Applying for a job involving selection criteria is something of an art.

CareerOne Editor Kate Southam advises that there are specialist books on the subject that you can buy or ask your local library to get in for you.

The Selection Criteria Toolkit by Dawn Richards and published by Woodslane is a good example. A CareerOne contributor, Dawn’s latest book is Get that Government Job.

Amanda McCarthy of AJM Solutions is another CareerOne contributor. A few years back Amanda kindly wrote a detailed article on selection criteria that you will find below. It is very long but still relevant so take a look.

Background

In the private sector the resume is commonly used to cull and shortlist candidates for jobs. In the public sector, the most important thing is how well a candidate addresses the selection criteria. If your written responses don't address the requirements you may not get an interview even if you have the most dazzling resume.

It's generally a requirement for public sector panels to use at least one "screening" and one "selection" tool to assess candidates against the selection criteria. The most common selection tools used in the public sector include the written application and the interview.

Selection criteria are standards that measure a candidate's "abilities", "skills" and "knowledge". They are generally contained within the job description or may appear in the online advertisement. Both the selection criteria and job duties outline the minimum requirements necessary to do the job.

There are two types of selection criteria "essential" and "desirable".

Essential

You must be able to address these selection criteria in order to apply for the job. It is mandatory.

Desirable

It's important and advantageous to address these selection criteria - particularly if you have the skills, qualifications or knowledge. In a competitive job market, applicants that can meet both essential and desirable selection criteria will invariably have a greater chance of being short listed.

Examples of selection criteria

• Demonstrated ability to deliver a timely service to customers.
• High level organisational and coordination skills.
• Ability to work successfully both independently and as a member of a team.
• Well-developed written and oral communication skills.
• High-level conceptual, analytical and problem solving skills.

Deciphering selection criteria

The term selection criteria often conjures up feelings of frustration and anxiety for most job seekers. Long, wordy and cryptic selection criteria can dissuade candidates from applying for public sector jobs at all. It does not need to be a difficult process if you break down the selection criteria into manageable parts. The best approach to tackle selection criteria is to underline the key phrases first to find out what the selection criteria is asking you to do and then identify any key words/skills/abilities.

Underlining key phrases

Step 1 is to underline the key phrases contained within the selection criteria. Use the key phrases list below to decipher the selection criteria terminology. Key phrases will generally be the first one or two words of the selection criteria, however they may be scattered throughout the selection criteria.

Examples:

Example 1

High level communication skills with the capacity to prepare and produce reports.

In this example, "high level" means you must be able to give examples that demonstrate you have the advanced knowledge, skills and abilities required and a track record of being effective in a specific area. "Capacity to" means you have the necessary skills but you may not have applied them in the working world.

Example 2

Knowledge of or the ability to rapidly acquire knowledge of word processing and spreadsheet packages.

In this example "knowledge of" means you have been trained in a particular area or you have worked in a particular area and you have gained the knowledge required in the process. "Ability to rapidly acquire" means you must be able to prove that you are able to acquire knowledge or have the capacity to learn quickly within short timeframes.

Example 3

Demonstrated ability to manage a project team. This means you must provide specific examples from your work experience that demonstrate your practical skills and abilities in managing a project team.

Identifying key words/skills/abilities

Once you have underlined the key phrases, it is critical to identify the key words/skills and abilities contained within the selection criteria. Ask yourself the following:

• What high level skills are critical to do this job?
• What do they want me to have the capacity to do?
• What do they want me to have a knowledge of?
• What do they want me to demonstrate?

By asking these questions you will find it easy to locate the key words, skills and abilities that you will need to address in your written response. This step is an integral part of the process. If you fail to identify all the key words you will have only partially met the selection criteria. EXAMPLES:

High level communication skills with the capacity to prepare and produce reports.

Question: What high level skills are critical to do this job? Answer: communication skills

Question: What do they want me to have the capacity to do? Answer: prepare/produce reports

Example

Knowledge of or the ability to rapidly acquire knowledge of word processing and spreadsheet packages.

Question: What do they want me to have knowledge or potential knowledge of? Answer:

word processing/spreadsheet packages

Example

Demonstrated ability to manage projects and work as part of a team

Question: What do they want me to have a demonstrated ability of? Answer: project management/teamwork

Key words and phrases in selection criteria

"Appreciation of" means that you are required to make a value judgement about the content of the matter.

"Awareness of" means that you need to demonstrate familiarity with the topic to a small extent

"Ability or ability to" means you must display your potential to perform a task you may not have performed before.

