Selection and Appointment Guide for Chairs of Selection Committees by guy25


									Selection and Appointment Guide for Chairs of Selection Committees - General Staff


Please read this guide prior to convening the selection committee and commencing the
selection process.

As a selection committee member your responsibility includes:

         Making a recommendation to select an applicant who meets or exceeds the
          selection criteria
         Attending a recruitment and selection training session or being competent in
          recruitment and selection and familiar with current practices at UWA. Chairs are
          expected to have attended a session
         Applying the Selection Policy Principles
         Reviewing the selection and appointment process on the web for the latest updates
         Preventing discriminatory practices
         Applying the Vision and Values and the General Capabilities expected of all
          University staff

Based on the assessment and recommendations made by you and your selection committee,
the University will make an offer of employment. This is a significant commitment of the
University's financial, management, training and other resources to an individual. Sound
business practice requires that the selection process provide a clear basis for entering into
such a commitment. It needs to be well documented so that selection decisions are capable
of review.

While applicants are no longer required to submit a specific written statement
addressing the selection criteria, the selection criteria for a position enable the selection
committee to assess the relative merit of applicants. Applicants are required to submit their
résumé and a covering letter to demonstrate that they have the required capabilities to meet
the selection criteria for the position. Alternative options include submitting a mini-statement
with one or two specific examples to meet the critical selection criteria or provide a full written
statement addressing each selection criterion.

If the selection criteria in the Position Description (PD) have not been reviewed and updated,
or are not well understood by the committee, you could recruit the wrong person for the
position. If the selection criteria are not reviewed in light of future ―fit‖ with your current team
and your business direction, you could recruit the right person for now but the wrong person
for tomorrow. An example of poor ―fit‖ includes recruiting someone who prefers to work
independently when the role requires a team leader to engage, support and problem solve
with staff. Refer to Preparing to Recruit and Attract Staff policy to obtain information on
managing the selection criteria (under development).

Details of the University's policies and procedures regarding recruitment and selection can be
located on the web. You may also wish to refer to the Fast Track Appointment policy of
professional and general staff (under development).

For further information on, or assistance with, the selection process please contact the
Human Resource Adviser  6488 4273. For further information or assistance with
appointment matters please contact the appropriate Human Resource Officer (Contact

The following documents are appended to this guide to assist the selection committee with
the selection process:

Appendix 1 – Assessment Matrix Example
Appendix 2 – What applicants need to include in their application…What the selection
                 committee looks for
Appendix 3 – Sample Interview Questions

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Appendix 4 – Conducting Interviews & FAQs
Templates – Assessment Matrix; Selection Report


Flowchart of Process

                                        STAFF SELECTION
          General Staff                                               Academic Staff

                                         Approval to Fill a

       Position Description                                          Position Guidelines
        - selection criteria                                          - selection criteria

                                            Search Plan

                                         those identified in
                                         search processes

                                          Keep applicants

                                       Selection Committee:
                                  Prepare assessment matrix
                                  Confirm use of rating scale
                                  Short list
                                  Interview(s)
                                  Work tests (presentation)
                                  Checks – referees (assessors),

       Forward to Immediate               Write Selection             Forward to Standing
       Manager then Director                  Report                  Selection Committee


                                           Approval of
                                         Appointment and
                                           Offer Made

1. Starting up

    1.1. Manager responsible for recruiting staff

         The manager is responsible for applying the Preparing to Recruit and Attract Staff
         Policy, including:

                   Ensuring that the Position Description is up-to-date and the selection criteria
                    meet the demands of the role.

                    This saves time in the long run because it helps to ensure that those who
                    apply will have the required capabilities and that those who do not have the

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                  required capabilities do not apply. If you anticipate an overwhelming number
                  of applications review the selection criteria to narrow the field of applicants.
                 Preparing a search plan for senior roles and ―hard-to-fill‖ (or any) positions to
                  identify the target group and recruitment and advertising strategies. Refer to
                  the search plan examples in Preparing to Recruit and Attract Staff (under
                  development) procedures.

