School administrative and support staff merit selection
Direction and guidance for hiring managers, selection panel members and prospective applicants applying for school administrative and support staff (SASS) positions in NSW public schools.
Audience
All:
- applicants – school administrative and support staff (SASS) covered by the Crown Employees (School Administrative Support Staff) Award 2019
- hiring managers and panel members such as principals, school administrative managers (SAMs), community and/or independent representatives.
| Version | Date | Description of changes | Approved by |
|---|---|---|---|
V01.0.0 |
18/12/2024 |
Under the 2023 Policy and procedure review program, new policy document consolidating existing instructions and improving clarity and readability. |
Chief People Officer, People Group |
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:
- using inclusive and merit-based recruitment practices to ensure fair, ethical and transparent appointments that build employee and public confidence in departmental appointments
- offering a range of promotion and transfer options that provide employees with the opportunity to progress their career
- ensuring that recruitment practices comply with all relevant recruitment legislation, regulations, industrial instruments, codes of practice, standards, procedures and guidelines.
| Term | Definition |
|---|---|
Panel convener/hiring manager |
A person responsible for undertaking recruitment processes in a NSW public school. This is typically the principal or a nominated representative who is at a higher level than the position being filled. |
SASS |
School administrative and support staff. |
Vacant position |
Either:
|
Selection panel:
- complete training in merit selection procedures before the panel meets
- actively participate in all aspects of the merit selection process including shortlisting, assessing candidates and reviewing referee reports
- maintain confidentiality of candidates
- declare and cooperate in the management of any actual or perceived conflicts of interest.
Panel convener:
- composes a selection panel appropriate for the position being filled
- completes all documentation required for the merit selection process
- manages declared conflicts of interest in the selection process.
School Support Staff Recruitment:
- guide and help panel conveners through the recruitment process.
Applicants:
- inform managers and/or supervisors of their intention to apply for other positions if they are permanent employees
- provide appropriate referees or request alternative first referees if required.
What needs to be done
This procedure is used by selection panel members and prospective applicants applying for school administrative and support staff (SASS) positions in NSW public schools.
Refer to Participate on a selection panel for support material.
The procedure should be read in conjunction with:
1. Filling school administrative and support staff vacancies through open merit
Schools should follow this procedure when hiring:
- business manager 1
- business manager 2
- school administrative manager (SAM)
- school administrative officer (SAO)
- school learning support officer (SLSO)
- school learning support officer (student health support)
- Aboriginal education officers (AEO).
The SASS staffing procedures describe the requirements for recruiting, promoting and transferring SASS staff in NSW public schools. Applications for and selection to positions through open merit are made per this procedure.
1.1 Filling the vacancy
Principals declare the vacancy through the Online Management of School Enrolment and Entitlement (OMSEE) system. This notifies School Support Staff Recruitment, who then review the vacancy and determine if the vacancy can be filled via advertisement.
- School Support Staff Recruitment confirms the permanent full-time or part-time SASS vacancy with the principal, clears the vacancy and releases an advertisement template to the hiring manager.
- The hiring manager must review the advertisement template and add ‘additional information’ to assist with attracting the most appropriate applicants for the role.
- The hiring manager should not form a selection panel until they have received confirmation from School Support Staff Recruitment that the merit selection process is to proceed. (Note: the hiring manager does not need to form the panel at the advertisement stage, but it must be formed prior to shortlisting).
- Principals can delegate the hiring manager’s role to a nominee whose role is at a level higher than the advertised vacant role.
- Hiring managers must address and manage all conflicts of interest before the shortlisting and selection stage.
- Hiring managers have the option of advertising through I work for NSW and external job boards. If the hiring manager chooses to advertise on external job boards, Corporate Recruitment SASS must be notified who will manage the posting.
1.2 Selection panel
The selection panel must comprise appropriate members, which is dependent on the type of role being filled. Hiring managers must form the selection panel before the shortlisting stage.
Hiring managers must have a clear understanding of the selection criteria and the requirements of the role they are selecting for.
Panel members must be aware of the selection criteria for the type of classification advertised and familiarise themselves with the process, as well as the recruitment and selection requirements, before commencing on the selection panel.
At a minimum, the hiring manager must be trained in merit selection techniques before shortlisting.
Refer to Participate on a selection panel for more information and training.
The hiring manager must advise panel members that the selection process will follow this procedure. At a minimum, the hiring manager must provide each panel member with a copy of section 2. Responsibilities of selection panel members and discuss the contents with them.
Where possible, the panel should reflect a gender balance and include persons who represent the diversity of the wider school community.
A hiring manager on the selection panel must be of a higher grade than the recruited role and be related to the advertised role.
Refer to the Panel composition matrix (PDF 54 KB) for more information.
A selection panel must have the composition as laid out in Table 1.
Table 1 Composition of selection panels
| Classification | Panel composition |
|---|---|
Aboriginal identified position |
|
Aboriginal education officer (AEO) |
|
Business manager (BM 1 and BM 2): BM 1 advertised position: the BM panel member must be a SASS BM 1 or 2, or government sector employee (GSE) BM Clerk 5/6 or 7/8. BM 2 advertised position: the BM panel member must be SASS BM 2, or GSE BM Clerk 7/8. To be eligible to be on a BM panel, a temporary BM must have acted in their BM role for at least 12 months. |
|
School administrative manager (SAM) |
|
School administrative officer (SAO) |
|
School learning support officer (SLSO) |
|
Depending on the nature of the recruitment, additional panel members may be included where appropriate, such as school administrative officer (SAO) roles in the library, science laboratory, and food technology.
