CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES

RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

POLICY NO: 5.2.1

RECRUITMENT AND SELECTION

OBJECTIVES
To:

ensure all recruitment and selection procedures comply with the Citys Equal
Opportunity Policy;

ensure that all appointments are made on merit;

provide natural justice and fair treatment;

attract sufficient applications from potential candidates for appointment with the
skills, qualities, abilities, experience and competencies deemed as being necessary
to the job;

develop and maintain procedures which will assist in ensuring the appointment of
the most suitable candidate;

ensure that recruitment procedures are clear, valid and consistently applied by
those involved in recruitment and that they provide for fair and equitable
treatment for those who apply for employment;

base selection decisions and criteria directly on the demands and requirements of
the job and the competencies identified as necessary for satisfactory performance;

ensure that all employees involved in the recruitment and selection process are
properly trained in order that the objectives of the policy are met;

observe any legal requirements which apply to the recruitment and selection
process.
POLICY STATEMENT

This policy is aimed to follow best practice and high standards of recruitment and
selection procedures in order to attract suitable applicants to the City and to create an
ethical foundation on which consistent recruiting and selection decisions are made
while considering relevant legislative requirements. The principles, values and the
recommendations of the Guidelines on Equal Opportunities and Family Friendly
Policies are acknowledged by this policy.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Achievement of the City of Vincent strategic goals and the securing of its values is
dependent on the recruitment and selection of a skilled and committed workforce. The
Local Governments Recruitment and Selection policy, procedures and practices are
designed to help secure this and in relation to which equality of opportunity is an
integral part.

Date Adopted:
Date Amended:
Date Reviewed:
Date of Next Review:

21 December 2004
April 2011
April 2016

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

GUIDELINES AND POLICY PROCEDURE FOR

RECRUITMENT AND SELECTION POLICY NO 5.2.1
1.1

INTRODUCTION
Recruitment
Recruitment is searching for and attracting applicants external or internal
for position vacancies. New people are found and brought into the
organisation. A recruitment process involves communicating with actual or
potential position seekers, motivating them to apply and persuading applicants
that they really want to come and work for the organisation. The objectives are
to attract applicants of the right quality in the right number.
Selection
The selection process is a latter stage of recruitment. It involves choosing:

competent and qualified applicants suited to the position.

new members of the organisation.

Selection methods range across:

interviews the most popular and hence the skills of interviewing are
important
references
analysis of applicant career/life data
evaluation of applicant behaviour/performance in group activities
work attachments/experience (trial periods)
skill testing with task/work simulations e.g. typing, computer
programming, brick-laying and applicants making presentations etc
knowledge, aptitude and psycho-metric tests of various facets of knowhow, intelligence and personality.

Ethical Considerations for Recruitment and Selection Process

The outcomes from a selection process, as with any system, can only be as
good as the environment and the organisational culture in which they operate.
The employees who are delegated with the responsibility of making decisions
for recruitment, selection, promotions, transfers, acting arrangements should
consider the ethical issues surrounding their decision making process.
The ethical considerations involved relate to:
the principles of merit (choosing the best person for the job);
avoiding discrimination; and
providing natural justice and fair treatment.
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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

To use the selection process to unfairly advantage one applicant over another
can have a detrimental effect on peoples careers, morale and motivation, and
ultimately on the level of confidence that employees at large have in the
recruitment and selection processes.
It is worth noting that any person who uses the system to achieve a
predetermined result is engaging in improper and unethical conduct. It is an
abuse of trust that is no different from other forms of fraud or dishonesty and
therefore subject to disciplinary procedures.
Legislative Provisions
Local Governments need to be aware of the legislative provisions which
impact on the recruiting process. The City is subject to a combination of
Commonwealth and State laws which are outlined below:
The relevant Commonwealth legislation impacting on the recruiting process
is the:

Fair Work Act 2009

Age Discrimination Act 2004
Human Rights and Equal Opportunity Commission Act 1986
Equal Opportunity for Women in the Workplace Act 1999

The relevant Western Australian legislation is the:

Local Government Act 1995
Equal Opportunity Act 1984
It is important to be aware of the requirements of Section 5.40 in the Local
Government Act 1995 in relation to principles of recruitment of Local
Government employees.
5.40. The following principles apply to a local government in respect of its
employees
(a)
(b)
(c)
(d)

employees are to be selected and promoted in accordance with

the principles of merit and equity;
no power with regard to matters affecting employees is to be
exercised on the basis of nepotism or patronage;
employees are to be treated fairly and consistently;
there is to be no unlawful discrimination against employees or
persons seeking employment by a local government on a
ground referred to in the Equal Opportunity Act 1984 or on
any other ground;

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

(e)

(f)

employees are to be provided with safe and healthy working

conditions in accordance with the Occupational Safety and
Health Act 1984; and
such other principles, not inconsistent with this Division, as
may be prescribed.

Definitions
Principle
Standard
Merit

Merit Selection

Natural Justice

Patronage

Nepotism

1.2

Fundamental motives or reasons for action

Measures by which the accuracy or quality of others are
judged. Standards are measurable, auditable and mandatory.
Merit is a criterion which refers to the extent to which a
persons job related competencies match those genuinely
required for performance in a particular job. It is a relevant
judgement only when like can be compared with like.
Merit selection is selection of the best person for the job, purely
on the basis of job related criteria. The focus of a merit
selection process is on:
open competition with access for a wide pool of applicants;
what the job applicant possesses by way of demonstrated
skills, knowledge, qualifications, abilities;
the potential to develop these to the level required to
achieve outcomes expected from effective job performance.
Natural Justice is a term used to describe the process by which;
decision makers must act fairly and without bias;
a person should not be judged in his or her own cause;
all parties to the matter should be the opportunity to put
their case and all relevant arguments considered before a
decision is made.
all persons need to be informed of the basis of a decision
where that decision affects them.
Patronage is the bestowing of special favours in human
resource management decision. It is commonly related to
control of appointments and often made on political grounds.
Nepotism refers to patronage bestowed in consideration of
family relationship and not on merit. It usually refers to
appointments and preferential treatment.