    1.2. Setting up a selection committee

         Aim to start the process as early as possible and establish your selection committee
         and selection processes by the day after the closing date for applications. Determine
         the date at which the position should be filled and work back from this date.
         Remember that some applicants need to give four week‘s notice. Anticipate at least 4
         weeks from the closing date for applications.
         Set up your committee in relation to the requirements of the position. Does the role
         need to work with students, peers, cross-functional teams, collaborative agencies?
         Invite committee members who will make an effective contribution.
         As the Chair, set up a Selection Committee comprising of up to three members
         including at least one:

            Female and one male to provide gender balance and consider diversity
            Person with detailed working knowledge of the requirements of the position,
             preferably the immediate supervisor/manager
            Member from outside immediate work area who acts as the independent member

         The overall manager of the work area may not necessarily be involved in the
         selection committee. An informal meeting with the manager, after the selection
         committee has completed the selection process, may be more appropriate. The role
         of the independent member is to ask questions about the process, provide objectivity,
         and provide support in reviewing and assessing applicants - particularly with respect
         to the non-technical selection criteria.
         Those with a close personal relationship with an applicant are normally excluded
         from membership of the selection committee. However, if they are the most
         appropriate person for the committee, they are required at the outset to declare their
         relationship to the applicant to the committee. If a committee member is a referee for
         a short-listed candidate then they will need to provide a reference prior to the
         interview process.
         Check your diaries and allocate time for the processes.

    1.3. Responsibilities of the chair and selection committee

                 To maintain confidentiality at all times
                 To determine the time needed to conduct the selection processes and the
                  availability of the committee
                 To agree on the behaviours that support the selection criteria, the use of
                  rating tools, selection techniques and interview questions or other evaluation
                  tools prior to commencing interviews
                 To decide on the sequence of events and who will assume which role (e.g.
                  who scribes, who does the introductions and who closes the interview) and
                  ask which questions
                 To structure interviews and work tests consistently
                 To confirm referee and background checks
                 To provide feedback to applicants
                 To ensure the process is completed within a reasonable timeframe

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    1.4. Applicant details and confidentiality

         After the closing date for receipt of job applications, arrange for them to be collected
         from Human Resources, 1st floor, Motorola Building. Late applications will be on-
         forwarded to the work area and can be accepted by the selection committee up until
         the interview stage at the discretion of the work area. Work areas with hard-to-fill
         positions may choose to have a nominal closing date for advertising, enabling
         acceptance of applications at any time until such time the position is filled. Please
         direct queries to HR Assistant, Applicant Tracking,  6488 7893. Enclosed with the
         job applications are two documents: Statement of Confidentiality and
         Recommendation to Offer New Employment Contract.
         Ensure Committee members read and sign the Statement of Confidentiality. All
         proceedings related to the selection and appointment of staff are strictly confidential.
         Access to all papers, including applications, is to be limited to members of the
         selection committee and the committee's secretary (if applicable).
         Deliberations and decisions of the committee must not be discussed outside the
         committee without the specific authority of the Chair. Applicant enquiries about the
         progress of the selection process or the deliberations of the selection committee are
         referred to the Chair for reply.
         Ensure the Applicant Details form, which is contained in the application package sent
         to applicants, is completed for both internal and external applicants.
         The Recommendation to Offer a New Employment Contract is completed as the final
         step in the selection process. This form is enclosed with the job applications.

2. Selection steps

    2.1 Keeping applicants interested

         Become familiar with the attractions that the job, work area and University have to
         offer and be prepared to ―sell‖ the benefits to applicants. This is a competitive
         employment market so applicants will be expecting to hear what you have to offer
         and compare this against other organisations. Refer applicants (and members of the
         selection committee) to the staff career opportunities brochure at the careers web
         Provide the staff career opportunities brochure to applicants at the interview.
         Make applicants feel welcome – provide beverages, private environment and polite
         conversation before commencing the formal interview.
         For international and national applicants, consider providing a preview of the campus
         and working facilities and introducing them to staff over coffee as well as reviewing
         available relocation support. Sending applicants a copy of the UWA promotional DVD
         or emailing the link will provide an audio-visual context.
         For applicants from remote locations consider video-conferencing or telephone
         contact to keep in touch and for the interview.
         For local applicants, consider meeting them at a location across campus and then
         walk them past a scenic route, under lemon-scented gums, past heritage listed
         buildings and grounds or provide glimpses of the river. Consider an informal coffee
         chat (this does not replace the structured interview).
         Keep applicants informed of the processes and timeframes at the beginning. Keep
         delays to a minimum and keep applicants informed of any changes.
         Provide applicants with your contact details in case they need to contact you
         Provide a map of where the interview is to be held and the future work location and
         where they can park.
         It pays to keep all applicants interested in continuing with the process. Your top
         applicants may withdraw from the selection process at any point and you may need

