Recruitment and selection
Writing recruitment selection criteria
TIPS
Well-designed position descriptions will accurately reflect the complexity level at which a
role operates and can then be used to develop recruitment selection criteria. These criteria
are used to support the decision making process about which candidate is best suited to the
role. Well defined criteria enable candidates to use the criteria to explain to their potential
employer how their skills, knowledge and experience align with the requirements of the
role.
Base the drafting of selection criteria on the capability requirements for the relevant job
level, as described in the Workforce Capability Framework.
Clear and concise selection criteria make it easier for the manager and/or individual with
disability to determine which candidate is best able to meet the capability requirements for
the role.
Clear and accurate selection criteria will be particularly important in recruiting for roles that
are changing in the sector i.e. as customer requirements change and as organisations
commit to new business models.
Well-written and clear selection criteria will also be particularly important in recruiting for
roles specifically funded by an individual to ensure that their requirements and expectations
for the role are being met.
When recruiting to provide direct support for an individual, it is important to involve the
person in the development of the selection criteria.
Tools such as ‘matching staff tool’ and the ‘donut’ can be used to develop criteria that link
with the needs of the individual. These criteria still need to be aligned with the requirements
of the relevant job level in the Workforce Capability Framework. This ensures that the
individual’s needs are being reflected at the appropriate level of capability that is required in
the job role.
Clear selection criteria will more likely result in candidate applications that include relevant
information and examples that can be evaluated against the job requirements and effectively
compared between candidates. An example of a clear criterion is ‘demonstrates positive and
adaptable communication skills in a day service setting including working with individuals and
families, collaborating effectively with other team members, and preparing weekly outcome
reports’.
Avoid vague or brief or overly generic selection criteria e.g. ‘good communication skills’ that can make
it difficult for a manager or person to hire the most appropriate candidate for the role.
Also avoid convoluted and overly prescriptive selection criteria it is sometimes best to leave the
detail and subtleties of a role to discussion in the interview setting.
If the selection criteria are difficult to decipher then candidates will find it difficult to determine
what skills and experience are required. A candidate may apply for a role they are not suited for
or may not apply for a role they could capably undertake. This can lead to unnecessary time
commitments for both the manager, an individual with disability, to candidates and/or to lost
opportunities.
Don’t worry about having to think of all the right words to draft up selection criteria. Use the
Workforce Capability Framework at the relevant level as it provides the language required and
can be used to draft and adapt the selection criteria, therefore also ensuring the capability
requirements for the role are being properly reflected.
It is often better to deal with qualification requirements e.g. certificate or diploma, driver’s
licence, first aid currency, etc. through a separate statement of qualifications or registration
requirements rather than to clutter up the selection criteria.
Ensure that the final selection criteria are:

Based on the Workforce Capability Framework’s description of the relevant job
level and using the language provided to reflect the level of work.

Focused on the job’s requirements (and consistent with the position description).

Not overly or unnecessarily detailed.

Are free from organisation-specific jargon and acronyms that a candidate may not
understand.
Additional resources

The Workforce Capability Framework

The disability career planner and capability framework implementation guide

Technique – developing recruitment selection criteria

Tips – supporting individuals, family members and/or circles of support to develop
selection criteria when recruiting for a job role

Tool, tips and template – using the ‘donut’ to clarify roles and responsibilities

Technique, tips, tool and template – using the ‘matching staff tool’ in recruitment

Technique, tips and template – using ‘important to and for’ in job design and
recruitment
Definitions
The term individual(s) refers to an individual with a disability and their family and/or circle of
support.
The terms staff/employee(s) refer to paid or unpaid members of the workforce regardless of
their employment relationship with their employer i.e. permanent, casual, full-time, volunteer,
etc.
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