RECRUITMENT PROCEDURES
To achieve the policys aims and objectives requires:

clear, relevant and current recruitment information which assists potential

applicants in their decisions whether or not to submit applications.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

1.3

current job specifications detailing the post title, its purpose, scope,
reporting relationships, duties and responsibilities (these must not contain
unnecessary or unjustifiable conditions or requirements).
Current non-discriminatory person specifications detailing the essential
skills, education and training, attitude, knowledge and experience directly
related to the job specification, and competencies needed for effective
performance (these will be used as the basis for the shortlisting of
candidates for interview).
application forms which are appropriate to the level of the post under
consideration.
internal and/or external advertisement of posts to stimulate satisfactory
numbers of suitable candidates at reasonable cost, and which clearly
reflects the competencies required for the job, rewards, and ensure
equality of opportunity.
the use of assessment techniques appropriate for the level and needs of the
job with such techniques being fairly and consistently applied and which
will permit selection decisions to be made on job related criteria.
the conduct of structured and systematic interviews by trained
interviewers to ensure non-discriminatory decisions are made using job
related criteria.
the use of references obtained and treated confidentially to inform the
selection decision, (one of which should be the current employer).
the use of a medical questionnaire, and medical references if the demands
of the job necessitate this.
the checking and validation of qualifications which are required for an
appointment.
appropriate checks on criminal convictions to be made.
the use of external assistance in the recruitment process where this is
essential given the level and/or nature of the post (to be agreed with the
Chief Executive Officer).
information on applicants being treated in confidence and restricted to
those involved directly in the recruitment process and its administration.
the accurate documentation of the recruitment process in a fair and
consistent way.

THE NEED TO RECRUIT

Generally the need to recruit arises from either:

a vacancy due to the departure of the incumbent; or

the creation of a new position through organisational expansion or
restructure.

Reviewing the position validity and organisational requirements when

examining the need to recruit is a sound human resource practice in order to
determine that the position is necessary to the City.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Points to Consider

1.4

document organisational recruitment policies and procedures, and relevant

Award requirements and make these available to all staff and potential job
applicants.
ensure that all management staff involved in recruitment are familiar with,
and use, the document.
ensure all management staff are trained in the use of the documented
process, and particularly in the practice of non-discriminatory language or
practice in the document.
ensure that there is no discriminatory language or practice within the
document.
when recruiting, take time to consider all possible sources of recruitment
and choose the most appropriate.
advertise internally, either before placing external advertisement or at the
same time as going outside.
consider the following options for internal advertising - noticeboards,
email, memos or staff circulars, newsletters, word-of-mouth - but ensure
that all staff receive sufficient notice of vacancies.

RECRUITING SOURCES
Local Governments provide a wide range of employment options. Attracting
quality employees provides a challenge for all Local Governments and needs
to be directed to different sources, depending upon the type of employee
required.

1.5

INTERNAL ADVERTISING
Local Governments policies vary in relation to internal applicants. Some
Local Governments advertise externally if there are no suitable internal
applicants. Internal advertising is inexpensive and will maximise the pool of
candidates. In addition, it provides current staff with opportunities to advance
or express their career aspirations.

1.6

EXTERNAL ADVERTISING
Newspapers are the popular recruitment sources, particularly in Local
Government. Media sources include:

The West Australian Large employment pages predominately on

Saturdays, with a smaller employment section on Wednesdays.
Professional appointments on Saturdays and Wednesdays.
Local
Government Vacancies Section on Saturdays. The WA Local Government
Association offers an advertising service to reduce costs and gain volume
discounts.
Sunday Times Employment section on Sundays.
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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

1.7

EMPLOYMENT AGENCIES

1.8

Community Newspapers Weekly newspapers circulate in local areas.

Advertising rates.
The Australian Major professional appointments and employment
section on Saturdays. Nation-wide advertising source.

Centrelink - Free service, useful for clerical and outdoor staff. Special
employment applicants are often available.
Local Government Workplace Solutions providing an exclusive service
to the Local Government sector and working with individual Local
Governments to find a cost-effective solution to their recruitment needs.
Schools, Colleges and Universities - useful for potential employees at base
grades and outdoor positions. Many schools and colleges will display
advertisements on notice boards. May be useful for Local Governments
wishing to employ persons for clerical positions who have undertaken/are
undertaking Local Government Clerical Traineeships.
Other - Tertiary graduates, traineeships, cadetships, apprenticeships,
community groups, disabled employment groups, Aboriginal employment
organisations.

INTERNET EMPLOYMENT SERVICES

There are several internet based employment services listed below, that have
an increase wide range of coverage, that can be targeted to applicants in
various areas:

1.9

SEEK
The Australian Local Government Internet Employment Directory website
(ALGIED)
Head Hunt Weekly.
Council Jobs.com
Career One
Wjobs.com.au (West Australian Newspaper)
The Local Government Workplace Solutions website.

ADVERTISING OF VACANT POSITIONS

Important elements to include in job advertisements:

Identify what applicants the advertisement is targeted towards.

Supply information about the requirements of the job.
Supply information about the Local Government.
Create interest in the mind of potential applicants.
Motivate a response.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Designing Job Advertisements

Local Governments should design an eye-catching layout.

Use the Local Government logo (if there is one) or emblem.
Allow a reasonable amount of space for the advertisement.
Once a suitable layout has been developed, use it as a proforma for all
advertisements.
Develop content using the position description and selection criteria.
Include:
1.
2.
3.
4.
5.
6.
7.
8.

Name of Local Government,

Position Title,
Brief description of Local Government, facilities available, etc
Describe position duties and responsibilities,
Specify the skills, qualifications and experience that are essential,
Specify the desirable skills, qualifications and experience,
Salary and employment condition details (benefits, location, etc),
Details concerning applications (contact name/number, address,
closing date, etc),

Decide on appropriate size of advertisement - senior roles generally

warrant larger advertisements.
Place your advertisement to gain maximum exposure - avoid off-peak
times and holiday weekends.
Select the best publication for the job - national, state or local community.
Select the best section of the publication - general employment, Local
Government vacancies, professional appointments, or lineage
advertisements.
Ensure that discriminatory language is not used in any form. Compose
advertisements in a way which ensures that there is no bias or
discrimination on the basis of sex, marital status, pregnancy, race, religious
conviction, political conviction, impairment or family responsibilities.
Provide existing employees with the opportunity to apply.

