View Current

Talent, Recruitment and Appointment Procedure

This is not a current document. To view the current version, click the link in the document's navigation bar.

Section 1 - Introduction

(1) The University of Newcastle (University) aims to recruit, assess, select, appoint and onboard the best possible candidates in a timely and cost effective manner.

(2) This document outlines the procedural requirements for the recruitment, assessment, selection, appointment and onboarding processes of professional, teaching and academic staff.

Top of Page

Section 2 - Scope

(3) This Procedure applies to the recruitment, assessment, selection, appointment, and onboarding of all staff across the University's domestic campuses, centres and University Institutes, including continuing, fixed term, casual, contingent and senior executive staff appointments.

(4) This Procedure does not apply to the recruitment, assessment, selection, appointment and onboarding of staff for:

the University's controlled entities;
off shore campuses;
academic staff seeking appointment to a higher academic level in their current role (please see Academic Promotion Policy);
honorary academic appointments (please see Honorary Academic Titles Policy);
Laureate Professor appointments (please see Appointment as Laureate Professor Policy); or
volunteers (please see Volunteer (including Volunteer Researcher) Policy).

(5) This procedure must be read in conjunction with the Talent, Recruitment and Appointment Policy.

Top of Page

Section 3 - Definitions

(6) In the context of this document the following definitions apply:

Term	Definition
Centre	Means University centres as defined by the Guidelines to define Units, Centres and University Institutes.
Continuing employment	All employment that is not contingent, fixed-term or casual employment, and for which there is no set date for the employment to cease.
Fixed-term employment	Employment for a specified term in accordance with the relevant Enterprise Agreement.
Casual employment	Employment paid on an hourly basis in accordance with the relevant Enterprise Agreement.
Sessional academic appointment	Employment of casual academic staff in accordance with the Academic Staff and Teachers Enterprise Agreement.
Contingent employment	Employment provided from identifiable funding external to the University (not being an operating budget) for the life of a specific task or project or for the duration of funding in accordance with the relevant Enterprise Agreement. Such employment has no fixed end date.
Senior executive appointments	A senior executive appointment may include: Deputy Vice-Chancellor; Pro Vice-Chancellor; Chief Operating Officer; Global Innovation Chair; Global Innovation Professorial Fellow; Head of School; University General Counsel; Chief Financial Officer; Chief People and Culture Officer; University Librarian; University Secretary; Director; General Manager; or other comparable roles.
Redeployment	Where a detached staff member (as referred to in the relevant staff Enterprise Agreement) seeks redeployment within the University's redeployment timeframe.
Request	The formal request to recruit for a position or appoint a candidate.
Appointable candidate	A candidate who has been assessed through a competitive recruitment process and as a result is considered to be suitable for appointment to the role.
Categories of merit	The categories of merit that candidates are to be assessed against include: skills and knowledge; competencies; qualifications; leadership capabilities; previous experience; and demonstrated potential.
Identified position	A position which requires a particular attribute (genuine occupational requirement) such as Aboriginal or Torres Strait Islander, gender, disability etc.
Targeted position	A position that does not require a particular attribute but the University seeks to appoint from an under-represented group such as a specific gender, or Aboriginal or Torres Strait Islander candidates.
Market Loading	A discretionary market loading, or monetary allowance, where there is a clear need to enhance the University’s competitive position in response to market forces.
University Institute	As defined by the Guidelines to define Units, Centres and University Institutes.

Top of Page

Section 4 - Planning to Recruit

(7) Recruitment to a role will generally be in response to a current vacancy, impending vacancy or the creation of a new position.

(8) The Hiring Manager should consult with Human Resource Services and their Finance Business Partner to assess the hiring need and obtain financial approvals.

(9) The Hiring Manager will consult with Human Resource Services, if required, on the Selection Committee composition and engage with the selected panel members. If the position is an identified position or targeted position, the specific diversity group must be represented on the panel.

Role Design

(10) A Position Description (PD) is required for all appointments that will be greater than six (6) months. The Hiring Manager is responsible for the development of the PD, with support from Human Resource Services if required.

