustment during the process, the hiring manager must discuss this with the relevant recruitment team. Refer to the fact sheet, Using Rule 26 to employ people with disability (PDF 105 KB).

Refer also to the PSC website for information on developing an inclusive assessment process for people with disability (Recruiting people with disability).

The recruitment team works with the hiring manager to develop the interview guide.

Selection panels must use a capability-based interview that assesses candidates’ abilities against the role’s focus capabilities.

Capability-based interview questions examine whether candidates have capabilities (knowledge, skills, and abilities) at the level needed for the role, by focusing on examples from the candidate’s experience.

Refer to:

Selection panels must use suitable assessment activities to measure candidates’ abilities and provide an evidence base for selection decisions. The hiring manager may request help from the relevant recruitment team to choose suitable assessments for the role.

Refer to:

The selection panel must:

  • plan structured behavioural interviews with questions that focus on previous experience and achievements
  • ask each interviewee the same set of behavioural questions
  • assess each interviewee against the same standards.

The selection panel must agree on how the interview will be conducted, including which panel members will:

  • open the interview
  • ask which behavioural questions in turn
  • take notes
  • ask probing questions when more information is needed
  • close the interview.

The selection panel must use the following rating scale to measure candidate performance during shortlisting, interview and assessment:

  1. Significant development required.
  2. Development required.
  3. Meets requirements.
  4. Likely to be a strength.
  5. Very likely to be a strength.

Before shortlisting

The selection panel must:

  • ensure they understand the outcomes being measured
  • assess each candidate’s experience, knowledge, qualifications, skills and motivation for applying and their alignment to the requirements of the role.

Shortlisting candidates for interview must be focused on the skills and experience required for the role and the focus capabilities.

Refer to:

Shortlisting process

The recruitment team will shortlist the candidates and send the shortlisted applications to the selection panel to review. If a different arrangement is needed this can be discussed in the job briefing. Refer to 3.2 Start the recruitment process (Prepare a job brief).

The selection panel must:

  • review all the applications
  • identify candidates who have demonstrated in their application that they have the skills, experience, knowledge, qualifications, motivations and capabilities as per the role description
  • confirm with the recruitment team the shortlisted candidates to progress through to interview and assessment.

The recruitment team must:

  • provide a preliminary shortlisted candidate pack (shortlist guide and candidate application pack) to review
  • invite shortlisted candidates to attend a behavioural based interview
  • give candidates at least 3 working days’ notice before interview
  • ask shortlisted candidates if they require any adjustments to the interview and assessment process.

Nil recommendation

If the selection panel decides there are no suitable candidates to interview, then the hiring manager must complete a nil recommendation selection report, get endorsement from the delegate and email the completed report to the recruitment team.

Note: The recruitment team will advise unsuccessful candidates via email (through the recruitment system) if they are unsuccessful at shortlisting.

3.5 After the interviews

Following the interview, the following steps must be conducted:

  • assess the interviewees’ performance
  • conduct appropriate reference checks
  • conduct pre-employment checks
  • finalise and submit the selection report and approvals.

After all interviewees have completed their assessments, the selection panel must review each interviewee’s written applications, interviews and assessments to make their decision.

The hiring manager must notify the recruitment team of:

  • the preferred candidate(s) to progress with reference and pre-employment checks
  • other suitable candidates to progress with pre-employment checks to be placed on an eligibility list or talent pool.

The hiring manager conducts reference checks to obtain and verify information and assist with final merit selection decisions:

  • Reference checks are only conducted on the candidate(s) being considered for a role after interviews and assessments.
  • For GSE roles, reference checks are conducted using an online reference checking system.
  • A minimum of 2 reference checks for each candidate are required.
  • References are not required for candidates to be placed into a talent pool.
  • Referees must have a good knowledge of the candidate's performance in a relevant context (such as work or education) to provide an objective assessment of their capabilities, knowledge and experience.
  • Both referees should be either current or previous managers of the candidate. Ideally, one of the candidate’s referees will be a direct line manager from within the previous 2 years.
  • Information obtained from referees must be considered alongside findings from other assessment activities when making a final selection decision.

Note: The online reference checking system will only contact the referees supplied by the candidate. If a referee is not suitable due to recency or relationship, the hiring manager or relevant recruitment team may request alternative referees.

