Procedure: Appointments

Purpose

To inform staff of the various employment categories and employment conditions at the Australian National University (ANU).

Procedure

1. All appointments are undertaken in a fair and transparent manner.
2. Position documentation is required for all appointment processes at the University. Position documentation incorporates:

1. the completed ANU Recruit job card;
2. the position description which clarifies and describes the job; its functions; environment and reporting relationships. Position descriptions must be consistent with the classification descriptors in the ANU Enterprise Agreement; and
3. selection criteria listed within the position description used to assess and articulate the core capabilities required to successfully fulfil the responsibilities and duties of the position and assist with determining a candidate’s suitability for the role.

3. Competitive selection processes may be run by an external recruitment agency following Chief People Officer approval. All positions managed by external agencies are advertised on the ANU Jobs website and external advertisements must be under the ANU brand and require a selection committee which operates in accordance with clauses 19-25 (below).
4. All letters of offer for appointments at the University require pre-completion of background checking, in accordance with the ANU Procedure: Background checking.

Supporting the University's goals in relation to the Reconciliation Action Plan

5. In order to support the University's goals in relation to the Reconciliation Action Plan (RAP), the following specific activities enable the University to better attract and equitably select Indigenous candidates:

1. The University advertises vacant positions through media sources selected specifically to capture the Indigenous community, including Indigenous Jobs Australia, via Indigenous email networks, and from time to time, in newspapers such as the Koori Mail and the Indigenous Times; and
2. Where Indigenous candidates are part of the candidate pool, every effort is made to provide an Indigenous representative on the selection committee. Where an indigenous representative is not available, advice is sought from the Senior Consultant, Indigenous Employment and Retention in the People and Culture Division, prior to selection taking place: and
3. Advertising identified positions in accordance with the ANU Procedure: Identified positions.

Advertising

6. Advertisements are managed through ANU Recruit, via the completion of a job card.
7. Prior to advertisement, vacancies are considered for staff seeking redeployment and such staff must be given priority consideration when filling vacancies within the University. Where a person is assessed as having the skills and experience necessary to effectively perform the duties of the vacant position, that person will be transferred to the position as directed by the Chief People Officer.
8. Advertisements will include a link to selection documentation such as a position description of the position, selection criteria outlining how candidates are assessed for suitability to the role, and other information outlining specific requirements for the role.
9. Applications generally require candidates to complete a written application, that addresses the selection criteria for the role. Positions may be advertised without the requirement for submission of addressing selection criteria where an alternative may be suitable, such as a portfolio of work, or where the selection criteria may deter applicants an alternative requirement for the statement addressing the selection criteria may be implemented.
10. Advertisements are placed on the ANU jobs website. Advertisements may also be placed in a variety of other electronic and/or print media, as approved by the budget unit delegate. All advertising material must appear in the ANU standard advertising formats.
11. Advertisements for professional staff positions and Academic Level A positions may be restricted to current ANU staff only, if desired. This will occur through an internal expression of interest and would only be appropriate where: internal skills are most appropriate for the role; it is known that suitable applicants are available internally; or where a vacancy is temporary.
12. Prospective applicants will normally be given no less than seven working days (external advertising) and five working days (internal advertising) to submit an application for a position.
13. The University provides mechanisms for the advertisement of ‘identified positions' in accordance with the ANU Procedure: Identified positions to increase the diversity of staff.

Appointment without advertisement

14. Appointment without advertisement may be made in the following circumstances:

1. fixed term appointments for a total period of up to 12 months;
2. transfer within the University at the same academic or professional staff classification;
3. individuals as named by a granting body or awarded a Fellowship;
4. Identified positions (see the ANU Procedure: Identified positions);
5. Dual career hiring (see the ANU Procedure: Dual career hire applications and appointments);
6. casual appointments; and
7. redeployment.

