To (Delegate) / ***Insert delegate’s name and job title***
Through / ***Endorser or HR Approver if appropriate***
From / ***Selection Panel Chair’s name***
Date
TRIM Ref
JOB DESCRIPTION
Agency / Work Unit
Job Title / Designation
Job Type / Duration
Salary / Location
Position number
REDEPLOYEE DETAILS
Name
Current Position Title
Nominal Department
Case Manager / Include name and title
Qualifications / List any formal qualifications
Referees / Name, Title, Work Area and Department, Relationship to Applicant
SELECTION PANEL
Name / Position / Contact Number
Chair
Member
Member
DETAILS OF THE ASSESSMENT
Summary of the steps taken to assess the applicant and reasons why the panel concluded the Applicant was not suitable for the position, including with a reasonable period of training. The report should identify what training would be required and the extent to which it would be available.
Skills & Experience
Redeployee’s Work History
Comment on the redeployee’s relevant work history, skills and experience relevant to the selection criteria.
Provide more indepth comments around the criterion’s the redeployee does not meet with a focus on transferrable skills, training and referee comments.
Referees
Referees should be contacted to explore the applicant’s capabilities that may not be apparent from either their work history or interview. Referees should be asked to provide comment in relation to the applicant’s ability to learn or expand on their current level of experience with training.
Training
If the applicant is lacking in any specific skills or experience, do they have the potential to obtain the skills with a reasonable period of training? If Yes – how much training would be required (taking into account the applicant’s existing skills and experience). If No – explain.
Transferrable skills
Does the applicant have transferrable skills? The applicant may not have had experience in an identical role; however do they have other skills, or experience in a field/environment/role that required skills which could be transferred? This should also be considered in the context of providing a reasonable period of training.
If unsure on the applicant’s transferrable skills, have you considered a short term placement?
Summary
If there are particular selection criterions that are considered most critical or that take up the largest portion of the work value, and what is the risk if the applicant doesn’t have those skills or experience?

______

***Panel Chair Name******Panel Member Name******Panel Member Name***

Date: ______Date: ______Date: ______

DELEGATE

APPROVED / NOT APPROVED

______

***Delegate*** Date

HUMAN RESOURCES APPROVAL (optional depending on each Agency’s process)

APPROVED / NOT APPROVED

______

***Name of HR Officer*** Date

HR Comments

OUTCOME OF OCPE REVIEW OF PANEL FINDING OF UNSUITABILITY
APPROVED – THE PANEL MAY NOW PROCEED TO ADVERTISE / NOT APPROVED
______
Name & Signature of ER OfficerDate:
Comments if any:

Redeployment Assessment Considerations:

The assessment of a redeployee is not based on merit. The assessment is about their ability to be able to perform the job with a reasonable period of training.

It is not necessary to interview redeployees, if you wish to seek clarification about a redeployees experience this can be obtained from speaking to relevant referees. A brief chat to redeployees may be warranted to advise the requirements of the position, the set up of the work unit and ascertain if the redeployee is interested in the role. It is important to note that there are no expectations that a redeployee will be familiar with the work unit.

The assessment should consider:

Work History

The redeployee’s work history, how this relates to the position under consideration, and what generic skills the redeployee has acquired that may be transferrable to the position.

It is important to explore with the referees and perhaps the redeployee the duties they have experience with, these may not be familiar to you, and you should not discount their existing experience unless you understand how it might be adapted to the position you are considering the redeployee for.

If a position has a strategic focus, how are the panel going to define that and how are they going to assess the strategic focus?

Ability to Learn and Adapt (Explore through the referees)

What is the redeployee’s ability to acquire new skills?

Have they been accepting and willing to make changes in their existing workplace when changes occur. How quickly did they adapt or were they resistant to change?

How quickly do they learn new processes or procedures? What support was required? What support might be required to adapt to the position we have?

Existing Performance (for Referees)

It is important to ensure you obtain relevant referee reports by contacting referees who are the most recent supervisors and who are best placed to comment on the applicant’s experience, knowledge and skills. Ensure you provide the referee with a copy of the job description prior to conducting the referee check.

How knowledgeable and proficient are they with the tasks that they do?

Do they have good interpersonal, and oral communication skills in the context of the advertised role?

Do they have good organisational skills e.g. managing priorities, meeting deadlines, being self-motivated/pro-active.

Is their work (be task specific) of good quality?

Is their output of an acceptable standard?

Do they work independently, and exercise good judgement?

Do they work well in a team?

Do they provide good customer service either internally to other parts of the business or with external clients?

What are their strengths and areas for improvement in their current role?

It is always good practice to ask for specific examples against some of the questions e.g.:

  • Can you provide an example of where they have been required to work under pressure and manage a number of urgent priorities?
  • Can you provide an example of where they have been required to research legislation? What are their primary duties? How do they relate to the advertised role?

What are the gaps?

What are the gaps between the redeployee’s skills and experience and that required of the role? List the gaps.

Are the gaps of a technical nature that can be trained?

Are the gaps related to exposure where skills are developed through progressive experiences?

How would you train or help a redeployee acquire these skills, list the development for each gap?

How long would it take for each skill to be acquired?

Summarise objectively

On balance, could the redeployee with reasonable training undertake the role?

Feedback

It is imperative that a selection panel provides the redeployee with constructive feedback.

Office of the Commissioner for Public EmploymentPage 1 of 4

11October2016