Managing integrity in the recruitment process

Assisting hiring managers across the WA public sector in the application of contemporary best practice in recruitment.

Acting with integrity and in line with your Code of Conduct when recruiting builds confidence in the advertising and selection processes. 

After completing this section, you will have:

  • an understanding of managing accountability and bias in recruitment processes.

Actions 

  • Manage and maintain high levels of integrity and accountability in a recruitment process by:
    • following the minimum standards of integrity in the Code of Ethics
    • advertising the vacancy, if required, to attract a competitive field
    • ensuring all information about the recruitment process is confidential
    • directing any requests for information to the hiring manager, who is an assessor
    • selecting multiple assessors from diverse backgrounds of skills, knowledge, experience and perspectives to support the hiring manager in their recruitment decision-making. This is a way of managing integrity and minimising bias throughout the recruitment process.
    • raising any concerns early with the hiring manager, and stating any real or perceived conflicts of interest that may arise in the process
    • not involving potential internal applicants in any part of a recruitment process
    • following all required pre-employment screening assessments before appointing
    • encouraging all panel members to have undertaken diversity and unconscious bias training.
  • Keep records of the process and decisions:
    • you need to be able to substantiate all decisions. This may include a selection report, spreadsheet, memo or other document that records the process and evidence to assess merit
    • write comments for each applicant that clearly explains why they were deemed suitable or unsuitable, linking back to the job requirements
    • validate all information that supports decisions. Include reference checks, verified academic qualifications and any other required documentation.
  • Manage bias in selection decisions:
    • declare and manage any actual, potential or perceived conflicts of interest
    • be aware of how unconscious bias may manifest during the recruitment process
    • do not engage with applicants outside the agreed recruitment process, such as coaching or providing advice that is not available to other applicants, or providing any expectation of success (or failure).
  • ensure decisions are impartial and objective by: 
    • including at least one assessor who is unlikely to know the applicants 
    • committing to managing unconscious bias during each stage of the recruitment process
    • managing conflicts of interest
    • assessing all applicants based on job related information provided in the selection process and not on unrelated personal characteristics, prior knowledge, myths or stereotypes
    • assessing applicants in a fair and consistent way, accommodating the needs of people who require reasonable adjustments based on diversity requirements, and documenting these in the selection report.

What’s next?

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