15. If the circumstances of a position change and the position is to be extended or converted, advertisement of the position may be required. Advice should be sought from local Human Resources teams in these circumstances.
16. All appointments without advertisement must give priority to suitably qualified staff members seeking redeployment.
17. In exceptional cases, the Chief People Officer may give an exemption to advertising long term or continuing vacancies in circumstances such as:

1. positions where there is a skills shortage;
2. employment by invitation;
3. where a proposal supports the University's goals in relation to the University Reconciliation Action Plan (RAP); and
4. other exceptional circumstances.

18. Approval must be sought in writing, including full justification, to the Chief People Officer via ANU Recruit.

Selection committees

19. All advertised positions require a Selection Committee.
20. Selection Committees should be comprised of between three and six members.
21. All Selection Committees require all members of the committee to be at least one classification higher than the vacant role.
22. All Selection Committees must ensure that composition reflects the diversity of the University population, including reasonable gender diversity, and at least one committee member who is external to the hiring Division or College. Committee members will declare any real or perceived conflict of interest and adhere to the confidentiality of the selection process. These declarations will occur in writing and will include the relevant Human Resources team.
23. Selection Committee membership is determined by the appropriate delegate. The delegate for academic level E positions is the Vice-Chancellor or Provost.
24. In recruiting for a senior or significant functional position (i.e. HR, Research Management, IT, Marketing, Student Administration or Finance), Selection Committees will require a representative from the relevant Service Division. Similarly, Selection Committees recruiting a senior position within a Service Division will require representation by a General Manager (or representative) from another College or Division.
25. The Selection Committee does not hold the delegation to make the appointment, the Committee makes a recommendation to the appropriate delegate. The committee's recommendation must be provided to the delegate using the Selection Committee Report and approval sought prior to an appointment offer being made.

Selection techniques

26. The University recognises the diversity of the positions advertised and provides flexibility in selection techniques. The following selection tools would normally be used as follows.

Shortlisting

27. Shortlisting is the process of selecting from all applications received those which indicate they have the potential to meet the selection criteria and are suitable for further selection. It is a way of narrowing the field of applicants that are assessed further. Individuals are assessed in terms of their stated individual qualifications, knowledge and experience for the position and not in terms of stereotyped assumptions.
28. The University does not permit discrimination against potential staff due to breaks in service or career progression or due to the need to meet family responsibilities. Assessing achievements relative to opportunity involves giving consideration to the particular circumstances and experiences of the staff member. This supports appropriate evaluation of achievements in relation to productivity, the ability to participate in certain types of activities, and the consistency of activities or output over the period of consideration. The circumstances and experiences which a candidate may disclose during their application form include:

1. family responsibilities (i.e. child rearing, elder care), illness of a partner/dependent);
2. a temporary or permanent disability;
3. periods of part time work;
4. relevant cultural expectations or circumstances; and
5. absences due to ill-health of injury.

29. During shortlisting, the Selection Committee must review the candidate application form for disclosures in relation to prior disciplinary information. Any disclosed disciplinary action is discussed with the delegate, prior to shortlisting the candidate for interview.

Interviews

30. Interviews are conducted face-to-face, over the telephone or video. Candidates must be asked if any adjustments are required for the interview to ensure a barrier-free process. Candidates are not required to disclose that they have a disability.

Stakeholder and Liaison processes

31. A stakeholder process is recommended for key leadership positions such as College Heads, Service Division Directors and Academic Directors. A stakeholder process is often used to canvass views from an area on those short listed for interview and then report back to the Selection Committee.
32. Subject to approval, a Liaison Committee may be used for Academic positions, and is formed within the College or School. This would normally consist of a minimum of two members of staff from the area. The Liaison Committee nominates a Chair from among its members. All members of the Liaison Committee are expected to participate in consultation with the College or School and to make themselves available throughout the process.
33. Liaison Committees limit strong candidate pools, as best recruitment practices ensure the confidentiality of all candidates. As such, approval to use a Liaison Committee for an Academic vacancy is granted by the Dean.
34. Permission must be obtained from the candidate prior to commencing the liaison process as the candidacy of short-listed applicants are revealed to the College, Division or School. A candidate cannot be required to participate in the liaison process. Liaison Committees are usually used when short listed candidates are invited to present a seminar presentation to the staff within the College or School. The role of the Liaison Committee may vary from area to area however a liaison committee will normally be expected to:

1. liaise with the Chair of the Selection Committee on the organisation of the seminar presentations. The Liaison Committee is responsible for organising the seminar rooms, ensuring that the requested equipment is available, and staff and student attendance at the seminars, i.e. circulation of seminar details to encourage attendance;
2. assign "mentors" to assist outside applicants with finding their way around campus, introducing applicants to area staff and students, tours of the area, organising social functions (if any);
3. Canvas the views of the staff and students of the area after the seminar presentations; and
4. prepare a report to the Selection Committee including how the views of the area were canvassed and a summary of findings in relation to each candidate ranking applicants in order of preference.

35. All members of the Liaison Committee are invited to attend the meeting of the Selection Committee. This meeting takes place after the applicants have been interviewed by the Selection Committee. The Liaison Committee may only make recommendations to the Selection Committee. It is entirely up to the Selection Committee to make determinations.

Reference and background checking

36. The University requires completion of pre-employment background checking prior to a formal offer of employment being issued, in accordance with the ANU Procedure: Background checking.
37. Referee reports are a requirement of all recruitment processes at the University. While referee's reports may be sought orally or in writing, the University strongly recommends oral references. Referee's reports can help to differentiate between applicants with strong claims for the position. They are undertaken to ensure that claims made by an applicant in their written application and at interview are substantiated. They also improve knowledge of an individual's work performance, competence, overall ability and potential.

Merit Lists

38. Once a recruitment process is complete, candidates deemed suitable for the role may remain on a merit list for a period of up to 12 months. This merit list may be accessed for future appointments without further advertisement during this period.

The Selection Committee Report and delegate approval

39. At the completion of the recruitment process, the Selection Committee Report is completed and endorsed by the Selection Committee and then approved by the delegate.
40. Offers of employment are not to be made prior to delegate approval.
41. Where a current staff member is deemed appointable to a position that is more than two levels higher than their substantive position classification, CPO endorsement of the appointment will also be required. The request for endorsement of the appointment should be raised with the CPO prior to any offer of employment being extended to the applicant.

Appointment of staff at an increment above the base

42. Normally, ANU appoints staff at the base increment for the relevant classification level. However, a supervisor may recommend to the delegate that the staff member be appointed above the base if:

1. there are demonstrated difficulties in attracting and retaining appropriately qualified or experienced staff to particular positions and there is evidence of higher salaries being paid externally for the particular occupational group or position; or
2. the appointed staff member has demonstrated they have already acquired the skills, experience and knowledge commensurate with those of other staff at higher increments within the classification level; or
3. there is high turnover of staff and where higher external salaries have been documented as being a significant contributing factor.

The offer of employment

43. The University engages a person as an employee under one of the following types of employment:

1. continuing employment;
2. continuing (contingent funded) employment;
3. fixed term employment;
4. casual employment; or
5. performance based employment.

Performance based employment contracts

44. Staff employed on performance-based employment contracts are excluded from the ANU Enterprise Agreement. The criteria for employment in a performance-based employment contract is:

1. Vice-Chancellor and members of the University senior executive;
2. College Deans and Research School Directors (or equivalent);
3. Service Division Directors (or equivalent);
4. College General Managers (or equivalent); or
5. other senior management professional staff positions that receive a salary at or above the Senior Manager 4 classification; or
6. senior academic management positions that receive a salary at or above the Academic Level E2.