Proforma Advertisement
COUNCIL NAME [LOGO]
MANAGER ENGINEERING SERVICES
The (Name of Council) is a progressive Local Government with a population
of 8000. The Local Government Administration Centre is located in
Nameless 300 kilometres east of Perth. Council facilities include library,
swimming pool and a recreation centre. The City has excellent shopping
facilities and schooling from pre-school to third year high school.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

The Person
Must be a qualified engineer, preferably with a wide range of experience.
Eligibility or membership of the Institute of Engineers is essential.
The Position
Responsible for managing the Engineering Department, co-ordinating all
design, construction and maintenance. Local Government places a strong
emphasis on developing all staff and strong communication skills are
desirable.
Salary/Conditions
$70,000 per annum (negotiable). A fixed term contract for a five year period
is offered. A vehicle for business and private use will be provided. An
accommodation subsidy will be negotiated.
Intending applicants should obtain an information package by visiting Citys
website at www.vincent.wa.gov.au or by contacting (name and telephone
number). Written applications addressing the requirements of the position and
marked Confidential should be forwarded to the Chief Executive
Officer,City of Vincent, PO Box 82, Leederville 6903 by close of business
Friday 1 January.
The City of Vincent is an *Equal Opportunity employer. Canvassing of
Councillors will disqualify.
(for identified positions)
The successful applicant will be required to obtain relevant Police clearances
prior to commencing employment.
* To conform with the Equal Opportunity principles, advertisements must not
request information about the applicant which is not relevant to requirements
of the position. For example:

Applicants gender and gender history

Marital status (or other status, or plans)
Children (or plans to have them)
Other dependents
Childcare arrangements
Birthplace, racial or ethnic origin
Length of residency in Australia
Health/medical status or disability
Spouse, or spouses employment and/or salary
Sexual preference
Religious beliefs
Political beliefs/affiliations
A photograph
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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

1.10

PROCESSING APPLICATIONS
Key steps in the selection process:Where practicable, applicants should be requested to submit their applications
on an application form, together with a covering letter. Application forms can
be placed on the Local Governments internet site, if it has one.
Where possible application forms should be used to ensure that all applicants
are able to submit similar information in a consistent fashion. This will make
the shortlisting process easier.
It is more likely, however that applicants for middle to senior management
level positions will submit a full resume and a letter of application which
addresses the selection criteria designated in the job description.

Ensure that a person within the organisation is allocated the responsibility for
receiving applications, acknowledging and maintaining a system to deal with
applications. All information relating to applicants must be kept strictly
confidential.
Ensure that the person allocated the responsibility for receiving the applications
has appropriate time allocated and is available to receive telephone and over the
counter enquiries. Telephone enquiries must be handled in a non-discriminatory
manner and must maintain the equal opportunity policy of the organisation.

Where appropriate, prepare a package of information for potential applicants,

including:1.
2.
3.
4.

Position Description,
Selection Criteria,
Local Government Background Information (Annual Reports, Plans of
Principal Activities),
Application Form (if relevant).

A checklist on the front or inside of the job file is useful for ensuring all
applications receive equal and fair treatment.
See example Proforma
Recruitment Action Sheet at end of this Section.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Shortlisting is the process of comparing all applicants against the selection

criteria. The outcomes are:1.
2.

Unsuitable applicants are excluded.

Applicants warranting interview are identified.

This part of the selection process is used to rate applicants against the essential
selection criteria only.

Consider the purpose of using selection criteria

Selection Criteria can be a useful tool in short listing. It can offer more
extensive information about the applicant, examples of their achievements and
motivations for the position. However give the time it may take to complete
selection criteria it may also prove a disincentive for applicants to apply,
particularly if similar available positions do not require further paperwork.
Selection Criteria is not legally required for most Local Government positions
therefore, depending on how many applications are expected and the seniority
of the position, it may not be appropriate to require this of applicants.
Important Points:
1.

Where a large number of applicants meet the essential criteria, it may

be necessary to shortlist on the basis of the most competitive
applicants.

2.

Do not shortlist too few applicants. A number in the vicinity of 4 to 6

applicants is preferable.

The next step following shortlisting is to select the best qualified person to
meet the requirements of the position. This process can be by a selection
panel or one-on-one interviews, depending on the level of position involved.
Wherever possible, it is recommended that a selection panel is utilised when
conducting interviews.
1.11

SELECTION PANELS
The panel should always consist of more than one person (ideally three
persons) and members should be trained in interview techniques. Selection
panels are utilised to ensure an objective decision is reached.
A well balanced panel will include:

Trained staff both in selection techniques and equal opportunity principles.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

The person from the Local Government who has major responsibility for
human resources.
The immediate manager/supervisor of the vacant position (or at least
someone with a good knowledge of the position and its requirements).

Where appropriate, a gender balance and appropriate representatives from

special interest areas (eg non-English speaking backgrounds) should be
considered.
Shortlisting candidates
Once the interview panel has been set, they should individually read each
application and prepare their own short list against the selection criteria. The
shortlisting process should be carried out in a quantifiable manner using a
rating scale.
Once selected, shortlisted applicants should be advised of the details of the
interview.
Contact should be made with the applicants, either in writing or by telephone,
with a reasonable amount of notice of the interview being given. Details to
advise each applicant may include:
Date, time and venue for interview,
Names/positions of selection panel members,
Details of any information applicants may be required to bring to interview,
such as samples of written reports, originals of qualifications, drivers
licence.
1.12

SELECTION INTERVIEWS
Broad Objectives
The following broad objectives should be taken into consideration when
interviewing applicants:
Assessing the Applicant - this is an obvious objective, but not necessarily
the only outcome that has to be achieved.
Explaining the Job - The selection interview must be a two way process.
Applicants must be able to judge whether they fit the job and whether the
job suits them. They cannot do that if they do not understand what the job
comprises.
Selling the Organisation - Often the job interview is the first face-to-face
contact applicants will have had with an organisation. It is important to
promote the organisation as well as the position.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

It is beneficial for Panel members to meet prior to the interviews to agree on

the questions and the format for the interviews. An assessment matrix should
be complied for marking and a chairperson nominated.
Interview Phases
Interviews can be broken down into three distinct phases: Opening
Questioning
Close
Opening

Go out and greet the interviewee by name.

Try to put him/her at ease.
Show him/her where to sit.
Introduce the interview panel and explain why they are there. Example
Bill Brown, our Engineer, Mary Cook, our Corporate Services
Manager, etc
Explain how the interview will proceed, and its aim.
Discuss position outline.
Questioning
Ensure that interview questions have been prepared prior to the interview and
each panel member is aware of the questions each is to ask. An agreed
structure among selection panel members will promote a more productive
interview for all parties.
Examples

Discuss applicants education background and work history.