"Ability to rapidly acquire/capacity to" means you must be able to prove that you are able to acquire what is required.

"Capacity to" means you need to have knowledge or have the capacity to learn quickly or within short timeframes. "Capacity to" suggests that you have the necessary skills but may not have applied them practically.

"Basic understanding" means that you are required to have a general understanding or know the basic concepts.

"Capacity" means that you have the ability or are qualified to perform a task.

"Demonstrated" means you must be able to give specific examples from your work

"Proven experience" means you have work experience that demonstrates your practical skills and abilities.

"General knowledge" means you must possess a basic knowledge of the topic and can apply the information broadly.

"Knowledge" means you must be able to show familiarity with the content of the material gained from learning and experiences.

"High level /superior/" means you must be able to give specific examples that exhibit well developed/advanced knowledge, skills, abilities and effectiveness in the given area.

"Mandatory/possession" means it's obligatory to have this in order to apply for the position eg accounting degree, bachelor of education and so on.

"Sound knowledge" means you need a good working knowledge or are able to provide detail to prove you have the knowledge required.

"Thorough knowledge/Extensive Knowledge" means you must have a comprehensive grasp of the information.

"Understanding" means more than knowledge. It requires you to comprehend the matter and show an understanding of its significance.

Writing specific examples

The BEST method outlined below is an effective tool to construct your response to any selection criteria where you are required to demonstrate or prove your experience.

Best Method stands for: B-Brainstorm your ideas. Think about your work experience. E-Example. Use an example and outline what happened. S-Step by step process. List what you did step-by-step. T-The outcome. Highlight what the end result or outcome was.

Example

This outlines the specific example and provides some background information on the situation. Tell the reader what happened and provide some background or context.

Step by step process

This is the most challenging component of the method. It requires you to outline step by step how you handled the specific situation. List any actions you undertook to resolve the situation.

Step by step processes may include: Steps taken to resolve a customer's complaint How a project was managed/planned successfully Process used to negotiate with a client

The Outcome

It is always important to mention what the outcome was. Think about the end result and highlight whether or not it was successful or effective. If the outcome was not successful, then list what you learnt from the process.

When applying the step-by-step in an interview situation use a specific example

Outline the process used or demonstrate how you performed the task. Pretend the panel members have never performed that task before. Your example should be clear, succinct and highlight step by step what you did. Mention an outcome or end result.

An example of the BEST method has been included below:

Brainstorm your ideas

Example

"In my role as Recruitment Consultant at Company X, I had the responsibility to manage a bulk recruitment exercise for a Banking and Finance client. It was my role on this project to manage the process, co-ordinate the operations and liaise with the client." Step by Step Process

The following is the step-by-step process I undertook to ensure that the project ran to schedule:

Defining the project

During the initial phase of the project, it was important to meet with the client face to face to define the scope of the project and clarify objectives. This process involved goal setting, setting timeframes for the project, and identifying resourcing and budgetary requirements. After the initial meeting, I established that 30 call centre staff were to be recruited and the recruitment methodology was to comprise of a phone interview, a role play, a group assessment, psychometric testing and reference checking.

Planning

During the second phase of the process I developed a recruitment methodology and ensured all project members were briefed on the nature of the project and were aligned with the client_s goals. I asked the team for ideas and information and encouraged them to take ownership of the project. The next step was to break the project into manageable parts, develop timeframes and daily targets. It was essential to develop a weekly timetable so that project members were aware of what was happening each day and in what order (eg step 1 was to resume screen all applicants, step 2 was to phone screen shortlisted applicants etc). I looked at individual team member_s strengths, allocated tasks and empowered staff to take responsibility for parts of the project. I also ensured that project members were given opportunities to learn and develop. For example if a project member had limited exposure to role playing, I ensured that there were opportunities to observe. I then devised in conjunction with the team a streamlined process to monitor and track all applications. Daily targets were set and timeframes developed. It was also instrumental to develop a contingency plan and identify risk management strategies.

Feedback and monitoring

During this phase, I facilitated daily communication and feedback sessions with the team. This was critical in order to monitor the project_s progress and identify any problems. There was constant liaison with the client to keep them abreast of any changes in the overall development of the project. It was important to be flexible during this stage as timeframes were often extended, project plans were amended and processes were modified and improved.

Completion of the project

During the final phase I evaluated the success of the project from a team perspective. Team members participated in a brainstorming exercise where both positive and negative parts of the project were highlighted. I compiled an written report for the client and collated raw data and scores into an excel spreadsheet outlining the ratings and rankings for each applicant. The client was also sent an evaluation sheet for feedback on the success of the bulk recruitment exercise.