Hiring managers may include additional panel members if a specific skill set is required for the role or when they have significant enrolments of Aboriginal students or students with a language background other than English.
Schools with significant Aboriginal enrolments
The hiring manager must invite a representative of the local Aboriginal Education Consultative Group (AECG), or the local Aboriginal or Torres Strait Islander community or communities to be part of the panel when schools are classified as having significant Aboriginal enrolments or the role requires an understanding of and sensitivity to the needs of Aboriginal students.
Note: the additional panel member is an additional person on the selection panel.
Schools with significant language background other than English enrolments
The hiring manager must invite a representative from the local ethnic community or communities when schools are classified as having significant enrolments with a language background other than English, or the role requires an understanding of and sensitivity to the needs of students from a language background other than English.
2. Responsibilities of selection panel members
The role of selection panel members is to recommend the most suitable applicant to fill the vacancy. The panel’s recommendation will be based on the extent to which each applicant’s skills, knowledge and experience meet the selection criteria of the role after assessing information from all steps of the merit selection process, which are the application, target questions and assessments (where included), behavioural interview and referee checks.
2.1 Confidentiality
The hiring manager is the only person who can provide feedback to applicants and retain documents.
Selection panel members must:
- ensure confidentiality throughout all stages of the merit selection process, which also includes after the process
- not divulge information about the process or applicants to anyone outside the selection panel
- not retain any documents or electronic material relating to any aspect of the application and selection process
- redirect enquiries made to them to the hiring manager.
2.2 Conflict of interest
The selection panel must declare any personal relationships, knowledge or interest in any applicants before the selection process commences. The hiring manager must also make a self-declaration to the panel:
- All selection panel members must undertake the declaration process before commencing any recruitment action. This will ensure that all applicants are treated fairly and on their merits.
- Prior knowledge of the applicant does not necessarily amount to a conflict of interest or exclude participation in the selection process. The declaration enables the hiring manager to ensure that any conflicts of interest that might unduly influence that person in the panel’s deliberations are resolved or carefully managed.
- If a panel member declares an interest in an applicant, then the hiring manager must make an assessment on whether the panel member has undue positive or negative views that would unduly influence the panel member in the selection panel deliberations.
- If the hiring manager or any other member of the panel believes that there is a conflict of interest that could prejudice the outcome and requires assistance, this conflict must be referred to School Support Staff Recruitment who will review the conflict of interest and determine if the selection panel should be changed.
Note: the hiring manager must clearly indicate through I work for NSW that all panel members are aware of the correct procedures and they have declared any personal knowledge of, or interest in, any of the applicants.
2.3 Responsibilities
Selection panel members can support the hiring manager in a number of activities during the selection process. At a minimum, all selection panel members must participate in:
- the shortlisting process
- the behavioural interview process
- the referee checks
- the final selection decision.
Note: panel members can carry out the shortlisting process individually and forward their recommendations to the hiring manager for review and collation.
Other panel members can assist if there is a conflict of interest or the hiring manager requires further support in the selection process. Processes could include:
- screening resumes and applications
- assisting in developing targeted questions for applicants to respond to and provide with their application
- assisting in the design of behavioural interview questions
- participating as an assessor in other assessment activities, such as observing group activities, marking work sample exercises
- completing referee checks.
All panel members are required to be available for the behavioural interviews. The hiring manager will be notified immediately if a panel member cannot be involved in the behavioural interview process. The hiring manager must contact School Support Staff Recruitment for advice on proceeding with the process.
As a guide, the hiring manager should plan for 4 to 6 questions on the selection criteria in the interview. Each applicant must be asked the same questions. While all questions must be fair and based on the selection criteria, each applicant differs, so it may be necessary to verify, test and explore different aspects of that applicant by asking different questions to clarify the selection criteria.
The hiring manager must confirm the selection process outcomes submitted to School Support Staff Recruitment through I work for NSW, that all panel members endorse the comments submitted, and that they understand the confidentiality requirements of the selection process.
2.4 Selection panel alternate report
Where appropriate, the hiring manager may need to indicate that an alternate selection panel report is being submitted:
A selection panel alternate report:
- is submitted when a panel member has an alternate viewpoint regarding the preferred candidate following the merit selection process
- may be submitted by any panel member, through I work for NSW at the same time as the selection process outcomes. In some cases, there may be more than one selection panel alternate report
- must include the reasons for opposing the viewpoint concerning the selection criteria, along with the name of the preferred applicant and the reasons for supporting that applicant based on the selection criteria
- submitted more than 3 working days after the merit selection process will not be considered.
The manager of School Support Staff Recruitment (or nominee) will review all documents available and determine the course of action.
3. Prepare the advertisement for merit selection
The hiring manager will provide further information in the draft advertisement to fill a SASS vacancy.
The advertisement is a key part of the recruitment process as this is where applicants form an impression of the department, the role and whether they are interested in working in the school. A well-written advertisement will attract high-performing applicants by establishing:
- an overview of the role and responsibilities
- unique ‘selling’ points that encourage applicants to apply for the role over other similar roles
- the benefits of the role and working for the department more broadly, such as school information
- information on how to apply for the role
- links to other key resources and information regarding the role, where applicable.