Pre-employment checks, including employment screening, are a crucial part of recruitment and mobility processes to ensure the suitability, integrity and identity of employees working within the department:

  • The hiring manager must provide the preferred candidate’s employment screening and identification documents to the recruitment team.
  • The recruitment team will conduct pre-employment checks including employment screening.
  • Employment screening contains a list of conditions of engagement that employees may be subject to as set out in the GSE Act, s54.

Note: The hiring manager must not make a verbal offer until the recruitment team has confirmed that the candidate’s employment screening is completed and returned a satisfactory result.

Refer to the Employment screening procedures for further information or contact the recruitment team for more information on the relevant checks required for the role.

Employment screening may include:

  • nationally coordinated criminal history checks (NCCHC)
  • working with children checks (WWCC)
  • citizenship, residency, or visa status.

Other pre-employment checks performed may include:

Refer to the department’s recruitment resource, recommend and appoint your preferred candidate (How to recommend a candidate) to download the required selection report template.

The selection panel must prepare their selection report (for PSSE the ‘Recommendation Report’ and relevant documents detailing how the preferred candidate has been selected, based on all the information collected throughout the recruitment process, including:

  • written applications and resumes
  • interview and assessment results
  • reference reports (as required)
  • pre-employment checks and employment screening results.

The hiring manager must submit the selection report and relevant documents to their delegate.

The delegate:

  • must check the documentation is complete
  • must check that the selection panel has followed merit selection procedures and provided clear reasoning for selecting the preferred candidate(s)
  • may approve or reject the selection report in writing (usually by email).

If the delegate approves the selection report, the hiring manager must email the all the recruitment documentation with the delegate’s approval to the relevant recruitment team.

The recruitment team will review the recruitment documentation and notify the hiring manager when a verbal offer can be made.

3.6 Make an offer and provide feedback

Once a final decision is made, the hiring manager must:

  • make a verbal offer (only after the recruitment team has approved this)
  • confirm employment details with the recruitment team
  • provide feedback for unsuccessful candidates

The recruitment team may then send the final letter of offer.

Note: The hiring manager must not make a verbal offer without an approved selection report and approval from the recruitment team.

The hiring manager must contact the preferred candidate(s) to make a verbal offer. The hiring manager must:

  • advise successful candidates of their recruitment outcome and any conditions of engagement
  • negotiate a start date
  • discuss any workplace adjustments required
  • discuss flexible working options
  • for non-executive roles if a higher commencing salary is required, complete a Commencing salary recommendation (non-exec) (DOCX 150 KB)
  • advise the candidate they will receive a formal letter of offer to sign and return as the record of their acceptance.

The hiring manager must inform the relevant recruitment team of the candidate’s agreed start date, and commencing salary.

The recruitment team must prepare and email the candidate a formal letter of offer.

For public service senior executive (PSSE) roles, the process varies as only the Secretary may approve initial engagement. Once the necessary approvals have been received, the recruitment team coordinate the approval process and issue of a letter of offer and contract of employment.

Refer to PSC’s Making offers and giving feedback for more information.

After a verbal offer has been accepted by the successful candidate, the hiring manager must call and offer feedback to unsuccessful interviewed candidates. Ideally, this is done on the same day that the successful candidate accepts the verbal offer.

Feedback to unsuccessful candidates must be based on the person’s assessment outcomes as they relate to the role requirements.

Refer to PSC’s Making offers and giving feedback for further assistance.

Talent pool notification

The hiring manager:

  • is encouraged to verbally notify candidates placed in a talent pool
  • must notify the recruitment team of the talent pool candidates.

The recruitment team will email (from the recruitment system) the candidates to confirm the talent pool they have been placed in. The email will also explain that they may be contacted at any time if there's a suitable vacancy anywhere within the department.

The recruitment team must:

  • send a letter of offer to the preferred candidate
  • notify the hiring manager when the letter of offer has been accepted and returned.

3.7 Readvertise roles that remain vacant

If a recruitment action is unsuccessful, the hiring manager must review the recruitment strategy and action with the Corporate Recruitment team (non-executive Education support roles) and discuss any approach for readvertising the role

4. Fill temporary roles

There are several ways a hiring manager may choose to fill a temporary role:

  • using a talent pool
  • using external advertising
  • directly appointing a department or other public sector agency employee
  • using expressions of interest.