(11) The PD will be reviewed and/or evaluated by Human Resource Services in the following circumstances:

the position is new; or
there has been significant change to the existing position.

(12) A Statement of Duties is required for all appointments less than six (6) months, which should describe the key activities and responsibilities for the role. The Hiring Manager is responsible for the development of the Statement of Duties, with support from Human Resource Services if required.

Recruitment and Sourcing Strategy

(13) Human Resource Services in consultation with the Hiring Manager will determine the most efficient and cost-effective recruitment and sourcing strategy. Recruitment and sourcing strategies may include but are not limited to (with the exception of Clause 15):

Table A - Recruitment and Sourcing Strategy Type

Strategy Type	Description
Internal competitive recruitment	For appointments where the role is open to candidates University-wide.
External competitive recruitment	For appointments where the role is open to candidates both University-wide and externally.
Intra-team recruitment	For appointments where the role is open to candidates from within the team where the role exists; which may be a specific team, Unit/School or College/Division. This may also include an Expression of Interest process for secondment.
Direct appointment	Appointment of a candidate who has been identified based on their specialist skills and knowledge.
Sessional Academic Expression of Interest (EOI)	To create a register of suitable sessional academic staff, open to candidates both University-wide and externally that may be appointed on a casual basis for up to twelve (12) months. Generally, an EOI will be conducted annually.
Appointment by invitation	Used in exceptional circumstances for the appointment of outstanding academic, teaching, or professional staff where the appointment is important to the strategic direction and reputation of the University, and the candidate to be appointed has been identified. This may include: a. where the proposed appointment is required in a short timeframe to secure an outstanding candidate or to meet urgent or critical operational needs; b. where the proposed appointment would provide a major competitive advantage to the University; c. where any breach of confidentiality would place the appointee and the appointment at risk; or d. in other exceptional circumstances. Appointment by invitation must be approved by the Vice-Chancellor.
Executive search firm or recruitment agency engagement	An external provider is engaged, at an additional cost to the University (costs to be distributed), to identify potential candidates and/or provide other specialist support throughout the recruitment process.

Top of Page

Section 5 - General Procedural Requirements

(14) The Hiring Manager is responsible for obtaining approval to recruit from an appropriate delegated authority.

(15) Advertising of positions must be in accordance with the provisions of the Talent, Recruitment and Appointment Policy and the relevant enterprise agreement.

(16) Where a suitable candidate has been identified for direct appointment this may be approved by a delegated authority in the following circumstances:

the appointment is not a result of a previous competitive process whereby the candidate was identified as an appointable candidate;
the appointment is less than six (6) months with an option to extend for a further period that does not exceed twelve (12) months in total;
the appointment is less than twelve (12) months when a specific skill set is needed for a strategic project, with the option to extend this for a further period of 12 months as approved by the Division or College Leader;
the appointment is a casual appointment of up to twelve (12) months; or
the appointment is for a grant or contract funded role of less than or equal to three (3) years. A request to appoint for the duration of a grant over three (3) years can be made to the Pro Vice-Chancellor for approval.

(17) An exception to extend a direct appointment may be approved by an appropriate delegated authority (see Delegations Register).

(18) For recruitment to grant funded positions, the Hiring Manager must ensure compliance with the grant funding guidelines and conditions of the award. This includes, but is not limited to:

verifying the candidate is permitted to be employed using funds awarded from the grant; and
ensuring that where a specific Researcher is named in a grant application, that their recruitment is through direct appointment.

Appointment by Invitation

(19) An appointment by invitation must be initiated in writing by an Executive or Senior staff member to the Vice-Chancellor for approval.

(20) The Vice-Chancellor will consider any relevant material which may include but is not limited to:

a statement by the Executive or Senior staff member as to why the nominated candidate is important to the strategic direction and reputation of the University;
the individual’s curriculum vitae and qualifications;
a brief statement from the candidate (if requested by the Vice-Chancellor);
written referee reports from at least two (2) referees as determined by the Executive or Senior staff member in consultation with the Vice-Chancellor; and
other documents that may be requested by the Vice-Chancellor.