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         to include others in the process. A flexible approach is to inform applicants that the
         selection committee is considering all applications and that all applicants will be
         contacted within a given timeframe. Advising non-short listed applicants that they are
         not progressing to an interview may be detrimental to your selection process.

    2.2 Treatment of the selection criteria

         2.2.1 Identifying the behaviours and determining assessment methods

         Unpack the selection criteria into desired behaviours or evidence that can be readily
         understood, assessed and rated.
         The Position Description Builder (under development) prompts managers to rank the
         selection criteria in order of importance with a maximum of six criteria. Use the
         assessment matrix template to list each selection criterion in order of critical
         importance and then discuss the types of behaviours you would expect to see for the
         role and how they can be assessed. (See Appendix 1 for selection criteria – desired
         behaviours and an assessment matrix example). This is critical to ensure the
         committee has a common understanding of the selection criteria in terms of
         behaviours. Without this you could have different concepts about what you are trying
         to measure. This step is required for each position as the behaviours will differ for
         each role.
         The criteria need to be listed as single constructs. For example, ―oral and written
         communication skills‖ has two components. It is more effective to separate these
         components and treat them individually (see example in Appendix 1).
         Allow sufficient time to complete this step. Experts in the role or the supervisor may
         automatically wish to jump to how selection criteria can be assessed. This is where
         your independent selection committee member can help with the process and ask
         questions of what you would expect to see in terms of behaviour in the context of the
         work area.
         Then determine which assessment method will best measure the desired behaviour.
         For example, report writing skills may best be assessed by requesting the applicants
         to bring a piece of their own work and ask questions about it; you will need to confirm
         the authenticity through reference checking (see example in Appendix 1). Or in the
         case of letter writing, ask the applicants to prepare a new letter or correct a poorly
         written letter as a work test. Having more than one method to assess the behaviour
         will increase the opportunity to form an accurate and well rounded assessment of the
         applicant's suitability for the position. In the case of an administrative role where
         multi-tasking is required, consider an in-tray exercise with a range of diverse
         messages. Reviewing how applicants how applicants prioritised their work and the
         rational can be explored at interview.
         Review what applicants are expected to include in their job application and ―What the
         selection committee needs to look for…‖ (see Appendix 2).

         2.2.2 Confirming the use of the rating scale

         Review the rating scale and ensure you have a common understanding on the
         meaning of the scale (see Appendix 1).
         The assigned rating reflects the degree of support in the applicant meeting the
         desired behaviours. For example, the applicant who demonstrates that they meet the
         desired behaviours identified in the matrix would receive a D. Assigning a ―D‖ rating
         does not mean the applicant is poor. It merely means that the rating descriptor
         ―meets the selection criteria‖ is the most accurate assessment of how the applicant
         responds to the section criterion.
         If the selection committee applies the rating scale without discussing what the ratings
         mean, different understanding among the members may result in the assignment of
         different ratings. This makes consensus difficult to achieve. If the selection committee
         discusses the meaning of the rating scale after viewing the applications bias is more
         likely to be introduced. Assigning weightings to criterion is unnecessary as the urgent

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         and important criteria are already ranked in order of importance. To assign
         weightings after interviewing applicants is likely to introduce a biased outcome.