Depending on the selected candidate, there are also several ways to appoint a candidate to a temporary role:

  • temporary assignments including higher duties – temporary movements of ongoing/permanent employees or temporary employees who have an existing position to return to after the temporary assignment ends
  • temporary employment/engagements – candidates who are not already employed by the department or do not have an existing temporary role to return to after the temporary employment ends
  • secondments – temporary appointment of a permanent employee from another public service agency, or an employee from within the department who moves temporarily from a Teaching Service or School Administrative Support Service (SASS) position to an education support role in the department, or vice versa. For example, a SASS employee acting in a Clerk 7/8 role, or a principal acting as a director, educational leadership.

Refer to 4.6 Types of temporary appointments.

4.1 Filling a temporary role using a talent pool

Assessment – refer to 2. Fill a role from a talent pool.

Appointment – for non-executive roles, candidates may be appointed from a talent pool in a temporary engagement for up to 4 years.

For PSSE roles, the process varies. Please contact the Executive recruitment and employment team for advice.

4.2 Filling a temporary role using external advertising

Assessment – refer to 3. Fill a role by advertising externally.

Appointment – following an external advertisement and comparative assessment, candidates may be appointed at the level assessed in a:

  • temporary assignment for up to 2 years
  • temporary engagement for up to 4 years
  • secondment for up to 2 years.

4.3 Directly appointing to a temporary role

Assessment – a hiring manager may directly appoint a department employee or other public sector employee with no assessment or a suitability assessment depending on the appointment type.

Appointment – candidates may be directly appointed in a:

  • temporary assignment at-level for up to 2 years with a suitability assessment
  • temporary assignment above-level for up to 3 months without assessment
  • temporary assignment above-level for up to 12 months with a suitability assessment
  • temporary engagement for up to 12 months with a suitability assessment
  • secondment for up to 2 years with a suitability assessment.

4.4 Filling a temporary role using expressions of interest (EOI)

A call for expressions of interest (EOI) can be used to source internal or external candidates to fill a temporary vacancy.

The hiring manager:

  • must submit their own internal EOI advertisements
  • must contact their recruitment team to advertise on the whole-of-government EOI job board
  • must manage candidate applications
  • is encouraged to advertise EOIs for at least 7 days to help ensure a wide pool of candidates, though they may also decide whether to shorten or extend the time frame depending on strategy and urgency
  • must request candidates submit a resume or cover letter that outlines their suitability for the role and how they meet the required capabilities
  • must ensure the EOI advertisement instructs candidates to discuss the opportunity with their current manager before applying, and have the support of their manager to be released from their current role if they are successful.

Assessment – the hiring manager uses a suitability assessment for EOIs to select a candidate.

Appointment – candidates may be appointed following an EOI process by:

  • temporary assignment at-level for up to 2 years
  • temporary assignment above-level for up to 12 months
  • temporary engagement for up to 12 months
  • secondment at-level or above-level for up to 2 years.

4.5 Using a suitability assessment

A suitability assessment is the process of assessing a candidate’s claim against the pre-established standards for a role and not against other candidates.

The selection panel for a suitability assessment consists of at least one person, a hiring manager who is at a higher grade than the role being recruited (unless the hiring manager is a qualified human resources or recruitment representative).

The hiring manager can include additional panel members (refer to 3.3 Compose a panel [Additional panel members]) can be included, such as an independent or subject matter expert. However, the hiring manager must consider the value of the additional panel member on the selection process and whether a larger panel might be overwhelming for some candidates.

For a suitability assessment, at least 2 capability-based assessments are required, of which the interview is one.

The hiring manager must:

  • ensure the selected candidate meets the pre-established standards for the role, including any required qualifications or licenses
  • have the selected candidate complete at least 2 capability-based assessments, one of which is an interview
  • complete at least 2 referee checks.

Refer to:

The hiring manager must arrange for pre-employment checks to be performed.

Refer to 3.5 After the interviews (Conduct pre-employment checks including employment screening).