(21) The Vice-Chancellor will either approve or not approve an offer of employment in consultation with the Chief People and Culture Officer.

Top of Page

Section 6 - Sourcing

Advertising

(22) Prior to advertising a position, the Hiring Manager, in consultation with Human Resource Services will determine:

the key requirements of the role;
the ability to consider non-Australian working rights candidates;
equity, diversity and inclusion considerations; and
associated remuneration and benefits, including if a market loading is applicable.

(23) Internal advertising will be used where required by the relevant staff Enterprise Agreement and the Talent, Recruitment and Appointment Policy.

(24) An advertising campaign may include internal and external job postings, including online and other mediums.

(25) A job advertisement will be prepared by the Hiring Manager or Talent Acquisition Specialist in a timely manner. The Talent Acquisition team will arrange advertising for all competitively recruited positions and when support is requested by the Hiring Manager.

(26) Appropriate adjustments will be made during the application process for candidates who have a disability or require cultural considerations.

(27) All candidates will receive an acknowledgement of their application.

Top of Page

Section 7 - Assessment and Selection

(28) The minimum assessment and selection techniques to be used are shown in Table B. Where an exception to these is to be made, approval will be required by the Senior Manager, Talent Acquisition.

(29) Candidates must be assessed and selected based on the categories of merit for the role ensuring a fair and equitable process.

Table B – Selection and Assessment Techniques

Level / Role Type	Minimum Selection Techniques	Optional Assessment Techniques
All positions	Interview/formal discussion Two (2) Reference Checks (except for intra-team recruitment who do not require a reference check) Required pre-employment checks Job talk – required for academic roles above Level B and above where the appointment is greater than or expected to be greater than 12 months, and is not a research only or grant funded position with 10% or less teaching time. Benchmarking report – required for academic roles above Level B and above where the appointment is greater than or expected to be greater than 12 months, and is not a research only or grant funded position with 10% or less teaching time.	Initial Screening interview Site visit Meet and greet(s) Leadership assessment Work sample test Seminars/presentation Skills assessments Background screening Psychometric or other testing Follow up interview Pre employment medical assessment

Selection Committee

(30) A Selection Committee is required for competitive recruitment processes when there are more applications received than positions available (except for casual employment appointments).

(31) Selection Committees (regardless of position level or classification) must:

for all positions:
1. include representation from a specific diversity group if the position is an identified or targeted position; and
2. ensure all members have completed relevant training at least annually as defined by the Chief People and Culture Officer, to ensure understanding of critical considerations such as bias and diversity awareness;
for non-academic positions:
1. comprise a minimum of three (3) members, with gender balance unless otherwise approved by the Senior Manager, Talent Acquisition (please see Gender Inclusive Membership of University Committees Policy);
2. have an appointed Chair who is at least one (1) level above the advertised position;
3. include one member who is external to the work unit recruiting who is nominated by the Chair and who may be external to the University;
4. ensure all members are at or above the level of the advertised position, except where specialist knowledge in a field or role is required;
for academic positions:
1. comprise a minimum of four (4) members, with gender balance unless otherwise approved by the Senior Manager, Talent Acquisition (please see Gender Inclusive Membership of University Committees Policy);
2. comprise members who are at or above the level of the role being recruited;
3. include an internal expert and external panel member (external to the unit/School);
4. include the Pro Vice-Chancellor Indigenous Strategy and Leadership where the position is an Indigenous targeted position;
5. comply with the Academic Position Selection Committee roles in Table C below.

(32) The Selection Committee must abide by the Conflict of Interest Policy and Conflict of Interest Procedure.