Explore applicants behaviour in work situations.
Provide the applicant with an overview of terms and conditions associated
with the position.
Field questions from the applicant on job activities, Local Government,
etc.
Allow the interviewee the opportunity to make a short presentation on
their application.
Allow sufficient time for full answers.
Dont do all the talking
Dont interrupt, but seek clarification if necessary.
Ask the same question of all interviewees it makes comparison easier.
Make sure the questions are relevant to the selection criteria

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Close

Summarise
Answer any other questions
Ask if the applicant wishes to add any further information, or ask any
questions.
Discuss employment conditions
Psychological Appraisals (where it has been determined and agreed to by
the applicant)
Credentials validated
Explain what will happen next, including timeframes for decision making
Thank the applicant for their time and attendance
Show the applicant out, and part amicably

Credentials Validating
There are some positions within Local Government that require a specific
degree, certification or licences. If specific credentials are required, the
relevant Manager should discuss this with the Manager Human Resources
when the position is being advertised.
It is the selection panels responsibility to secure and validate the relevant
credentials. When the shortlisted applicants are being invited to interviews for
the position, the applicants should be informed of the requirement to produce
original transcript of degrees, diplomas or licences for certification. It may be
outlined at the interview that the offer is contingent upon receipt of the
necessary documentation.
NOTE: if the City request transcripts they should be collected for all
applicants.
It is the responsibility of the chairperson of the panel to collect this
information and ensure that it is placed on the employee's personnel file.
Checklist for Conducting Interviews
Ensure the interview can proceed uninterrupted and in a room
without any distractions.
Ensure (if possible) that interviewees do not come into contact
with each other.
This is particularly important in Local
Government where certain positions are likely to attract applicants
from other Local Governments.
Prepare for the interview. Read the application and note matters
requiring clarification or more detail.
Allow the interviewee to fully explain the answers, without
interruption.
Allow the interviewee adequate opportunity to ask questions.

a
a

a
a
a

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Advise how the selection process will proceed and give realistic
timeframes on a decision.
Be thoroughly acquainted with equal opportunity principles. This
is particularly important with one-on-one interviews where the risk
of bias and discrimination is higher.
Arrangements should be made to ensure that persons with
disabilities are not disadvantaged.
As part of the interview process, credential verifications should be
conducted and applicants requested to bring along originals for
validation.

a
a
a
a

Interview Techniques
Questioning
There are a number of questioning techniques that can be utilised in an
interview situation. A mixture of techniques often provides the most
satisfactory means of gaining the information required to assess the skills of an
applicant. Research suggests that the most effective method of determining an
applicants performance in future positions is to use their past behaviour as an
indicator. In this regard, questions focussing on the applicants previous
methods of handling particular duties and situations should be incorporated
into the interview questions.
Other questioning techniques include:

Open Questions - These prompt open-ended responses rather than a

simple Yes or No. They encourage discussion, for example, What
do you find most satisfying about being a Supervisor?

Closed Questions - These prompt a specific response. They are used for
gaining particular pieces of information, an example is,Do you have a
current drivers license?

Probing Questions - These are a particular kind of closed question. They

are an essential tool to use for getting from the general to the specific and
for pursuing the logic of a discussion, for example, You mentioned that
you left your last position because of problems with your Manager. Could
you please outline these problems.

Reflective Questions - The interviewer takes what is being said and

reflects it back in a way that helps move the discussion forward, for
example, You asked what career opportunities we offer, what
opportunities are you looking for and within what timeframe?

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Hypothetical Questions - Posing speculative questions sometimes helps

people to think about issues they had not considered, such as Should
Local Government consider introducing benchmarking, what procedures
would you utilise to implement such a process?

Multiple Questions - Many interviewers ask a handful of related

questions at once, for example, Have you worked in a team environment
previously? What do you consider to be the most important elements of
successfully working in a team? How would you resolve an issue that
was hindering the output of the team?

Leading Questions These prompt a particular answer. They can be

used to force the interviewers view onto the other person, an example is,
Given your skills in planning, I assume you would have no objection to
chairing the Committee?

Listening
Listening skills are critical to effective interviewing. Improved listening can
be facilitated by:

Getting the Surroundings Right - Ensure you are comfortable and can
see and hear the applicant properly. Remove any distractions; shut the
door, divert telephone calls and arrange not to be disturbed.

Look Interested - The quickest way to alienate applicants is to look as if

you are uninterested in the response they are providing to your questions.
Maintain your concentration on their response.

Judge Content, Not Delivery - Some applicants (possibly through

nervousness) may be poor speakers. They may, however have something
significant to say. The listener should consciously dig for the content
under the poor delivery.

Taking Notes - Taking notes is an important means of maintaining

concentration and will assist you in your decision making processes at the
conclusion of the interview.

Use the Speed of Thought - We can all think about four times faster than
we can speak. Utilise this extra time by anticipating, summarising,
reading between the lines, thinking through and noting questions for later,
and so on.

Suspend Prejudice - Dont allow the fact that you disagree with the
applicant to make you disregard what they say. It is in these situations
that you need to listen the most.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

DURING THE INTERVIEW DO NOT :Ask questions about marital status or intentions, children or child
minding obligations, credit status, relatives or friends working for
the City, or any other personal information that is not relevant to
the position
For example, do not ask about any criminal convictions unless
they have been predetermined in the selection criteria to be
specifically relevant to the position e.g. home help, child care.

1.13

Make assumptions about applicants.

Ask multiple questions keep it one question at a time.
Talk too much the idea is to get the applicant to talk.
Ask leading questions.
Emphasise your own ideas and beliefs.

MAKING THE SELECTION AND OFFERING APPOINTMENT

After the interview the selection panel needs to determine the most suitable
person for appointment to the position. It also needs to ensure appropriate preappointment action.
The selection panel also needs to determine action if there is no suitable
applicant.
After all of the interviews are completed decide whether any of these
applicants are suitable for the position, based on the panel members
assessment of the applicants against the selection criteria.
If there isnt a suitable applicant, the panel may decide to:

Readvertise (perhaps more widely) and re-examine and modify the

position requirements.
Assess the best applicants ability to meet the position requirements if
supplementary training were provided.