These are based on a generic template that is managed and submitted through I work for NSW. The hiring manager can add information to the template in multiple fields before publishing. However, there will be some fixed text that the hiring manager won’t be able to change. Advertisements submitted through I work for NSW include the following information:
- about the role – the advertisement will be auto-populated with details of the school and role information such as role title and FTE. It is recommended that the hiring manager check these details for accuracy
- advertisement details – the advertisement and requisition numbers are automatically generated when School Support Staff Recruitment generates the advertisement template
- vacancy information – information about the department, role information and selection criteria will be automatically generated and cannot be changed. In this section, the hiring manager can provide further information specific to the school to attract the right person to the role (note: this additional information must align with the selection criteria)
- targeted questions (optional) – hiring managers can add up to 2 screening questions relating to the selection criteria into the application process. To assist hiring managers in developing targeted questions, refer to SASS sample interview questions (staff only) and SASS advertisements (staff only). Responses for each targeted question must have a word limit of 300 words
- contact information – the name and telephone number of the employee to whom enquiries about the role should be directed (this can be the hiring manager or delegate), the hiring manager role and location.
The hiring manager can edit the fields set out in Table 2.
Table 2 Editable fields for hiring managers
| Editable fields | Description |
|---|---|
Publication date |
Hiring managers must determine when to publish the advertisement and enter this date on the requisition. |
Closing date |
Hiring managers can select whether to extend the advertisement for another 2 weeks. They have the option of advertising up to 4 weeks. This must be noted on the requisition. |
Contact information |
Contact information for enquiries about the role should be included for potential applicants. Hiring managers need to determine whether they will be taking the enquiries or whether it will be a delegated employee. |
About the school |
Information captured in this field concerns the school, making it attractive to potential applicants. Hiring managers may like to include information about the size of the school, distinctive features and enrolment patterns. |
About the role |
This section includes some generic text that hiring managers cannot change. Hiring managers can add further information specific to the school as per the selection criteria to attract the right applicants with the relevant skills and experience. Additional information can be used to highlight and promote the key elements of the role, enabling potential applicants to understand if the position is suitable for them quickly. Hiring managers should use simple, inclusive and engaging language to motivate and excite applicants to apply for the position. |
Targeted questions (optional) |
Hiring managers can include up to 2 targeted questions within the application process to gain further evidence of the applicant’s skills and experience against the selection criteria. This can help attract the right applicants to the position, reduce the pool of applicants and provide structure to the shortlisting process. |
Panel members |
This section does not need to be completed before the advertisement is published. To provide Hiring managers with sufficient time to form their panels, the panel members can be filled in while the position is being advertised. The panel members must be selected and the requisition updated with panel member details before the shortlisting step. |
All vacant positions being advertised must be posted to I work for NSW. There is also the option for the position to be posted to several other external job boards. This can assist hiring managers to have the advertisement reach a greater number of job seekers and can result in a broader range of applicants.
Hiring managers can post the vacant position on Seek, CareerOne, Toozly (job seekers with disabilities) and Koori Mail (a site used for Aboriginal-identified positions). There is a cost associated with posting these advertisements, which will be charged back to the hiring manager’s cost centre.
3.1 Selection criteria
All advertisements for SASS positions will contain selection criteria that will guide:
- potential applicants on the type of position they are applying for and assist when responding to the advertisement
- the selection panel when recruiting for the position that is being advertised. The selection panel is able to utilise the selection criteria to determine if an applicant meets the relevant skills and experience required for the position.
All selection panel members must be aware of the selection criteria relating to the type of classification that has been advertised.
The department has a commitment to improve career opportunities for Aboriginal people and outcomes for Aboriginal students in its schools.
In 2004, the department, in partnership with the NSW Aboriginal Education Consultative Group Inc (AECG), conducted a review of Aboriginal education. The Report of the Review of Aboriginal Education contains comprehensive recommendations to achieve sustainable improvements in education, employment and participation of Aboriginal people.
The Aboriginal SASS Initiative (ASI) is a recommendation from the review of Aboriginal education. The initiative aims to designate vacant SASS positions in schools with significant Aboriginal student enrolments as identified positions (requiring Aboriginality).
The department’s Aboriginal Programs, School Workforce team deliver Yarn Ups (community information sessions) for upcoming and advertised SASS and relevant corporate sector vacancies.
Yarn Ups provide potential applicants with information, resources, and advice on how to apply for department positions.
Aboriginality is a genuine occupational qualification and is authorised by Section 14 of the Anti-Discrimination Act 1977.
When applying for Aboriginal identified positions, applicants must provide confirmation of Aboriginality and a certified statutory declaration upon interview as defined in the Confirmation of Aboriginal and/or Torres Strait Islander descent procedure. Applicants or hiring managers requiring further information on this procedure should contact the department’s Aboriginal Programs School Workforce team, at aboriginalemployment@det.nsw.edu.au.
Refer to Aboriginal and Torres Strait Islander peoples for more information.
Business manager (BM) and school administrative manager (SAM) roles
- Statement of duties – business manager 1 (staff only)
- Statement of duties – business manager 2 (staff only)
- Statement of duties – school administrative manager (levels 1-4) (staff only)
Additional selection criteria for BM and SAM roles
(From Recommendation 69 of the Aboriginal Education Review - Additional Selection Criteria.)
The additional selection criteria for SAM roles states: Knowledge of and commitment to the department’s Aboriginal education policy.