Conditions of employment

45. Employment at the University is conditional upon the following criteria being met:

1. all employees must be eligible to work in Australia. Verification of citizenship, residency or visa status is required upon or prior to commencement by providing original or certified copies of the following documents: birth certificate, passport or valid working visa;
2. all employees are required to verify identity and qualifications prior to or upon commencement by providing original or certified copies of the following documents: photographic proof of identity (i.e. passport or drivers licence), marriage certificate or evidence of change of name, and tertiary qualifications (where applicable);
3. an employee may be required to undertake a medical examination, where during the course of their employment with the University, the Chief People Officer forms the opinion that there are reasonable concerns that an employee is not fit to undertake normal duties;
4. satisfactory completion of background checks as relevant to the position being offered, and in accordance with the ANU Procedure: Background checking.
5. employees must not have accepted a redundancy or early retirement package from the University within the last two years; and
6. employees disclosing any relevant interest in accordance with the ANU Policy: Disclosure of interest prior to accepting a contract of employment.

Contracts of employment

46. A contract of employment must be provided for all staff. The contract of employment sets out the terms and conditions that relate to the offer of employment. Only an authorised delegate of the University may issue a contract of employment.
47. To be valid, a contract of employment must be:

1. signed and approved by the relevant delegate;
2. issued on the approved University templates; and
3. formally accepted via ANU Recruit by the successful applicant before commencement of work at the University.

48. All binding terms and conditions of the employment relationship are documented in the contract of employment and associated letters. No other arrangements, including verbal discussions, are considered binding upon the University.
49. The contract of employment contains the following information:

1. for a staff member other than a casual employee: the date of commencement of the employment arrangement; the classification level and salary of the staff member on commencement of the employment; the hours or the fraction of full-time hours to be worked; the supervisor of the position; and where the employment includes a probationary period, the length and terms of the probation;
2. for a fixed term staff member: the reason for the use of fixed term employment, in accordance with clause 13 of the ANU Enterprise Agreement;
3. for a casual staff member: the classification level and/or rate of pay for each duty required inclusive of the casual loading; a statement that any additional duties required during the term are paid for at the rate of pay appropriate to the classification level of the additional duties; the supervisor of the position; a statement that the employee may have a right for conversion to a non-casual appointment in accordance with the ANU Enterprise Agreement;
4. other main conditions of employment including the nature of the employment (employment type), the identity of the employer, and the legal and/or administrative sources from which those conditions arise; and
5. a position description outlining the requirements of the role is issued to a staff member with each employment contract.

Commencement of employment

50. The delegate takes the appropriate measures to ensure that all new starters, including internal appointments where appropriate, are provided an efficient induction and commencement process including but not limited to:

1. a contract of employment and position description is accepted prior to the commencement of duties;
2. staff who are relocating to Canberra are given additional support during their resettlement and transition and should discuss this with their Local HR team
3. a copy of the Code of Conduct is provided prior to or upon commencement; and
4. an appropriate University and College/Division level induction is provided.

51. The University provides induction information and checklists to support the induction process.

Relocation assistance for new staff

52. The University offers relocation assistance for new staff, where approved by the budget unit delegate, which is made up of travel costs and a removal allowance:

1. the travel costs are made up of the air (or other form of) travel from the place of recruitment to Canberra for the employee and dependents (as appropriate). Travel costs are paid at the rate of economy class fares; and
2. the removal allowance is a dollar figure (allowance) determined to support the cost of moving household and personal effects from the place of recruitment to Canberra for the employee.

53. The level of relocation assistance provided is determined at the point of employment offer and is stated in the employment contract.
54. Relocation assistance is generally provided in the form of reimbursement, within agreed allowance limits, following the presentation of receipts.
55. Where a staff member resigns before completing three years' service or the agreed term of a fixed term appointment of less than three years, a pro rata refund of the cost of travel and removal expenses made upon appointment may be required.
56. Guidance on relocation support is provided in the ANU Guideline: Relocation assistance for new staff.

Manual (out-of-pay-cycle) payments

57. A manual payment may be made to a new starter or casual staff member, where paperwork was delayed through no fault of the staff member.
58. Where a manual payment is requested and approved by the delegate, a $50.00 service fee will apply, payable by the budget unit.
59. Manual payments will be processed on Tuesdays and Thursdays only.