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CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Applicants should be kept informed of the panels decisions, with unsuitable

applicants being advised that their application has been unsuccessful as
quickly as possible.
It there is more than one person who is considered to be suitable based on the
application and interview:

Check references
Obtain the results of skills testing (where required)
Psychological Appraisals (where it has been determined and agreed to by
the applicant)
If necessary, conduct a second interview. This can be useful if panel
members are of different opinions, or where difficulty is encountered by
the panel in making a decision.

Prior to a second interview, the panel should decide which aspects of the
applicants skills, experience or qualifications need further clarification.
Interviewees who are requested to attend for a second interview should be
informed of the reasons for this interview.
The second interview should follow the same format as the first interview.
Following the first interview, if only one person is considered suitable for the
position, the panel must:

Complete the selection process.

Skills testing (where required).
Psychological Appraisals (where it has been determined and agreed to by
the applicant).
Reference checking.
Pre-employment medical (where it has been determined and agreed to by
the applicant).
Police check (where it has been determined and agreed to by the
applicant).
Prepare a Selection Report/Recommendation, documenting details of all
applicants interviewed.
Offer the position to the preferred applicant. This is ideally undertaken
verbally to ensure that the person intends to accept the position, then
confirming in writing.
Prepare a Standard letter of appointment and/or Employment Contract.
Advise all other applicants that their application has been unsuccessful.
Advise appropriate officers for example, Payroll officer of the persons
appointment, commencement date and salary, IT officer for computer user
name and password etc.
Organise Induction.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

1.14

USING OTHER SELECTION PROCESSES

Psychological Appraisals
Psychological testing can be a valuable part of the recruitment and selection
process. It provides the opportunity of gaining objective information which, if
used appropriately can improve the effectiveness of the recruitment process,
and reduce the risk associated with selection decisions.
Whilst such information should not be considered in isolation, when combined
with other selection criteria such as qualification and experience, interview
performance, and reference checking, the overall recruitment process can be
enhanced. Only appropriate, qualified persons should be engaged and/or tests
procured from relevant qualified organisations. The tests selected will be
dependent upon the nature of the position being recruited.
Aptitude Tests
These tests attempt to measure special abilities that are used in specific
positions. They are related to such things as mechanical abilities, linguistic
abilities, dexterity, etc. These tests should only be used where there is an
appropriate, qualified person to perform the testing. Arrangements should be
made to ensure that persons with disabilities are not disadvantaged in tests.
APTITUDE TESTS OR PSYCHOLOGICAL APPRAISALS MAY SIMPLY BE ONE OF A
RANGE OF SELECTION TOOLS THAT COULD BE USED. WHERE USED, THEY SHOULD
NOT BE RELIED UPON AS THE SOLE BASIS FOR SELECTION.

1.15

REFERENCE CHECKING
Reference checks are an important part of the selection process as they provide
the selection panel with more information on which to make comparisons
between interviewed applicants.
The purpose of reference checking is to check facts provided by the applicant
(previous positions, the duties undertaken, skills and responsibilities, etc) and
to obtain an assessment from the referee as to the applicants suitability having
regard to the selection criteria. A useful means of obtaining this information is
to ask similar questions to those asked of the applicant at the interview. These
questions will already relate to the selection criteria and asking similar
questions of the referee will confirm the responses from the applicant.
Standard questions should be asked of each referee. The referee should be
allowed and encouraged to speak freely, therefore a free ranging conversation
beyond the selection criteria should not be stopped.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

The referee should be asked to provide factual information or to give examples

of observations made or opinions given about the applicant. These requests
should be made in a way that does not reflect doubt on the referee nor stops
the free flow of discussions.
The interviewer should not give opinions or in any way ask questions which
may lead the referee to reach a conclusion as to what the interviewer thinks.
The interviewer should ask the referee about the applicants weaknesses as
well as their strengths and equal opportunity principles must be exercised at all
stages of the selection process.
Referees/References
Notes on the referees comments would normally be taken during the course
of the discussions. In relation to this information, it should be noted that under
the Freedom of Information legislation, applicants have in the past been
granted access to referee reports and care should be taken when preparing such
notes. If the information obtained is highly sensitive, Local Governments
should be cautious about creating formal Local Government documentation, or
if this is done, what information the documentation contains.
One member of the selection panel should contact at least two persons who
have been nominated by the applicant.

Contact with referees should be made verbally, as soon as possible after

the interview. Reference checking is most effective by direct conversation
telephone contact is the most practical and economical.
Questions to be asked should be determined by the selection panel prior to
contact with the referee.
Questions asked should only relate to the selection criteria.
Notes of referees comments should be made for consideration by the
whole selection panel.

Treat reference checks with caution:

The present or previous employer may have different requirements,

standards or expectations from the applicant than that required of the
current vacant position.
The present employer may want to get rid of the applicant and therefore
give a glowing report.
The present employer may not want to lose the applicant and therefore
give a less than glowing report. Some of these biases can be controlled by
contacting a number of referees, if available.

Persons who have not been nominated as referees should not be contacted for
comments on applicants without the agreement of the applicant.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

This would break the confidentiality of the applicant, who must be able to
expect that their application will be treated in confidence. The applicant may
have good reasons for not wanting certain people to be aware of their
applications e.g. their current manager/supervisor, employer etc.
If a member of the panel wishes to make enquiries other than from the referees
provided, this may only be undertaken with the applicants prior approval.
Reference Checking Checklist
Has the applicant provided the names and contact details of at
least two referees?
Has the consent of the applicant been obtained to contact their
nominated referees?
Is the referee in a position to advise from first hand knowledge
the applicants previous position?
Have appropriate questions been prepared to be asked of all
referees which addresses the selection criteria?
1.16

a
a
a
a

SELECTION REPORT
It is advisable that the Panel prepare a selection report following the
interviews that provides quantifiable reasons for the decisions made. The
report will contain a recommendation and be signed off by the Panel
Members, then forwarded to the relevant Director and Chief Executive Officer
for final approval. A selection report should contain a comparative analysis of
each of the applicants and any areas of concern.
Other information to be provided includes:

1.17

A description of the position and selection criteria.