Table C – Academic Position Selection Committee Roles

Role	Level A-C	Level D	Level E
Chair	Must be the Head of School, as nominated by the Pro Vice-Chancellor.	Must be the Pro Vice-Chancellor.	Must be the Vice-Chancellor, unless a Deputy Vice-Chancellor is nominated by the VC.
Minimum Membership Requirements	PVC (College or other) Deputy Dean / Assistant Dean Teaching or Research Senior lecturer external to the College in which the appointment is to be made Any additional members as appointed by the Pro Vice-Chancellor or Vice-Chancellor (as appropriate)	Head of School, Institute or Centre Deputy Dean / Assistant Dean Teaching or Research Professor external to the College in which the appointment is to be made Any additional members as appointed by the Pro Vice-Chancellor or Vice-Chancellor (as appropriate)	Deputy Vice-Chancellor Pro Vice-Chancellor (College and/or other) Head of School, Institute or Centre Deputy Dean / Assistant Dean Teaching or Research Professor external to the University appointed by the convenor (as appropriate) Senior business/industry person appointed by the convenor (as appropriate) Any additional members as appointed by the Pro Vice-Chancellor or Vice-Chancellor (as appropriate)

Shortlisting

(33) Shortlisting will be undertaken by either:

the Selection Committee if convened;
the Talent Acquistion team, who will provide a list of potentially suitable candidates to the Selection Committee for consideration;
the Hiring Manager; or
a recruitment agency or executive search firm if engaged.

(34) Applications from candidates who meet the categories of merit requirements for the position, but do not hold Australian working rights must be referred to Human Resource Services for the purposes of seeking further advice.

(35) At the conclusion of shortlisting, all candidates must be advised of the progress of their application.

Interview

(36) An interview or formal discussion provides an opportunity to ask questions, seek clarification and gather information from candidates on their ability to meet the required categories of merit as described in the Position Description or Statement of Duties.

(37) Appropriate adjustments during the interview process will be made for candidates who have a disability or require cultural considerations.

(38) The Selection Committee Chair, with the support of the Talent Acquisition Specialist if requested, will prepare suitable questions for interview.

(39) Each candidate must be provided with the opportunity to present additional relevant information and ask questions during the interview.

Optional Assessment Techniques

(40) A range of assessment techniques may be used to form part of the assessment and selection process at the discretion of the Selection Committee Chair or Hiring Manager.

(41) Optional assessment techniques are to be coordinated by the Talent Acquisition team.

Reference Checks

(42) A minimum of two (2) reference checks is required for all appointments, with the exception of intra-team recruitment where a reference check is not required. The reference checks should provide sufficient information to confirm the candidate meets the categories of merit requirements of the Position Description or Statement of Duties.

(43) Reference checks must be conducted before an offer of employment is made.

(44) The Selection Committee Chair (or nominee) or the Hiring Manager will complete reference checks for the appointment.

(45) An interviewer or Selection Committee member cannot be a referee, unless otherwise approved by the Senior Manager, Talent Acquisition.

(46) Evidence of completed reference checks will be provided to Human Resource Services for record management purposes.

Selection

(47) At the conclusion of all assessment and selection techniques, all available information gathered on each candidate will be considered and the Selection Committee (if convened) or Hiring Manager will:

determine which candidate(s) meet the requirements of the role and can be deemed appointable;
where there is more than one (1) appointable candidate, rank the candidates in order of suitability for the position;
seek further information on a candidate to make a determination, which may include additional assessment techniques; and/or
deem a candidate not appointable if they do not demonstrate the required categories of merit for the role.

(48) If a Selection Committee is convened, the Chair:

will provide their feedback following the comments from other Selection Committee members; and
will ensure a Selection Committee Report is prepared and endorsed by all committee members at the completion of the recruitment process.

(49) As part of the selection process, each candidate found appointable may be considered for the same or similar role for a period of up to six (6) months following the recruitment process if not appointed. This excludes sessional academic appointees who may be appointed up to the term of the EOI register. In these circumstances reference checks and other mandatory checks must be completed prior to making an offer of employment.

(50) If no candidate is deemed appointable, the recruitment and sourcing strategy should be reviewed and recommenced in consultation with the Talent Acquisition Specialist.

Top of Page

Section 8 - Appointment and Onboarding

Approval

(51) Appointment of a preferred candidate must be approved by a delegated authority prior to the issue of an offer of employment (see Delegations Register).

(52) Where the candidate is to be based primarily outside Australia during their employment with the University, the Hiring Manager, in consultation with Human Resource Services and Financial Services, will ensure that all health and safety, legal, national security, taxation and employment risks associated with the candidates appointment are addressed and mitigated where required. The Hiring Manager will seek additional approval to appoint such a candidate from an appropriate delegated authority.

