Planning to Recruit

Workforce Planning and Recruitment Strategy

Before beginning the recruitment process, the manager/supervisor may wish to consider options other than traditional recruitment and selection, which may better meet the needs of the organisational unit.

When a vacancy occurs, the manager/supervisor may consider the following questions:
  • Is the work essential to the operation of the area/University or could it cease?
  • Is the function/service currently being provided by another area/s in the University?
  • Could other staff in the organisational unit undertake the work or some of the duties?
  • What would be the best way to structure the work?
  • What are the budget/financial implications of recruiting, both short and long term?
Some thought also needs to go into when to recruit. Some organisational units experience busy periods at different times of the year, and may find it appropriate to defer recruitment during a slow period. Also, attempting to recruit during certain times of the year, i.e. Christmas/New Year break or Easter break, can sometimes mean there is less likelihood of attracting a wider pool of applicants.
Whether filling an existing vacancy or creating a new position, the manager/supervisor needs to consider:
  • Would it be possible/appropriate to fill the position through redeployment, secondment or internal temporary transfer or Gender Centre CVs? 
  • Will I find suitable candidates through advertising or do I already know of candidates within our professional network?
  • Is the role going to be hard to fill and therefore we might need to consider engaging a search firm or recruitment agency?

Position Description and Job Evaluation

The Hiring Manager should review the position description (or draft one if the position is new) to ensure it accurately reflects the requirements of the role, including:
  • the main duties and responsibilities;
  • the selection criteria - skills, knowledge, experience and qualifications required to perform the role; and
  • any pre-employment screening required for the position.
HR can assist in preparing a position description and will ultimately review the position description. For professional staff, HR is also responsible for determining an appropriate classification level for the position, which is derived from descriptors in the enterprise agreement, and is not based on workload or employee performance. The salary structure is directly linked to this classification.