Refer to Aboriginal education policy and key documents to assist with the additional selection criteria. All panel members must refer to this information before the commencement of the selection process.
Inclusion of the additional selection criteria highlights the importance of the department’s commitment to improve opportunities in education, training and employment for Aboriginal people and strengthen partnerships with Aboriginal communities.
It ensures that applicants for promotion positions understand and demonstrate their capacity to implement and support the department’s policies and programs regarding education, training and employment for Aboriginal people and Aboriginal community engagement.
Resources to assist employment applicants to address the additional selection criteria
Key department reports, polices and plans designed to support the department’s goals and priorities for Aboriginal students, Aboriginal staff and Aboriginal communities can be accessed at Aboriginal and Torres Strait Islander peoples.
Refer to:
- Statement of duties – school administrative officer (staff only)
- Statement of duties – Aboriginal education officer (staff only)
Conditions
This is an Aboriginal-identified role. Applicants must provide confirmation of Aboriginality as defined in the Confirmation of Aboriginal and/or Torres Strait Islander descent procedure.
Special notes
Aboriginality is a genuine occupational qualification and is authorised by Section 14 of the Anti-Discrimination Act 1977.
School learning support officer (SLSO) roles
- Statement of duties – school learning support officer (staff only) (includes support for preschool, hearing, bilingual, vision)
- Statement of duties – school learning support officer, student health support (staff only).
3.2 Shortlisting
The shortlisting of applicants is to be completed within 7 working days after the closing date of the advertisement.
To ensure the process is simple and timely, hiring managers must provide panel members with prompt access to applications to enable them to review and provide their recommendations. The hiring manager will collate all panel recommendations and create the shortlist. All panel members must endorse the final shortlisting report before submitting to School Support Staff Recruitment.
At shortlisting, the hiring manager and panel members are required to review each application received for the position. The selection panel will assess whether an applicant has demonstrated that their skills and experience aligned to the selection criteria of the position based on their initial application, and to decide if they should proceed to the next stage of the merit selection process.
Note: all panel members must declare any conflicts of interest prior to shortlisting so they can be addressed.
Before shortlisting, the hiring manager has the option of reviewing applications through I work for NSW or downloading all applications from I work for NSW. All applications received by the closing date through I work for NSW must be considered in the shortlisting process. For assistance, refer to iworkforNSW Quick Reference Guides (staff only).
All applicants are to be consolidated in the shortlisting matrix. The hiring manager is to make notes on each application and determine whether the applicant will progress to the next stage of the assessment process. The hiring manager is to take sufficient notes in the shortlisting matrix to justify why an applicant is progressing through to the next stage of the recruitment process, to ensure accuracy and enable panel discussions in the later stages of the selection process.
Note: if the panel has assessed the applicants against the selection criteria, determined there are no suitable applicants and has provided an outcome via I work for NSW, the hiring manager can discuss the requirements to readvertise the vacancy with School Support Staff Recruitment.
The hiring manager must have a clear understanding of the requirements of the position, to identify the ideal applicant for the position (including work experience, knowledge and personal attributes), and use this to guide for the shortlisting process. Information to consider when reviewing applications can include:
- depth of experience
- breadth of experience
- essential requirements
- qualifications
- motivation and fit for the role
- citizenship or residency.
Applicants who do not meet the selection criteria, or do not show evidence that their skills and experience are competitive with other applications, should be excluded from further stages of the selection process.
Once the hiring manager has determined the final shortlist, the applicant status must be updated in I work for NSW and the shortlisting matrix is to be completed, signed and uploaded into I work for NSW.
If an applicant has not been successful in progressing through to the next stage, it is a requirement that the hiring manager inform the applicant by sending an unsuccessful letter to the applicant through I work for NSW. The email will advise the unsuccessful applicant that feedback can be obtained at the end of the selection process when the position has been offered to the successful applicant and accepted (note: the hiring manager will need to provide an anticipated date to the applicant of the completion of the recruitment process).
4. Behavioural interview process
4.1 Confirm panel and interview times and methods
Before contacting applicants for interview, the hiring manager must follow the process below.
1. Discuss and confirm the availability of the other panel members.
The hiring manager must ensure all panel members are available for the date and time to carry out the interview process. All panel members must be present for the interview process.
2. Determine the allocation of time for each interview.
The time allocation should be consistent for each applicant, but may vary according to the nature of the position. As a general rule, interviews typically run between 45 to 60 minutes. When setting the interview length, take into consideration time for introductions, ice-breaker questions and the opportunity for the applicant to ask questions.
Enough time is to be made between interviews for panel discussion and taking notes. It is the hiring manager’s responsibility to ensure that interviews do not run over time.
3. Decide how the interviews will be conducted.
Interviews should be held at suitable times that create the least disruption to students. To assist in this, the selection panel can carry out interviews using a combination of teleconference, videoconference and face-to-face interviews. The hiring manager must ensure that no applicant is disadvantaged by the interview method chosen.
4.2 Contact the shortlisted applicants for interview
The hiring manager will contact the shortlisted applicants and invite them to proceed to interview. Hiring managers must provide adequate notice to applicants of the interview (minimum of 3 working days).
The earliest interview day is based on the minimum notification time, as outlined in Table 3.