    2.3 Short listing

         The purpose of short listing is to identify the top applicants as the first tier of
         applicants to invite to the next step of the selection process, generally the first
         interview. It is not intended for the selection committee to screen out applicants
         based solely upon their inability to complete forms or provide the ideal example.
         Time-poor applicants may seek assistance in compiling their application and as such
         their application may not reflect their capabilities in applying for a position.
         If you expect an overwhelming response to your recruitment advertisement then
         consider a stepped approach. Holding an information session for applicants provides
         the opportunity for them to hear from current staff what it‘s like working in the role.
         Applicants can then decide if they wish to continue with the selection process. In
         conjunction with, or as an alternative approach, initial screening of applicants
         provides further short-listing opportunities. Round 1 could include telephone
         screening applicants against the top one or two selection criteria. Those applicants
         who do well can progress to round 2 to a face-to-face interview. Or for an
         administrative role, work testing, including online testing (via a recruitment agency),
         and could be used as round 1 with progression to interview at round 2.
         Use the assessment matrix template to individually rate the applicants against the
         criteria. Use the matrix to assess whether the applicant has addressed and meets the
         selection criteria in the covering letter, résumé and other attachments. Strong
         applicants can then be identified and short listed for an interview and/or other
         selection processes. Only applicants who are competitive need to progress to the
         next step in the selection process.
         Document the short listing process and outcomes.
         Ensure short listed applicants have signed the Referee Check Authorisation (reverse
         of the attachment to their application form) and if not contact them to obtain
         Prior to conducting interviews the selection committee needs to meet or be in contact
         via email or telephone to:

            discuss the content, structure and evaluation of the interview/test/exercise and
             order it in a logical way
            decide on a final short list for interview
            finalise the interview questions and/or other assessment method(s) related to the

         Then arrange a further meeting, or via email, discuss the above.
         At this stage it is recommended that members of the committee who have been
         approached to act as a referee for one or more of the applicants provide their
         references in writing after shortlisting and before interviewing applicants to minimise
         potential bias. Selection committee members need to consider whether a potential or
         actual conflict of interest exists and make a judgement call to disclose this to the
         selection committee. Applicants may wish to consider nominating a different referee.
         When applicants clearly do not meet the selection criteria for short-listing, the
         selection committee can advise HR Services immediately who will send letters to the
         unsuccessful non-short listed applicants.

    2.4 The interview

         The University encourages use of a semi-structured and behaviourally-based
         interview approach to gauge how an applicant‘s past performance in a previous job
         may contribute to their future performance in the role being recruited for. This
         approach serves two purposes; an opportunity to gauge the performance of
         applicants against the selection criteria and to assess ―fit‖.

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         The interview enables applicants to illustrate their capacity to meet the selection
         criteria by providing examples or evidence. Applicants can use the STAR method to
         illustrate this by describing the:
                  Situation or problem or opportunity
                  Task required or role they played in discovering/analysing/understanding the
                  Actions taken to resolve the situation
                  Result and using evidence to illustrate the success and impact
         The interview enables applicants to confirm their initial impression of the position and
         organisation and whether they intend to continue with the selection process.
         Therefore, the information provided to the interviewee needs to be realistic and
         accommodating to their expectations and needs in order for a good ―fit‖ to occur.
         The interview also provides the opportunity for the selection committee to complete
         the picture about the applicants formed from the short listing process. The selection
         committee can explore more fully the written application and assess verbal
         communication and interpersonal skills (remembering that some applicants will
         manage the interview better than others).
         The interview is about asking the same set of core questions of all applicants and
         obtaining the evidence about what they have done that supports their ability to meet
         the selection criteria. It is the responsibility of the selection committee to ask probing
         questions of the applicants in order to obtain the evidence for making informed
         decisions. The techniques for asking interview questions that make applicants feel
         sufficiently relaxed to give detailed examples requires practice. The selection
         committee is encouraged to review the interview questions to ensure they flow, are
         not repetitious, are relevant and appropriate for the time allocated for the interview.
         Applicants also need to be advised of the steps in the selection process.
         Sample interview questions (see Appendix 3) are provided for functional roles and to
         show how the General Capabilities required by all staff can be included in the
         interview. Review the tips in conducting interviews and FAQs (see Appendix 4).
         Arrange for each short listed applicant to be contacted, with as much notice as
         possible, and provide the following information:

             Round one interview time, date and venue (a possible 2 interview may be
             required for senior roles)
            That a work-related exercise (if applicable) is part of the assessment process
             including where it will be held and the time
            Any supporting documents, reports, work examples in support of the application
             that should be brought to the interview
            Original certificates, licenses, tertiary qualifications, proof of membership,
             eligibility to work (visas) or police clearances be brought to the interview for
            The approximate time the process will take