The outcome

My ability to manage and contribute effectively to the project was validated by: Completion of the project on time and on budget. Positive verbal and written feedback from the client.

How do I format my Public Sector written application?

How you format your written application is essential.

• Keep your application simple and well presented - this will inspire the selection panel to want to read more.
• Fancy presentation folders and expensive paper are immaterial and generally an unnecessary expense.
• Panel members generally prefer stapled applications printed on white crisp paper. The following are useful tips to capture the attention of a public sector recruiter.
• Always type and number your selection criteria at the top of the page.
• New selection criteria should be listed on a new page.
• Bold the selection criteria to make it stand out from the rest of the text.
• Type your name, job reference number and position title in the header and include page numbers in the footer.
• Use lots of white spacing - makes it easier on the eye.
• Dot points can be used as a substitute for large amounts of text/use short paragraphs to emphasise specific points.
• Some Departments will specify word limits for the selection criteria - do not exceed the required length specified.
• As a general rule the average length per selection criteria should be around 1 - 1.5 pages. Where practicable, try not to write more than 2 pages.
• Always type your application - it looks more professional.
• Use standard typefaces such as Arial and Times New Roman (11 or 12 font size)
• Use sub headings.

TY97/200 Administration Officer Bea Successful

SC1 Proven ability to work effectively as part of a team.

Working as part of a team I believe to be an effective team member you need to:

• Align yourself with the goals of the team
• Contribute to decision-making
• Share the workload
• Be flexible
• Be open and receptive to others ideas

I have demonstrated my ability to work effectively in a team by participating in the SAP upgrade project. It was my role in this project to (write )

The step-by-step process I undertook to ensure I was an effective member of a team was (then write a few lines description).

The results were (write a few lines description)

Public Sector Interviews - what to expect The interview is a tool that is used to select the most meritorious person for a job. Interviews are designed to find out information about you. It is through well-constructed questioning techniques that the selection panel can elicit the following information: WHO you are what skills, abilities, knowledge, qualifications and relevant work experience you have had and WHY you are the best person for the job.

The interview also allows you to:

• Sell yourself in person Clarify and expand on information contained within the written application It also serves as a validation tool for the panel to confirm that the contents of the written application are true and accurate.
• Information you should know prior to the interview

When you are contacted for an interview, the panel should provide you with a host of information such as:

Selection criteria weightings (if applicable); The selection panel may use a numerical rating scale to rate the importance of each selection criteria (eg 10 may be most important and 1 may be least important). This information is useful, particularly when you are managing your preparation time. Always allocate more time and energy to selection criteria worth the highest weightings.

Day, date, time and venue for the interview;

Number of people on the panel and the panel members names; Take note of all panel members names and use this information to personally greet all interviewers on the day. This demonstrates initiative and creates a favourable impression.

Format and duration of the interview; Some panels allocate time for candidates to preview interview questions prior to the interview (perusal time). It is important to establish if this will be the case and confirm the duration of the interview.

Other materials to bring (evidence of qualifications, samples of work etc);

Selection tools being used to assess performance;

There are a multiplicity of selection tools which panel members can use for screening and selection. Before the interview it is essential for you to know what tools you will be assessed against. Common public sector selection tools include the interview, practical tests, assessment centres, presentations, case studies and psychological tests)

• Any special requirements (ie interpreter, wheel chair access);
• Total number of shortlisted applicants.
• Format of the Interview

Public Sector selection panels comprise of a chair of the panel and panel members. The chair of the panel is generally the manager of the work area where the position is vacant, the second panel member is often the specialist in the field (e.g. IT, HR, Marketing) and the third person is independent of the work area and sometimes can be a representative from Human Resources. Selection committees generally comprise of a minimum of 2 members, including the chairperson.

The composition of a selection panel should include gender and target group representation where practicable.

Some panels may take turns in asking you separate questions. It is important to maintain eye contact with all panel members and shift your glance accordingly.

Always be prepared for multi-faceted, behavioural or scenario type questions.

Most panel members tend to write copious notes during the interview unless they have a scribe. Panel members have a large administrative burden and are accountable for recording and documenting your responses in the interview.

Panels will often read the selection criteria first before asking the interview question.

Some panels allow perusal time prior to the interview to help counteract anxiety and stress. This is at the panel’s discretion and is not a mandatory public sector requirement. During perusal time, candidates have the opportunity to read the interview questions in advance and take notes. Perusal time can vary from 10-30 minutes depending on the complexity of the questions and the seniority of the positions.