Table 3 Earliest interview times following notification
| Notify of interview | Earliest interview |
|---|---|
Thursday |
The following Tuesday |
Friday |
The following Wednesday |
Monday |
The following Thursday |
Tuesday |
The following Friday |
Wednesday |
The following Monday |
When contacting applicants who are being invited to interview, the hiring manager is to confirm the following information:
- position title and school
- type of interview to be held
- date and time of the interview. If the interview method is a videoconference or telephone interview, the hiring manager must confirm that the selection panel will contact the applicant at the interview time
- if it is a face-to-face interview, provide the applicant with the interview location, including specific directions where necessary, and who the applicant should meet prior to the interview
- if there are special requirements that need to be met by the applicant at the interview
- if there are any special needs for the applicant, for example a person with disability
- applicants with no referees listed on their application will be requested to provide 2 referees at the interview
- for Aboriginal identified roles, applicants must present Confirmation of Aboriginality documentation and a Statutory Declaration at interview. Scanned copies of these documents must be forwarded to the Aboriginal Programs team aboriginalemployment@det.nsw.edu.au.
If an applicant identifies, prior to the interview, that they require a signing or hearing interpreter to be present during the interview, this should be organised by contacting Multicultural NSW on telephone 1300 651 500 to book a sign language interpreter.
4.3 Prepare for interviews
The purpose of the behavioural interview is to assess the applicant’s skills and experience against the selection criteria for the position.
Panel members must remember that the interview is only one factor in determining the most suitable applicant for the role. The selection panel will make its recommendation based on the extent to which each applicant’s skills and experience meets the selection criteria for the position after assessing information from all stages of the selection process, including the application, targeted questions and assessments (if used) behavioural interview and referee checks.
Note: if the position is for a business manager or a school administrative manager, the hiring manager must provide the panel with information on the additional selection criteria – Knowledge of and commitment to the department’s Aboriginal education policies (refer to Aboriginal and Torres Strait Islander peoples), prior to the selection process.
4.4 Physical environment
The hiring manager is to arrange a suitable venue for the face-to-face, videoconference or telephone interviews and to ensure that the appropriate support is provided to set up videoconferencing arrangements if required.
The location should be quiet and arrangements made to ensure the interview is uninterrupted. An appropriate sign on the door to alert unexpected visitors that an interview is taking place and a reminder to panel members to switch off mobile phones will assist.
If the applicant is required to carry out any additional assessments on the day of the interview, the hiring manager must ensure that the venue is suitable and quiet. To ensure the interview process flows smoothly, the hiring manager needs to ensure support arrangements are in place to assist with the management of the assessments and interviews being conducted on the day.
4.5 Interview questions
Questions must be based on the selection criteria and explore each applicant’s skills, experience and knowledge and how these could be used in the position. The SASS sample interview questions (staff only) and Behavioural Interview Template (DOCX 75 KB) is available for hiring managers to use to preselect interview questions to ensure the questions target the required skills and experience necessary for the role.
As a guide, the hiring manager should plan for 4 to 6 questions on the selection criteria in the interview. The same questions must be asked of each applicant. While all questions must be fair and based on the selection criteria, each applicant is different and it may be necessary to verify, test and explore different aspects of that applicant by asking different questions for clarity of the selection criteria.
Prior to the interview, the selection panel need to agree how the interviews will run, agreeing on questions to be asked, length of the interview, allocating questions to individual panel members and ensuring that at least one panel member is taking notes.
4.6 Interview techniques – adhere to equal employment opportunity principles
While it is acceptable and appropriate to ask applicants different questions, the hiring manager must ensure that there is no unfair questioning or assessment of applicants in any part of the process.
An applicant should not be asked about a partner, partner’s employment or salary, children, dependants or child care arrangements, credit status, age, home ownership status, marital status, sexuality, pregnancy, race, ethnic or ethno-religious background, political party affiliation, trade union membership or other matters not relevant to the selection criteria.
The hiring manager must suspend the selection process in cases where there is any suggestion of malpractice, prejudice or unfair questioning. Such cases are to be reported in detail immediately to the Lead, School Support Staff Recruitment.
4.7 Preliminary briefing sessions (on the day of the interviews)
The hiring manager is to brief the selection panel on the following:
- Remind panel members of their responsibilities, to adhere to equal employment opportunity (EEO) principles and to maintain confidentiality of the selection process.
- Remind panel members of the requirements of the position and the selection criteria.
- Discuss factors such as body language, voice projection, confidence of manner and questioning styles. It is important to realise that the personal style of some applicants will be influenced by factors such as culture and gender.
- Ensure the interview space and furniture are well organised.
- Ensure any special needs of applicants have been met.
- Check that all phones are turned off.
4.8 Conduct the interview
The SASS interviews (staff only) website helps hiring managers conduct effective behavioural interviews during the recruitment process.
The selection panel may wish to provide applicants with the questions immediately prior to the interview, to allow the applicant a few minutes to reflect and prepare. To ensure EEO for all applicants, the same opportunity must be provided to all applicants called for interview.
At the commencement of an interview the hiring manger will:
- introduce themselves and the other panel members
- outline the structure of the interview, including the approximate length of the interview and that the applicant will be given time before the end of the interview to provide additional information if time permits
- advise that the panel members will be taking notes during the interview
- ensure each interview keeps to the scheduled timeframe
- advise and encourage the applicant to seek clarification during the interview if required.
The interview is to be conducted in a relaxed atmosphere. The selection panel should try to use supportive and encouraging body language by displaying an open, welcoming attitude such as smiling and leaning forward. They should indicate interest in the applicant’s responses at all times by nodding. Positive body language from panel members encourages applicants to be relaxed, ease into the interview and give their best responses.