         Consider providing applicants with the interview questions 15 minutes prior to the
         interview commencing to assist in their preparation and advise them of this approach
         Enquire whether the applicant has any special requirements due to any medical
         conditions or disability for the interview and/or work. This may include the
         requirement for improving access, modifying the workplace, providing equipment. As
         an equal opportunity employer these accommodations can be readily provided.
         Organise a comfortable and private waiting area for applicants and inform reception.
         Take a lead role in conducting the formal interviews (see Appendix 4).
         If original documents, such as certificates and qualifications, are not available you
         need to advise the applicant that any offer of appointment may be subject to the
         production of evidence within a reasonable period of time.
         Continue using the matrix to rate interviewees. Individually apply your ratings to each

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         Ensure the key elements of the interviews and subsequent deliberations are
         recorded through notes taken by the Selection Committee. Reach consensus with
         your assessment as a group rating. If individual assessments differ greatly record the
         reasons in your report.

    2.5 Other work related tests

         For some positions it is important to test applicants on a specific skill or body of
         knowledge. For example, applicants for administrative positions may be asked to
         complete a computer-based exercise. In a leadership position a presentation on a
         project proposal may be appropriate. Performance in a work-related test is a good
         predictor of job performance; in fact, it is a better predictor than interview ratings.
         Additional     support    and       information             on   work    tests     see
         Psychometric testing may be a consideration for some roles. For further information
         contact the HR Director.
         Continue using the rating scale in the matrix to rate performance on work tests.

    2.6 Background and referee checks

         This process is to confirm the claims that applicants made in their applications and
         interviews. Ensure the applicant has signed the relevant section of the applicant
         details form to proceed with checks. Visas will be checked by HR Services staff.
         Background checks are only necessary if they relate to the selection criteria. For
         example, the position may require a qualification, license or police clearance. If you
         wish to confirm previous employment history or pay received then contact the
         previous employer‘s payroll department. Confirming authenticity will support the
         applicant‘s claims and prevent the difficult task of having to dismiss staff for résumé
         Reference checks involve obtaining and recording relevant information from referees
         about the applicant‘s workplace behaviour which is directly related to the selection
         Use the matrix to rate references.
         Consider the referees that an applicant has provided. For a team-based role are
         peers included? For a client-facing role, are clients included? For a supervisory role
         are peers, direct reports and manager referees provided?
         If you or a committee member requires a referee not nominated by the applicant, you
         need to obtain permission from the applicant to contact this person and give them an
         opportunity to comment on any possible referee bias and acknowledge their right to
         It is recommended that the Chair (or nominee) contact referees after interviews have
         been conducted. However, if you have a large pool of applicants it may be
         appropriate to contact referees as part of the short listing process to determine the
         competitiveness of applicants.
         If there are differences of opinion between referees then gain the consent of the
         applicant to contact another person who is working or recently worked at the
         University (or recent employer) who has directly supervised or directly observed their
         Where an applicant's referee is also a member of the selection committee consider
         their feedback as you would from any other referee.

3. The selection report

    3.1 Decision making process

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         The committee needs to consider all the data available about the applicants and how
         they fared in their performance ratings as entered in their matrix — the written
         application, interview, other work tests, reference and/or background checks.
         If the committee has seen many applicants, or seen applicants over an extended
         period of time, it is important to revisit the assessments given. The selection
         committee may inadvertently be particularly hard on assessing early applicants and
         more relaxed in their assessment of later applicants during the selection process. It is
         recommended that the committee review the assessments given and if required
         moderate ―easy‖ and ―hard‖ ratings assigned to applicants using the assessment
         matrix rating scale.
         There is no obligation to appoint if applicants are unsuitable. Take the opportunity to
         review the role and the recruitment and selection process and conduct a wider
         search. Contact the HR Adviser, Recruitment  6488 4273 for additional support.
         There may be occasions where a selection committee is unable to achieve
         consensus in their decision making. If this occurs consider additional assessment
         techniques (eg further interview, extra referees), or make a majority decision with the
         dissenting committee member(s) submitting a minority report. A minority report
         identifies the reasons for disagreement in regards to the selection process and/or
         Use the selection report template. Ensure all documentation that summarises the
         selection process and makes a recommendation on appointment is adequate and the
         decision is transparent and capable of review. The report needs to contain sufficient
         information to provide feedback to individual applicants and demonstrate how the
         selection committee has drawn its conclusions.
         The written selection report template includes:

            The name of the recommended applicant
            If the first recommended applicant declines the offer of employment then the offer
             is made to the second recommended applicant (optional)
            A clear statement why this applicant was considered more appropriate than other
             short listed applicants
            Recommended remuneration
            Direct evidence that the recommended applicant meets the selection criteria,
             including results of interview, tests and referee reports
            A brief statement on all short listed applicants referring explicitly to their
             competitiveness in relation to the selection criteria and to the recommended
            Names/position titles/signatures of the selection committee

         Append the following information to the above report:

            Position description/selection criteria
            Interview and other assessment questions
            Assessment matrices and ratings
            All applications
            Completed and signed Recommendation to Offer New Employment Contract
            Signed statement of confidentiality

         Retain a copy of the selection report so you can provide feedback to applicants.
         Send the completed documentation to HR Services, 1 Floor, Motorola Building, cnr
         Cooper and Fairway. HR Services will then prepare a letter of offer of employment for
         the successful applicant and advise all short listed applicants, in writing, of the
         outcome of their application.

    3.2 Authorising the selection recommendation

         The report provides a recommendation to appoint the applicant and is authorised

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         within delegated authority. An offer of employment can only be made by Human
         Resources through HR Services after the appropriate level of approval has been

    3.3 Advising the recommended applicant

         You are encouraged to advise an applicant that they are the ‗recommended
         applicant‘. The discussion can confirm the quantum of the remuneration package
         subject to an approval process and receiving a formal contract of employment from
         Human Resources. The conversation may include ―congratulations you are the
         recommended applicant. I would like to confirm the remuneration arrangements of
         the advertised position including the base salary, superannuation (relocation etc) of x
         amounts. Do you have any questions about these arrangements?‖ This conversation
         provides the opportunity for the applicant and the selection chair to negotiate and
         In no circumstances, however, should you offer them employment as the University
         could be at risk if a verbal contract is offered prior to appropriate authorisation and
         then withdrawn.
         Appointments will generally be to the minimum of the salary range. If the selection
         committee believes that circumstances warrant consideration of a higher salary this
         must be approved by the Dean or equivalent. If a discretionary allowance is
         recommended and approved, allow 3 working days for HR Services to process the
         request which will be incorporated into the written offer.
         If an external applicant is to be recommended for appointment and you become
         aware that they are currently in receipt of wages through workers' compensation or
         have an open claim, contact the University's Occupational Therapist  6488 2784 to
         ensure fitness for work and determine benefits that may be available.
         If the recommended applicant is a current University staff member first discuss the
         transfer with them, then confidentially liaise with the relinquishing work area to
         organise a commencement date. See policy statement on Internal Transfers for more

    3.4 Recommended applicant who withdraws from the process

         If the selection committee suspects the recommended applicant is about to withdraw,
         or indeed does withdraw, or you just want to be cautious, contact your Recruitment
                                                                      nd   rd
         Officer to hold the issuing of unsuccessful letters to your 2 or 3 ranked applicants.
         Such a request can be included in your selection report to indicate an offer to be
                          nd    rd
         made to your 2 or 3 recommended applicant.

4. Providing feedback to unsuccessful applicants

         The Chair of the Selection Committee (or nominee) offers short listed and interested
         non-short listed applicants the opportunity of feedback after the conclusion of the
         selection processes. This promotes confidence in the selection process and can be
         helpful to applicants in future applications.
         All applicants are entitled to receive feedback from the selection committee once they
         have been formally notified of the outcome. Either the Chair (or nominee) responds to
         such requests in a timely manner. Delegating this aspect to a non-committee
         member is onerous as they did not attend the interview and would not have the
         context or experience to provide constructive and helpful feedback.
         Feedback needs to be relevant to the selection criteria, positive, realistic and specific.
         It needs to include the applicant‘s strengths and areas requiring further development
         if future applications are to be successful.
         For assistance in giving feedback refer to Organisational and Staff Development
         learning programmes view

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