The hiring manager must Raise a Requisition for PSNE, PSSE and NSBTS – QRG (PDF 1 MB) when:

  • appointing an external candidate
  • creating a temporary assignment for 12 months or more.

The Corporate Recruitment team will:

  • review the request
  • advise the hiring manager to make a verbal offer
  • confirm the candidate’s agreed start date and commencing salary.

The hiring manager must inform the relevant recruitment team of the candidate’s agreed start date and commencing salary.

The recruitment team must prepare and email the candidate a formal letter of offer.

For public service senior executive (PSSE) roles, the process varies as only the Secretary may approve initial engagement. Once the necessary approvals have been received, the recruitment team coordinate the approval process and issue of a letter of offer and contract of employment.

If creating a temporary assignment for less than 12 months, the hiring manager can Create a temporary staff movement – QRG using Manager Self-Service (MSS).

4.6 Types of temporary appointments

A temporary assignment is used to appoint:

  • an existing, ongoing (permanent) department public service employee to a temporary vacancy
  • a temporary employee to fill another temporary vacancy if the assignment is within the current end date of their employment.

When/how to use temporary assignments

Temporary assignments may be used to:

  • fill a short-term vacancy pending recruitment
  • backfill a role while another employee is on leave
  • place employees on a time-limited project.

The employee will return to their previous role at the end of the temporary assignment.

If a temporary assignment is above-level, refer to Higher duties, below.

Non-executive assignments are made under GSE Act, s46.

Senior executive (PSSE) assignments are made under GSE Act, s38.

Assessment requirements for a temporary assignment

Table 1 Temporary assignment assessment requirements

Duration of assignment Assessment
At-level – up to 2 years Suitability
Above-level – up to 3 months None
Above-level – up to 12 months Suitability
Above-level – more than 12 months, up to 2 years Comparative

Note: For non-executive roles, employees must have the written approval of their substantive and/or current manager before accepting new temporary assignments. Refer to s46(4).

For PSSE roles, a public service senior executive is not to be assigned to a different role under subsection (2)(a) or transferred under subsection (7A) unless the executive has been consulted. Refer to GSE Act, s38(8).

Higher duties

An employee performing higher duties for 5 or more consecutive days may be entitled to be paid a higher duties allowance. Refer to GSE Regulations, s20-22.

A permanent or temporary employee can be assigned to relieve in a higher level role for a period of up to 3 months without an assessment. For movement into non-executive roles, managers and sub-delegates can process these higher duty assignments through SAP without a suitability assessment as and when required. For movement into a PSSE role, a requisition form should be raised via SuccessFactors so that the movement can be verified and processed.

A hiring manager may make above-level temporary assignments of up to 12 months if the employee has previously demonstrated that they meet the capability requirements for the role (for example, based on previous suitability assessments, temporary assignments, and/or documented performance assessments from within the previous 12 months). If they have not demonstrated their capability for the role, the hiring manager must conduct a suitability assessment with the candidate to assess the employee’s abilities in any previously untested focus capabilities.

Temporary or term employment (also known as a ‘temporary engagement’) is used to appoint someone on a temporary basis who does not have an ongoing role in the department or public service (such as an external candidate).

When/how to use temporary employment

Non-executive employees may be temporarily employed for up to 4 years (in the same or different roles) within a continuous period of 5 years. After this period, the hiring manager must complete a new comparative assessment to fill the role.

For PSSE roles, please contact executive recruitment team.

Assessment requirements for temporary employment

Table 2 Temporary employment assessment requirements

Duration of employment Assessment
Up to 12 months Suitability
More than 12 months Comparative

A secondment is used to appoint someone on a temporary basis for up to 2 years when they hold an ongoing role:

  • in another NSW Government sector (or ‘public service’) agency
  • within the department but are employed under different legislation.

When/how to use secondments

A suitability assessment is a minimum requirement, regardless of whether the proposed secondment is at level or above level.

All secondments and extensions (within or outside the department) must be communicated with the relevant recruitment team as early as possible.

Refer to GSE Rules, Part 6, and GSE Act, s64.

Creating an internal secondment

To create an internal secondment, the Corporate Recruitment team must email a letter of offer to the employee.

Before an employee starts an internal secondment, they must return their signed letter of offer.