To help the applicant relax and ease into the interview, the hiring manager may start with ice-breaker question/s that focuses on the person. Interviews should be a conversation with the applicant for the selection panel to learn about the applicant’s skills, experiences and knowledge and achievements, so allow the applicant enough space and time to reflect and self-analyse within their responses.
Throughout the interviews the hiring manager must ensure:
- all panel members are treating the applicants fairly and consistently, including applicants from the same school as the hiring manager
- applicants are informed if the interviews are running late. While every effort to keep within time should be made, delays are sometimes unavoidable. These delays may make an applicant more anxious. Panel members should be sensitive to this issue
- disruptions do not occur.
The hiring manager must:
- ensure all panel members are present during each telephone interview and can hear and assess the applicant’s answers by using a hands-free telephone to allow for note taking
- seek assurance from the applicant, immediately before the interview, that they are alone for the duration of the interview
- if interviews are not running on time, the hiring manager must ensure that the applicant is contacted to advise this and a new time if required.
The hiring manager must:
- ensure all panel members are present during the videoconference interview and can hear and see the applicant
- ensure the applicant can hear and see all the panel members
- seek assurance from the applicant, immediately before the interview, that they are alone for the duration of the interview
- if interviews are not running on time, the hiring manager must ensure that the applicant is contacted to advise of when they will be contacted.
4.9 Conclusion of the interview
At the conclusion of the interview, the hiring manager will confirm that the referees provided in the initial application are still correct.
5. Referee checks
The SASS referee checks (staff only) website assists hiring managers and selection panel members to conduct effective referee checks.
Referee checks assist the selection panel to obtain independent information to confirm the skills and experience of the applicant, by seeking referee feedback on an applicant’s behaviours and actions. Referee information is to be considered together with the interview, application and assessments when making a final decision.
Referees are to provide advice to the panel members on the applicant’s professional competence for specific positions. Referees have an obligation to provide accurate advice to the questions asked in relation to the selection criteria about applicants.
5.1 Number of referee checks required
All applicants must have at least 2 referee contact details on their applications. If applicants have not provided this information with their application, it is the responsibility of the hiring manager to obtain this information at the end of the applicant’s interview. The hiring manger will also confirm the referee details with the applicant if they have been provided.
Referee checks only need to be conducted for the preferred applicant. However, if the selection panel have more than one preferred applicant, it is suggested that referee checks are carried out on the additional applicants. This is to assist with the selection process.
Note: it is not a requirement to perform a referee check for applicants being recommended for an eligibility list, as the referee checks can be performed at the time the eligibility list is activated.
5.2 Prepare a referee check
Panel members must consider the validity of the applicant’s referee by:
- ensuring it is a professional referee from the last 3 years, who has known the applicant for a minimum of 6 months in a professional context (preferably a previous manager)
- ensuring at least one referee is the current or recent supervisor of the applicant.
If the panel believes that a referee is not suitable due to relationship, this must be discussed with the applicant and an alternative referee is to be nominated.
Panel members are to use the Referee check report template (DOCX 198 KB), to assist in the referee checks and to ensure a well-structured approach is utilised.
5.3 Conduct the referee check
All panel members are required to conduct 2 referee checks for the preferred applicant.
A referee check can be carried out either by telephone or written (email). It is suggested that referee checks are conducted verbally over the phone to allow for a conversation with follow-up questions to provide greater insight and clarity of the applicant. As a guide, checks are typically between 15 to 30 minutes.
Referee checks consist of:
- preliminary questions that establish an understanding of the applicant’s relationship with the referee, and their strengths and areas of development
- questions relating to the selection criteria that address particular aspects of the interview or applicant’s application that the panel want to validate or clarify.
It will be necessary to verify, test and explore different issues about the selection criteria for each applicant with their referees. While all questions must be consistent, fair and based on the selection criteria, it is appropriate and in many cases expected that referees will be asked different questions to clarify different aspects of the selection criteria.
During the referee checks, panel members are to take notes and evaluate the conversation. This information is to be utilised for a final decision on the successful applicant and eligibility list.
6. Post-interview process
Sufficient time is to be provided at the end of the interviews for panel members to deliberate on the interviews held, review referee comments and applications, make their recommendations and complete the panel report.
If photocopies of applications were provided to panel members, the hiring manager is responsible for collecting these copies after all interviews are complete for secure disposal. It is also important to ensure that the hiring manager collects all notes from panel members at the end of the interviews, to maintain confidentiality and as part of the documentation in case of an appeal. Where electronic copies of material were distributed to panel members, the hiring manager must ensure the panel members understand their responsibility to delete copies of all material relation to the application and selection process.
The hiring manager must keep all original documents, including applications, selection panel notes and other related material in a secure place for 12 months following the completion of the selection process, before being destroyed. The hiring manager may choose to scan these documents into the I work for NSW requisition instead of keeping hard copies at the school or office location.
6.1 Make a recommendation
The selection panel’s ultimate objective throughout the selection process is to determine the best suited applicant for the position. The panel must base their decision on all information collected throughout the process – application, targeted questions and assessments (if used), behavioural interview and referee checks. The panel should reach a unanimous agreement when making the final recommendation. Where a unanimous agreement cannot be made, a panel member should submit an alternate report (refer to section 6.4 Alternate report).