Outlines the process to date.
How the position was advertised.
How many applications received.
Make up of panel.
Time and place of interviews.
How many applicants were interviewed

PRE-EMPLOYMENT MEDICALS
Pre-employment medical checks of prospective employees can raise equal
opportunity, privacy, occupational health and safety and objectivity issues.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Whilst recognising that the majority of WA Local Governments require preemployment medicals to be undertaken by prospective employees, it is
recommended that medical examinations should only be undertaken for
legitimate job-related purposes and the reason for requesting the examination
should be clearly stated to prospective employees, preferably during the course
of the selection interview. Any examination should relate specifically to the
requirements of the job in question, which means that particular physical
attributes required for the job should be accurately identified beforehand.
Testing procedures should be fair and consistently applied.
For sedentary positions, it may be more appropriate for prospective employees
to complete a signed checklist detailing their medical fitness. Such a checklist
can require the employee to disclose any injury, illness or disability that is
likely to prevent them from carrying out the duties of the position.
Prior to the appointment to the vacant position being made, prospective
employees should undergo a pre-employment medical with a medical
practitioner or a group specialising in these types of medicals to ensure that
the person is able to perform the duties of the position to an established
standard.
Choose an appropriately experienced medical practitioner wherever possible
as not all medical practitioners are experienced in conducting non
discriminatory pre-employment medical tests.
Additionaly, ensure that the medical practitioner conducting the preemployment medical understands the genuine and reasonable job requirements
and the capacities required to perform them.
Ensure that applicants with disabilities/impairments are tested using any
service or facility which they would normally use to perform the essentions of
the job. For example, if an applicant uses a hearing aid or wears glasses, be
sure the applicant uses the aid or their glasses during the assessment.
Important Note
The Equal Opportunity Act prohibits discrimination in employment on the
grounds of impairment, except where the impairment prevents the person from
being able to perform the job. The standards established by the medical
practitioner must reflect what is required of the person to perform the work
involved. In many instances, this will involve discussions between the Local
Government and medical practitioner to ensure the practitioner is aware of the
work required to be performed. The medical practitioner will need to be
acquainted with the provisions of the Equal Opportunity Act in this regard.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

1.18

SECURITY/WORKING WITH CHILDREN CHECKS/POLICE

CLEARANCES
It is becoming common amongst Local Governments to undertake
security/working with children checks/police clearances of prospective
employees working in particular occupations such as with children, youth,
elderly and the disabled.
Whilst the WA Police Service does not "clear" individuals for employment
and licence purposes, the Police Service may provide a National Police
Certificate and a State Traffic Certificate. These certificates are available for
WA residents only. The following information outlines details on how to
apply for these certificates.
National Police Certificate
In response to a highly mobile population, the need to protect the vulnerable or
"at risk" members of the community and to cater for community expectation,
the WA Police Service has discontinued the issuance of a "State Police
Certificate" in favour of a "National Police Certificate".
A National Police Certificate lists your disclosable criminal history, recorded
in any Australian police jurisdiction. If you require this certificate, you must
apply in person at your local police station and provide suitable identification,
as detailed on the application form. Telephone enquires concerning the
criminal history of either yourself or another person will not be accepted.
The WA Police Service does not process applications for a National Police
Certificate from persons who reside overseas or interstate. Overseas
applicants must apply to the Australian Federal Police (AFP). Information and
application forms are available from the AFP Website, at www.afp.gov.au.
Interstate applicants must apply to their respective police jurisdiction.
State Traffic Certificate
A Traffic Certificate will list your traffic history, recorded by the WA Police
Service. There is currently no provision for the issuance of a National Traffic
Certificate.
If you require the State Traffic Certificate, you must apply in person at your
local police station and provide suitable identification.
Police Clearance
The City of Vincent will require all future employees, who are appointed to
positions providing services to youth, children, the disabled and elderly and
where cash handling is undertaken or involving Ranger/Security duties, to
obtain a current Police Clearance.
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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

The Chief Executive Officer may, at his/her discretion, determine a position to

have a pre-requisite of a Police Clearance. The requirement to undergo a
Police Clearance will be indicated on the Position Descriptions of relevant
positions and will also be included in the Selection Criteria.
The cost of the Police Clearance is to be borne by the employee. Police
Clearances will be required to be updated on a regular basis, as considered
necessary by the Chief Executive Officer.
Spent Convictions
Under the provisions of Section 7(1) of the Spent Convictions Act 1988 only
'lesser convictions' can be spent by the WA Police Service, after a time period
of 10 years plus any term of imprisonment that may have been imposed (see
application form for further restrictions).
A lesser conviction is one for which imprisonment of 12 months or less, or
a fine of less than $15,000 was imposed.
All other convictions, such as 'serious convictions' applicable under Section
6 of the Spent Conviction Act 1988 can only be spent by applying to the
District Court.
Applicants to have 'lesser convictions' spent must provide suitable
identification and have details confirmed by a suitable witness.
All applications must be on the official form and can be lodged at any WA
Police Station.
No application fee is applicable.
Under Equal Opportunity legislation, it is possible to discriminate on the
grounds of a criminal conviction, however from an industrial relations
perspective, Local Governments requiring prospective employees to produce
police clearances would need to ensure that the information contained in a
persons police record was used appropriately and competently and that the
person was not unfairly denied employment.
It is recommended that Local Government considering the adoption of a policy
requiring all or prospective employees in certain occupations to produce a
police clearance prior to employment should ensure that the requirement for
the production of such a clearance is clearly conveyed to relevant prospective
employees, either by inclusion in the job advertisement and/or the job
description/selection criteria documentation.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Employers have an obligation to use any information obtained regarding a

prospective employee in an appropriate and competent manner. Should a
persons police record indicate a previous criminal conviction, then the
employer would need to make a judgement as to whether the conviction relates
to the requirements of the job in question. In this instance, it may be
appropriate for the employer to discuss the details of the police record with the
prospective employee prior to making a judgement.
Working With Children Checks
The City of Vincent will require all future employees, who are appointed to
positions providing services to youth and/or children to eligible to obtain a
Working With Children Check.
The Chief Executive Officer may, at his/her discretion, determine a position to
have a pre-requisite of a Working With Children Check. The requirement to
be eligible to apply for a Working With Children Check will be indicated on
the Position Descriptions of relevant positions and will also be included in the
Selection Criteria.
The cost of the Working With Children Check is to be borne by the employee
and will be required to be renewed on expiry.
Refer to Policy 5.2.4 Working With Children and Police Checks for
comprehensive details
1.19

TEMPORARY (MAXIMUM TERM) APPOINTMENTS

The City is often required to make temporary (maximum term) appointments
to staff new/specific projects, for a specific period or meet seasonal demands.
It is important that temporary (maximum term) appointments are identified
and administered appropriately. It is essential to provide a clear indication to
the employee in a fixed term position that the employment contract is not of a
continuing nature. Temporary (maximum term) employees should be advised
in writing of the terms and nature of their employment. Information which
should be included:
The position.
The salary to be paid for the period e.g. an hourly, weekly or fortnightly
rate of pay.
The duties to be performed (the amount of details will depend on the type
of position).
The specific period of employment, i.e. the commencing and cessation
dates.
The hours to be worked. If the hours are to be flexible, this should be
indicated.
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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

No indication of ongoing employment should be mentioned.