For internal secondment to a PSSE role, the executive recruitment team will facilitate the approvals and the internal secondment agreement approval for issue to employees.

Creating a secondment into the department

Before an employee starts a secondment with the department from another NSW Government agency, the Corporate Recruitment team must request details from the home agency’s recruitment team for their:

  • HR/payroll details
  • executive director/director details, including full name, role title, department, agency.

The Corporate Recruitment team must:

  • conduct a service and conduct check on pay grade, leave history and any disciplinary issues
  • email a secondment concurrence letter and a copy of the employee’s letter of offer to the executive director/director of the candidate’s home agency
  • only approve the employee to commence in a role after the home agency has returned a signed secondment concurrence letter.

For secondment to a PSSE individual approval is via agency head, contact the executive recruitment team for advice and next steps.

Assessment requirements for secondments

For secondments of up to 2 years, a suitability assessment is required.

Refer to:

Secondment agreements

For non-executive secondments, there must be a secondment agreement between agency heads – that is, between the department and the host organisation. The recruitment team must provide a copy of the agreement to the employee and include:

  • the period of the secondment
  • the financial responsibilities of the agencies in relation to the employee’s entitlements
  • the process to be followed after the completion of the secondment
  • the circumstances under which the secondment may be terminated and the form of notice to be given to terminate the secondment before the end of the agreed period.

Ending a secondment

The employee is entitled to return to their agency to a suitable role at the same level to their role immediately before their secondment.

The employee’s substantive manager must consider suitable roles for the employee to return and discuss this with them before their return. In determining suitable roles, the manager may consider the capabilities required of different roles, the employee’s capabilities, the career preferences of the employee and the department’s staffing needs.

5. Other programs for employing staff

There are other programs that may be used for employing education support staff. Some of these include:

6. Onboarding and induction

The hiring manager is encouraged to plan the onboarding process at least 2 weeks before the employee’s start date.

Refer to:

7. Probation period for education support staff

The probation period for education support staff at the department is 6 months, starting from the employee's date of entry on duty.

Probation periods apply to:

  • new employees engaging in ongoing employment at the department for the first time
  • employees returning to ongoing employment at the department after separation.

The probation period differs depending on the employee's position:

  • non-executive education support staff – 6 months
  • public service senior executive employees (PSSE) – 3 months.

If there are concerns about a non-executive employee’s conduct or performance, the business unit manager may choose to extend the probation period for a further 6 months. The total probation period cannot exceed 12 months from the employee’s entry on duty date.

The business unit manager must notify CorporateRecruitment@det.nsw.edu.au to extend the probation period, at least one month before the initial 6-month probation period expires.

PSSE probation periods cannot be extended.

Managers are encouraged to contact their relevant employee performance contacts when considering or after extending the probation period.

Refer to About Employee Performance or contact Employee Performance in the Professional and Ethical Standards (PES) team, ep@det.nsw.edu.au.

8. Performance concerns

If performance concerns are identified, the employee’s manager must manage the concerns initially through the performance and development process. Refer to the Employee performance and development procedure.

The manager is also encouraged to contact an Employee Performance Officer in PES for support and advice in managing underperformance or conduct concerns.

Record-keeping requirements

Records relating to the filling of vacancies. Includes unsuccessful applications for a position or offers of employment that are not accepted and conflict of interest declarations:

  • classification GA28 15.10.1
  • disposal action – retain minimum of 2 years after recruitment finalised, then destroy.

Supporting tools, resources and related information

Policy contact

Education Support Staff recruitment team
Email: CorporateRecruitment@det.nsw.edu.au
Phone: 1300 32 32 32

Education Support Staff – talent pool enquiries
Email: CorporateRecruitment.TalentPools@det.nsw.edu.au
Phone: 02 7814 3878

Executive Recruitment team
Email: ExecutiveManagement@det.nsw.edu.au
Phone: 02 7814 3850

Diversity and Inclusion team - workplace adjustments enquiries
Email: dandi@det.nsw.edu.au

Culture Diversity and Talent team - Graduate program
Email: DoEgraduates@det.nsw.edu.au

The Chief People Officer monitors the implementation of this procedure, regularly reviews its contents to ensure relevance and accuracy, and updates it as needed.

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