The hiring manager must ensure the selection process outcomes have supporting documentation relating to the selection criteria and the various decisions and recommendations of the selection panel. It is recommended that the hiring manager record the collective view of the panel members to assist in providing positive and developmental feedback to the applicants.
The hiring manager must complete the Selection Panel Report SASS positions (DOCX 50 KB) for each of the interviewed applicants. It should outline the:
- recommended applicant
- applicants placed on the eligibility list
- not recommended applicants.
This report will capture the assessment (for example, behavioural interview) of the applicant against each selection criteria, reference checks conducted and panel recommendation. The report is uploaded against each applicant in I work for NSW.
Note: the selection panel report is a tick a box document on each selection criteria. It is the responsibility of the hiring manager to retain all written documentation in relation to the selection process.
The hiring manager must share the recommended applicant and applicants placed on the eligibility list reports with the panel members to review and concur with the recommendations. If all panel members agree with the final recommendation and applicants for the eligibility list, the hiring manager will complete and move the applicant to the next step in I work for NSW.
Note: offers cannot be made until School Support Staff Recruitment has reviewed all relevant documentation to ensure all panel members have been involved in the interview process:
- panel report
- alternate panel report (if applicable)
- shortlisting matrix.
6.2 Eligibility list
The SASS eligibility lists (staff only) website defines the eligibility list in the school support staff recruitment process.
The selection panel may assess other applicants interviewed as suitable and place these applicants onto an eligibility list. The selection panel should only place an applicant on the eligibility list if they consider that the applicant has the necessary skills and experience that meets all the selection criteria.
Eligibility lists are valid for 12 months only and any applicants placed on the eligibility list could be considered by the principal if the position becomes vacant during the 12 months (note: the vacancy must be cleared by School Support Staff Recruitment prior to any offer). As applicants do not require referee checks to be included on the eligibility list, referee checks need to be conducted if the eligibility list is activated within the 12-month period.
Note: positions are subject to the matching process before principals are able to access the eligibility list. Eligibility lists created are only utilised if the same classification in the same school at the same remuneration becomes vacant.
6.3 Applicants not recommended
The hiring manager must complete a selection panel report for applicants who were invited to interview and not recommended. The report is to be uploaded against the applicant in I work for NSW and the applicant is to be moved to the status of unsuccessful.
6.4 Alternate report
Ideally, there should be unanimous agreement between all panel members when making the final recommendation.
There will be occasions where panel member/s do not concur with the decision, and a Selection Panel Alternate Report (DOCX 70 KB) must be completed. Panel members must declare their intention to submit an alternate report at the conclusion of the panel deliberations and submit to the hiring manager within 2 working days. The hiring manager must attach the alternate report at the same time as the panel reports through I work for NSW for review.
Alternate reports must include:
- the name of the panel member who does not agree with the recommendation
- panel member’s reasons and view point in relation to the selection criteria
- name of the preferred applicant and reasons for supporting this applicant based on the selection criteria.
School Support Staff Recruitment will review the alternate report in conjunction with all other relevant information and make a final recruitment decision.
6.5 Inability to reach a decision
If the selection panel, after exhaustive deliberations on the merits of the applicants in terms of the selection criteria, cannot reach a decision about the applicant to be recommended, the hiring manager must seek advice from School Support Staff Recruitment.
6.6 Confidentiality
The hiring manager should remind all panel members about confidentiality and that all enquiries must be referred to the hiring manager.
However, in the event of an appeal, the Appeals Panel may need to contact panel members about the processes used by the selection panel. Panel members should note that responses to requests for information by an Appeals Panel do not break the confidentiality requirements.
6.7 Submit selection panel reports
The hiring manager is to upload individual selection panel reports in I work for NSW against:
- recommended applicant
- applicants placed on the eligibility list
- applicants interviewed but not recommended.
If there is a selection panel alternate report (refer to section 6.4 Alternate report), this too will need to be uploaded onto the requisition for review.
When the reports are uploaded and the applicants moved through the steps within I work for NSW, School Support Staff Recruitment will receive a notification to review the selection process for approval.
Note: hiring managers must await approval from School Support Staff Recruitment before making any offer and taking any further action.
6.8 Approve selection panel report
School Support Staff Recruitment with the appropriate delegation to approve selection panel reports must be satisfied that all relevant documents are attached to applicants and the requisition. Where an alternate report has been submitted, School Support Staff Recruitment will discuss further with the hiring manager, review the relevant documentation and determine a course of action.
School Support Staff Recruitment will review the successful applicant to determine if they are eligible to be appointed.
When the panel report has been approved, School Support Staff Recruitment will advise the hiring manager, through I work for NSW, to notify the recommended applicant and verbally offer the position.
If no applicant is recommended for the position, School Support Staff Recruitment will advise the course of action to be taken.
7. Advise applicants of the outcome of the merit selection process
7.1 Notify the successful applicant
When the hiring manager has been advised that the selection panel report has been approved, the hiring manager:
- can make the verbal offer of the position to the successful applicant by telephone or face to face
- advises a tentative entry on duty date in 4 weeks’ time (subject to appeals and employment screening checks)
- informs the successful applicant that the offer is subject to a 10-day appeal period and an estimated entry on duty date of 4 weeks (this is to provide the appropriate timeframe for onboarding to be completed)
- informs the successful applicant that appeals from other applicants for the position must be lodged with the Director, Recruitment and Employment (or nominee) no more than 10 calendar days after the day on which applicants are first notified (verbally or in writing) that their application was unsuccessful
- advises successful applicant that a letter, generated through I work for NSW, will be forwarded providing advice that an email from School Support Staff Recruitment will be received, providing details of the onboarding process, which includes the applicant’s formal acceptance of the offer.