If the position is subject to permanent recruitment the temporary employee
will be able to apply for the permanent position on the same basis as all
other applicants.
Even if there may be a further period of temporary employment the
employee should not be given the expectation that they will automatically
move into this position.
Some Industrial Awards contain provisions dealing with maximum term
contracts and/or temporary employment. Such provisions should be consulted
prior to any temporary appointment. Care should also be taken to distinguish
between temporary employees and casual employees who are generally hired
on an hourly or daily basis.
1.20

PARENTAL LEAVE (Maternity, Paternity and Adoption Leave Maternity Relief)

In accordance with the Local Government Industry Award and the Fair Work
Act (NES), all employees on the completion of 12 months continuous service
or more including eligible casuals, whether full-time or part-time, who
become pregnant are entitled to parental leave.
Any employee engaged as a relief/temporary contract to replace an employee
during a period of maternity leave should be informed of the reason for the
nature of the relief/temporary contract, including the right of the employee on
maternity leave to return to the position at any time during such leave, and that
this may cause termination of the contract before the completion of its term.

1.21

INDUCTION
Induction is a structured and consistent process to ensure the effective
integration of employees into the Local Government.
It is important that all new employees be advised of the Councils policies and
procedures and the employee be trained to ensure they have the skills and
knowledge to carry out their job effectively. By providing early familiarization
of new employees with their position, colleagues, conditions, physical work
environment and the standards expected of them, they have a firm base for
their employment with the City. A sound induction process makes it easier and
faster for the new employee to be familiar with the City, their position and
rights and responsibilities as an employee. They also have a clear
understanding of their new employers expectations of them.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

PROFORMA APPLICATION FORM FOR EMPLOYMENT

Position applied for

Permanent

Position No.

Temporary

Full Time
Part Time
PERSONAL DETAILS

Surname

Given Names

Preferred Title:Mr/Mrs/Miss/Ms
Other____________________________________________________________
Address

Telephone No. (Home) _______________ (work) ____________________

(mobile) _______________________

EMPLOYMENT HISTORY
Current/Most Recent
Employer

Position

Reason for
Leaving

Responsible to
Name & Job Title

Second Most Recent

Position

Reason for
Leaving

Responsible to
Name & Job Title

Third Most Recent

Position

Reason for
Leaving

Responsible to
Name & Job Title

From

To

From

To

From

To

Page 28 of 38

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Referees List names, addresses and telephone numbers of referees who have
supervised your work and whom we may contact.
1.
2.
3.
DRIVERS LICENCE INFORMATION
Drivers License No:

Classes:

Expiry Date:

EDUCATION/TRAINING
Secondary
HIGHEST LEVEL ATTAINED

YEAR

SCHOOL
SUBJECTS TAKEN IN LAST YEAR

Post Secondary
Please list any technical training, professional qualifications and/or special skills
training.
Institution

Subjects Taken

Year

Results

Current Studies

Qualifications (List any professional or trade qualifications currently held) Are your
qualifications registered in Western Australia?

Page 29 of 38

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Equipment/Machinery Usage
Please list any work-related equipment and/or machinery you can operate (ie office
equipment, industrial equipment, specialised machinery etc).

ADDITIONAL INFORMATION
When would you be able to commence employment?
If employed, minimum period of notice required:
Is there any factor which causes you to take frequent time off work or effects your
ability to perform the duties?
YES
NO
Comment: (Optional)
Note: any offer of employment is subject to a pre-employment medical to ensure
fitness to undertake the position applied for.
Are you aware of any other factor(s) which are or may be relevant to your
employment?
YES

NO

If yes, please provide details______________________________________________

_____________________________________________________________________
Is there any factor which could prevent you working reasonable overtime either in the
evening or on weekends, if required?

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

THE FOLLOWING QUESTIONS ARE OPTIONAL AND NEED NOT BE

COMPLETED. NON-COMPLETION OF THESE ITEMS WILL IN NO WAY
PREJUDICE YOUR APPLICATION FOR EMPLOYMENT.
Do you speak any language other than English?
Sporting interests/hobbies
Membership of professional bodies:
Any further information you may wish to provide in support of this application

DECLARATION
I certify that the foregoing information is, to the best of my knowledge and belief, true
and accurate. I understand that the Organisation reserves the right to verify all
information in the application and that false information will be sufficient reason for
my rejection as an applicant or my dismissal if employed by the Local Government.

Signature of Applicant

Date

Page 31 of 38

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

PROFORMA LETTERS TO APPLICANTS

Proforma 1 - Acknowledgement
Dear
(Position Title and Number)
Thank you for your recent application for the abovementioned position.
Your application is currently being assessed against the selection criteria and I
anticipate that interviews for shortlisted applicants will be conducted within the next
two weeks.
In the meantime, please do not hesitate to contact _____________________________
should you have any queries relating to your application.
Proforma 2 Arranging Interview (if not conducted by telephone)
Dear
(Position Title and Number)
Further to your application for the abovementioned position, I would like to invite you
to attend an initial interview. The details of the interview have been arranged as
follows:
Date:
Time:
Venue:
Names/Positions of Selection Panel Members:
I look forward to discussing the position with you. Please advise me if this
arrangement is unsuitable and we will endeavour to arrange a mutually convenient
time.
As part of the interview process, credential verifications will be conducted, kindly
bring along originals for validation.

Proforma 3 - Unsuccessful Applicants

Dear
(Position Title and Number)
Thank you for your application [and for subsequently attending an interview (if
applicable)] for the abovementioned position. Due to the high standard of applicants
for this position, the task of selecting a suitable person was not an easy one and I
regret to advise that your application was unsuccessful in this instance.
I would like to take this opportunity of again thanking you for your interest and wish
you every success in your career endeavours.

