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					                                                       Key Capabilities for Selection Panels Matrix

Capability                                                                                   Behavioural Indicators
                                                             Good Practice                                                                          Poor Practice
People and Communication          Works flexibly with other panel members and is constructive and candid                Is inflexible with other panel members and is adversarial in discussing
                                   about discussing and reaching agreement for a selection decision. Can                  selection decisions.
                                   discuss candidate performance constructively and in meaningful terms.
                                                                                                                         Is not able to discuss candidate performance candidly, tends to concede
                                  Can discuss related information clearly, including conflicts of interest and the       to the views of the other panel members.
                                   decision making process, and presents information clearly in selection
                                   reports

                                  Shows concern for the effect of own behaviour on others. Uses perception              Does not recognise, or is oblivious to the effect of own behaviour on
                                   to adapt own behaviour and communication style accordingly.                            others. Is inflexible about adapting behaviour and communication style.

                                  Is able to communicate flexibly with different people from different                  Is uncomfortable and ineffective at communicating with people from
                                   backgrounds and with various communication styles (verbal and non-verbal)              different backgrounds and communication styles.

Flexible Interviewing             Uses the interview as a valid and separate source of information (from other          Uses the interview to confirm a first impression, favourable or
                                   information obtained) and integrates it with all other available information           unfavourable, based on previous written information.
                                   obtained through other selection methods.

                                  Uses a range of different listening` and questioning styles for interviewing          Listening and questioning styles are inflexible, so that only a particular
                                   people from diverse backgrounds, so that all candidates can perform at their           type of interviewee can perform at their best.
                                   best.

                                  Uses flexible listening and questioning styles that allow applicants to do            Dominates/does most of the talking and does not allow the interviewee
                                   most of the talking, and allows enough time to assess answers. (eg. Tell me            enough time to answer questions fully or to speak freely. Impedes the
                                   about your most successful project and what made it work?)                             panels ability to make fair (and accurate) assessment.


                                  Structures questions based directly on selection criteria. Uses questions to          Uses a rigid, or over-simplified, questioning format that ignores individual
                                   act as a guide only, for focusing the interviewees’ response to a particular           differences. Does not ask further, probing questions and as a result more
                                   criteria. (eg Tell me about your last job?) Where necessary, uses further,             reliable information is not obtained.
                                   probing questions to obtain more reliable information. (eg You mentioned
                                                                                                                         Asks difficult questions first, without establishing rapport
                                   team responsibilities?)

Fair Assessment                   Assess information objectively, free from bias, in order to evaluate candidate        Gives different ratings/weightings for the same selection method or piece
                                   performance and based on selection criteria                                            of information, either intentionally or unintentionally

                                  Weighs positive and negative informative objectively based on the                     Weighs information based on personal likes and dislikes
                                   selection criteria

                                  Uses consistent assessment rating/weightings for each applicant and
                                   outlines this in the application package

Ethical Decision Making           Is fair, unbiased and puts aside own agenda for the benefit of the                    Does not declare conflict of interest, including personal relationships with
                                   organisation                                                                           applicants
(Adapted from ethics survey
questions)                        Declares any potential conflict of interest, including personal relationships         Allows relationships with family, friends, colleagues to influence selection
                                   with applicants                                                                        decision

                                  Models ethical behaviour which is aligned with the public sector standards
                                   for code of conduct and applies this to recruitment and selection processes
                                   and decisions

Diversity and Self Awareness      Understands how a panel members’ personal biases, values and views can                Pre-judges applicants based on factors not related to the selection criteria.
                                   affect the validity of assessment methods and equal employment                         (Eg.   physical appearance/ability, age, sex, race, verbal/non-verbal
                                   opportunity. Does not form a ‘stereo-type’ of an ideal applicant. Self                 behaviour, social/cultural background, psychological preferences etc)
                                   monitors to minimise potential impact to the applicant

                                  Is objective, and does not make casual, interpretations, about first                  Over-emphasises the importance of first impressions and uses these to
                                   impressions                                                                            strongly influence final selection decision


                                  Is aware of the impact of own behaviour , including non-verbal, on applicant          Is unaware or unperturbed by the impact of own behaviour on applicant
                                   performance. Adapts own behaviour and communication style accordingly                  performance.


Strategic Thinking                Uses strategic knowledge and understanding to align recruitment exercises             Is unable to translate government compliance policy, relevant legislation
                                   with government compliance policy, legislation and organizational goals,               and organisational objectives, including for workforce diversity, into
                                   including for workforce diversity and equal employment opportunity                     recruitment needs to meet the organisational requirements.

Job Knowledge                     Understands the functions, tasks and responsibilities of the job                      Does not understand the functions, tasks and responsibilities of the job
                                                                                                                          and uses irrelevant factors, (or criteria) not related to the job, in the
                                  Understands the crucial job elements for employee performance, skills and
                                                                                                                          selection decision.
                                   capabilities, in relation to organisational effectiveness

                                  Is able to use the above for the capability assessment of applicants
                                                             Choosing a Panel
                                                                Checklist

People and Communication

       Works flexibly with other panel members and is constructive and candid about debating and reaching consensus for a selection decision.
       Can discuss candidate performance constructively and in meaningful terms.

       Shows concern for the effect of own behaviour on others. Uses perception to adapt own behaviour and communication style accordingly.

       Is able to communicate flexibly with different people from different backgrounds and with various communication styles (verbal and non-
       verbal).


Flexible Interviewing

       Uses the interview as a valid and separate source of information, and integrates it with all other available information obtained through
       other selection methods.

       Uses a range of different listening and questioning styles for interviewing people from diverse backgrounds, so that all candidates can
       perform at their best.

       Uses flexible listening and questioning styles that allow applicants to do the majority of the talking, and allows enough time to assess
       answers. (For example - Tell me about your most successful project and what made it work?).

       Structures questions to act as a guide only, for focusing the interviewees response to a particular criteria. (eg Tell me about your last job?)
       Where necessary, uses further, probing questions to obtain more reliable information. (eg You mentioned team responsibilities?).


Fair Assessment

       Assess information objectively, free from bias, in order to evaluate candidate performance and based on selection criteria.

       Weighs positive and negative informative objectively based on the selection criteria.

       Consistently uses assessment rating/weightings for each applicant.


Ethical Decision Making (adapted from ethics survey questions)

       Is fair, unbiased and puts aside own agenda for the benefit of the organisation.

       Declares any potential conflict of interest, including personal relationships with applicants.

       Models ethical behaviour which is aligned with the public sector standards for codes of conduct and applies this to recruitment and
       selection processes and decisions.


Diversity and Self Awareness

       Understands how the panel member’s personal biases, values and views can affect the validity of assessment methods and equal
       employment opportunity. Does not form a ‘stereo-type’ of an ideal applicant. Self monitors to minimize potential impact to the applicant.


       Is objective, and does not make casual, interpretations, about first impressions.

       Is aware of the impact of own behaviour , including non-verbal, on applicant performance. Adapts own behaviour and communication style
       accordingly.


Strategic Thinking

       Uses strategic knowledge and understanding to align recruitment exercises with government compliance policy, legislation and
       organizational goals, including for workforce diversity and equal employment opportunity


Job Knowledge

       Understands the functions, tasks and responsibilities of the job.

       Understands the crucial job elements for employee performance, skills and capabilities, in relation to organisational effectiveness.

       Is able to use the above information for the capability assessment of applicants.

				
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