The hiring manager must move the successful applicant in I work for NSW to ‘offer’ so that School Support Staff Recruitment can commence the onboarding process.
If a successful applicant’s appointment is subject to appeal, they will not be able to take up duty in the new position until the outcome of the appeal is determined.
Where an applicant declines the verbal offer of the position, the applicant must also provide this advice in writing to the hiring manager. The hiring manager must then note this response on I work for NSW. If there is an eligibility list available, the hiring manager can request to activate the eligibility list. School Support Staff Recruitment will review the circumstances and provide advice to the hiring manager.
7.2 Activate the eligibility list
When the hiring manager is provided with approval to activate the eligibility list, they will be required to carry out referee checks for the applicant or applicants on the eligibility list.
7.3 Notify unsuccessful applicants
Immediately after the successful applicant accepts the offer of the position, the hiring manager:
- must telephone each applicant who was unsuccessful at interview and inform them of the outcome of the selection process. This includes whether they have been placed on the eligibility list for the position
- generate letters to all unsuccessful applicants, including ineligible applicants
- inform applicants who wish to appeal the decision based on an irregular or improper selection process that they must do so within 10 calendar days of being notified of the selection process outcome
- must offer to provide feedback about the selection criteria and negotiate a suitable time within the 10 calendar days if feedback is desired.
7.4 Provide feedback
The hiring manager is the only person able to provide feedback to applicants. Other panel members must redirect any enquiries they receive to the hiring manager.
Feedback is to be available to all applicants who applied for the position, following the approval of the selection panel’s recommendation and after the offer has been accepted or, where there is no recommended applicant, after the selection process is complete.
Feedback is an important part of the learning process. Handled sensitively and taking into account cultural characteristics, constructive feedback can enhance self-esteem and assist the applicant to make decisions about career direction and future applications.
The delivery of feedback is aimed at providing positive assistance to applicants who have been unsuccessful in the selection process. It does not imply an unsatisfactory standard of work or behaviour. The feedback should emphasise the strengths of the applicant and offer positive suggestions to improve in areas that were not as strongly demonstrated.
Feedback should focus on the selection criteria and the extent to which the applicant demonstrated the ability to meet the selection criteria for the position. When providing feedback, the hiring manager can discuss the application, behavioural interview, assessment (if conducted), interview techniques and referee comments (if conducted). Other applicants and their performance should not be discussed.
Where appropriate, applicants should be advised of areas where they could enhance their opportunities for success. These areas could include widening job experiences, professional development activities, additional studies and presentation at selection interviews. Issues outside the selection criteria and selection process should not be discussed.
Hiring managers should prepare for the feedback discussion by checking the selection criteria and reading through the notes from the selection process.
The hiring manager can only provide feedback after the successful applicant has accepted the position offer either verbally or in writing. Should no applicant be selected as the successful applicant, feedback can be provided once School Support Staff Recruitment has approved the selection panel report on I work for NSW.
8. Appeals process
An unsuccessful applicant may appeal a recruitment decision on the basis of improper or irregular process. Appeals must be lodged via email with the Director, School Recruitment and Placement or nominee at SS.SelectionAppeals@detnsw.edu.au by the applicant within 10 calendar days from first learning the outcome of the application.
All appeals will be heard by an independent panel determined by Human Resources. The hiring manager may be requested to provide documentation of the panel deliberations and processes. Confirmation of the successful applicant’s appointment takes place at the expiry of the appeal period, or after the outcome of any appeal is determined.
Record-keeping requirements
| Record | Classification | Disposal action |
|---|---|---|
Records relating to the filling of vacancies. Includes unsuccessful applications for a position or offers of employment which are not accepted. Includes:
|
GA28 15.10.1 |
Retain a minimum of 2 years after recruitment was finalised, then destroy |
Records documenting the appointment and subsequent employment history (including separation from the organisation) of successful applicants for a position. Includes:
Note: use this entry for records of training where they relate to occupational health and safety training or where they are required by individual employees as part of employment conditions or to perform their duties. |
GA28 15.4.3 |
Retain a minimum of 75 years after the date of birth or a minimum of 7 years after employment ceases, whichever is longer, then destroy |
Mandatory tools and templates
- To assist in the referee checks and ensure a well-structured approach – Referee check report template (DOCX 198 KB)
- Complete for each interviewed applicant – Selection Panel Report SASS positions (DOCX 50 KB)
- If panel members do not agree with the decision – Selection Panel Alternate Report (DOCX 70 KB)
Supporting tools, resources and related information
Recruitment resources are located on School support staff recruitment (staff only).
The Merit selection for SASS vacancies (staff only) has many tools, including:
- SASS advertisements: how to draft and advertisement
- SASS panel composition
- SASS recruitment conflicts of interest
- SASS sample interview questions
- SASS shortlisting
- SASS interviews
- SASS referee checks
- SASS recruitment recommendations
- SASS eligibility lists
Relevant resources:
Policy contact
EDConnect
1300 32 32 32 Options 3,2,2
SSS recruitment, school workforce
1300 32 32 32 Options 3,2,2
The Executive Director, School Workforce monitors the implementation of this procedure, regularly reviews its contents to ensure relevance and accuracy, and updates it as needed.