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

RECRUITMENT ACTION SHEET

ACTIVITY

COMPLETION DATE

PERSON
RESPONSIBLE

Prepare Position Analysis, Position

Description and Selection Criteria

Advertisement Placed

Information Packages Dispatched to

Potential Applicants (Including Job
Description, Selection Criteria and
Promotional Material)

Receive Applications Acknowledge

(within 48 hours)

Shortlist Applicants

Interviews Arranged

Interview Panel Preparation Completed

Interviews Undertaken

Successful Applicant/s Advised

Unsuccessful Applicants Advised

Page 33 of 38

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

PROFORMA - PRE-EMPLOYMENT MEDICAL REPORT

The aim of this Pre-Employment Medical Questionnaire is to ensure that applicants
physical and other related abilities are matched to the medical and fitness standards
for the particular duties of a job.
Pre-Employment Medical Questionnaires are necessary to determine that:

The applicant is able to productively carry out the duties of the position safely.
There is no risk of aggravating a pre-existing medical condition.
The applicant should not, because of a medical condition, increase risk to other
employees, equipment, products or the general public.

Confidentiality
The Pre-Employment Questionnaire is treated as a confidential document and access
is limited to a need to know basis. In the event of you being employed, this form
will be retained on a confidential file. The Local Government reserves the right to
refer to the information in the event of an accident, sickness, injury or claim for
workers compensation. The information may also be used for other purposes, if so
required by law.
Important Notice
To assist the Local Government in assessing your medical fitness for employment,
you must answer the questions contained in this questionnaire truthfully and to the
best of your knowledge.
Failure to disclose any relevant matter relating to your health may result in your
not being employed by the Local Government and, if already employed by the
employer, your employment may be affected and rights to workplace
compensation compromised.
Name of applicant:
Date of birth:

Sex:

Address:
Telephone number:
Position:
Department/Location:

Page 34 of 38

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Position Requirements (to be completed by the Local Government)

The position involves the following duties:














Keyboard/mouse use.
Lifting.
Driving.
Operating heavy machinery.
Sitting for extended periods.
Repetitive physical actions.
Workshop activity.
Working in remote locations.
Working with animals.
Working under pressure of constant deadlines and/or in the resolution of conflict.
Activities where hearing protection is required.
Other ___________________________________________________________

Applicants Present Health Status

Yes

No

Please give details where

appropriate

Are you currently attending a medical practitioner?

Are you at present on any medication or treatment prescribed
by a medical practitioner, which may affect your work
performance?
Do you have any eyesight defects other than those corrected
by glasses?
Do you have any hearing problems?
Do you have any defect of speech or communication
problem?
Do you have any physical disability necessitating special
aids, or requirements for access to premises?
Do you have any other health problems, which may effect
your work performance?

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CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

Medical History
To assist a medical practitioner in providing an opinion on suitability for the position applied for,
please complete the following section. Do you have or have you had any of the following conditions?
If the answer is yes, please provide details in the comments section below.
Number
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31

Condition

Yes

Vision problems that cannot be corrected by prescription glasses

Ear conditions, hearing loss, deafness or tinnitus (ringing in ears)
Do you have a fear of heights or confined spaces?
Hay fever, sinusitis, severe headaches
Asthma, Bronchitis, Pleurisy, Coughing, Breathlessness, Tuberculosis
(TB) or other lung complaints
Heart disease, heart attack, heart complaint
Blood pressure, heart irregularities, rheumatic fever
Anaemia, bleeding disorders, other disorders of the blood
Coughing up blood
Chest pain
Arthritis
Bone or joint problems
Broken bones, fractures or dislocations
Any joint pain or injury
Muscle, tendon or ligament problems
Pains, aches, numbness or weakness in the neck, shoulders, arms, hands
or fingers
Feet, ankle, knee problems
Strains or sprains
Back complaint / back injury
Recurrent headaches, migraine
Head injury
Severe anxiety, depression, other psychiatric disorder
Paralysis or other neurological disorder
Epilepsy, fainting, fits, blackouts or dizzy spells
Diabetes, thyroid problems, gallbladder problems or other gland
problems
Stomach or duodenal ulcers
Any skin conditions
Allergies to drugs, animals etc
Any sporting, vehicle or work-related illness or injury
Any alcohol or drug related problems or illness
Any other medical condition, physical or mental, not mentioned above

Page 36 of 38

No

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

For any question above answered yes, complete the table below. If you need more space than is provided here,
please write on the back of the page.
Number
Duration and Dates of Condition
Current Status

Applicant Declaration
I hereby declare that:

I have read and understood the conditions on this form.

I have read the position description and selection criteria outlining the primary tasks of this
position.
I understand that, if employed, the information I provide will be retained on my employee file and
that the employer reserves the right to access and use the information, in the event of an accident,
injury, sickness or claim for workers compensation or for any other reasonable purposes, if so
required by law.
I consent to the Local Government and its medical representatives obtaining or exchanging further
medical information from my treating doctors or other health practitioners, if required for the
purposes of this assessment.
My answers relating to my medical and employment history are true and complete to the best of
my knowledge. Furthermore there is nothing else regarding my health, well being or ability to
carry out the potential role which the Local Government or its medical advisers may need to know
to assess me for the position(s) I have applied.
I am fully aware that if I fail to disclose any relevant mater relating to my health, which renders me
incapable of properly fulfilling the duties of the position, the employer may not employ me and if
already employed by the employer, my employment may be summarily terminated.
I understand and agree that this report and any related health information provided may be
supplied to the Local Government and its medical advisors.

Name of applicant:
Signature:

Date:

Assessment of Medical Practitioner

Applicant name:
Date of Birth:
Position:

Page 37 of 38

CITY OF VINCENT POLICY MANUAL

CHIEF EXECUTIVE OFFICER - HUMAN RESOURCES
RECRUITMENT AND SELECTION
POLICY NO: 5.2.1

In my opinion, the above is:





Medically suitable for employment in the proposed occupation

Medically unsuitable for employment in the proposed occupation
Medically suitable for employment in the proposed occupation, subject to the following
conditions:

Name of Medical Practitioner:

Signature:

Date:

Page 38 of 38