Pre-employment Checks (excluding references)

(53) Human Resource Services will conduct all necessary pre-employment checks prior to commencement of the successful candidate, this may include but are not limited to:

Identity checks;
Working rights checks;
Criminal records checks;
Medical checks;
Verification of qualifications;
Working with Children checks; and
Designated Security checks.

(54) Appointments are conditional upon the satisfactory outcome of any pre-employment checks.

Market Loading

(55) Where the Selection Committee determines that a market loading is essential to secure the preferred candidate, the Chair must recommend the market loading, and its duration, to the relevant delegated authority.

(56) Extensions to market loading payments must be approved by a relevant delegated authority.

Offer of Employment

(57) A letter of offer will be prepared and checked by Human Resource Services, authorised by the delegated authority and provided to the preferred candidate in a timely manner.

(58) Where the candidate is not an Australian resident, the necessary consultation regarding Australian working rights must occur with Human Resource Services prior to a Letter of Offer being prepared.

(59) Details of relocation assistance offered to the candidate must be included in the offer of employment.

(60) The letter of offer must be signed by the candidate and returned to Human Resource Services prior to commencing employment with the University.

(61) Where the preferred candidate declines the letter of offer, the Selection Committee Chair may:

progress to the next appointable candidate (pending mandatory pre-employment checks);
reconvene the Selection Committee; or
review the recruitment and sourcing strategy, in consultation with Human Resource Services.

Onboarding

(62) All appointed candidates are required to complete onboarding activities.

(63) The Hiring Manager or their nominee, in conjunction with Human Resource Services will coordinate onboarding activities to ensure the candidate is provided with appropriate tools, information and resources in readiness to commence employment with the University.

(64) The Hiring Manager or their nominee will engage with the appointee prior to their commencement, to confirm the details for their first day and ensure a smooth transition.

(65) The Hiring Manager or their nominee is responsible for ensuring the candidate is provided with an appropriate induction relevant to their role, team and work environment.

Top of Page

Section 9 - Secondment

(66) Secondments are available to staff to provide development opportunities that may enhance career prospects.

(67) Secondment arrangements must be agreed to by all parties within 10 working days. Where agreement cannot be reached, the Chief People and Culture Officer will make a determination.

(68) A secondment letter of offer, including conditions of the secondment, will be prepared by Human Resource Services, authorised by the delegated authority and provided to the preferred candidate.

(69) Commencement in the new position will occur two (2) weeks after agreement with relevant parties.

(70) In exceptional circumstances, the Chief People and Culture Officer may approve:

a further extension up to a twelve (12) month secondment period; and/or
an extension to a secondment period beyond twelve (12) months.

Inbound and Outbound Secondments

(71) Secondments in and out of the University are generally based on mutual agreements between the staff member, the University and the external organisation.

(72) A business case for an inbound or outbound secondment will be prepared by the Head of School, supervisor or equivalent in consultation with Human Resource Services.

(73) A relevant delegated authority will either approve or not approve the secondment.

(74) If approved, the Head of School, supervisor or equivalent will prepare the inbound or outbound secondment agreement using the template on the Legal & Compliance website.

(75) The details and conditions of the secondment including return arrangements will be agreed to in writing prior to commencement.

(76) Candidates engaged by the University via an inbound secondment agreement are required to complete all onboarding and induction activities in accordance with Clauses 62-65 of this Procedure.

Top of Page

Section 10 - Record Keeping

(77) Records are retained by Human Resource Services for all stages of the recruitment, assessment, selection, appointment and onboarding processes in accordance with the Records and Information Management Policy.

(78) All recruitment records pertaining to the recruitment process must be provided to Human Resource Services at the time of the request to appoint a candidate.

Top of Page

Section 11 - Relaxing Provision

(79) During organisational change, recruitment processes designed to cover the requirements of the change process will be described in the proposal paper regarding the change, and administered in line with the relevant staff Enterprise Agreements and the principles of the Talent, Recruitment and Appointment Policy.