Values Based Recruitment Toolkit for the
Disability Services Sector
Group Exercise Assessor
Rating Form (ARF)
October 2016
CONTACT INFORMATION
Jacqueline Vernon
Workforce Adviser
National Disability Services
12 Lindsay Street, Perth WA
Phone:
08 9242 5544
Email:
[email protected]
Caroline Alcorso
National Manager, Workforce Development
National Disability Services
1 Castlereagh Street, Sydney NSW
Phone:
02 9256 3111
Email:
[email protected]
The Values Based Recruitment Toolkit was developed with funding from the
Disability Workforce Innovation Network (DWIN), a project implemented with the
assistance of funding provided by the Australian Government, and also the
Disability Services Commission of Western Australia. NDS gratefully
acknowledges both funding bodies.
To ensure the material presented in this Toolkit has broad applicability and
relevance, this resource has been developed through consultation with a diverse
range of stakeholders – including disability service providers, people with
disability living in different regions of Australia, local government officers and HR
and recruitment experts.
© This publication is copyright.
All rights reserved. Except as provided in the Copyright Act 1968
(Commonwealth), no use of this work, which is within the exclusive right of the
copyright owner, may be made.
ACKNOWLEDGEMENTS
NDS thanks Perquiro Consulting Pty Ltd for the design of the simulation
exercises, writing the Using a Values Based Approach in Psychological
Assessments Module of the Toolkit and its general input. We specifically
acknowledge the generous contribution from Covocate.com for its complimentary
assessment tool for trial use by the NDS membership (to 30 June 2017). We also
acknowledge the generous contribution of disability service organisations and
disability advocacy groups in WA and elsewhere and all who have given their
input and feedback to drafts of the Toolkit. Particular thanks go to the Chair and
members of the NDS WA Workforce Sub-Committee.
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Contents
(i) Structure of the Values Based Recruitment Toolkit .................................... 4
(ii) Values that demonstrate a commitment to person-centred practice ........... 6
1. Details ........................................................................................................ 7
2. Values assessed ........................................................................................ 7
3. Rating key................................................................................................... 7
4. Accountability ............................................................................................. 8
5. Resourcefulness ......................................................................................... 9
6. Respectfulness ......................................................................................... 10
7. Collaboration ............................................................................................ 11
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(i)
Structure of the Values Based Recruitment Toolkit
Module
1.
Introduction and
Overview
Content
Summary of key concepts
behind values based
recruitment.
Practical Resources
Compilation of values that
demonstrate a commitment
to person-centred practice
Embedding Values into all
HR processes
Outline of Toolkit structure.
2.
Involving People
with Lived
Experience
Tips and suggestions about
effective ways to include
people with disability in values
based recruitment and
selection.
Models of involving people
with disability in recruitment
processes.
General principles for VBR
interviews.
3.
The inclusion of values in
different interview techniques:
Interviews and
structured, behavioural,
Example Questions
situational or scenario based
and phone or video interviews.
Sample behavioural and
situational interview
questions based on the
values that demonstrate a
commitment to personcentred practice.
Exercises to develop your
own situational and
behavioural questions and
score sheets.
4.
Using a Values
Based Approach in
Psychological
Assessments
A free to use assessment
A description of types of
tool designed for the sector
psychological assessments
as well as guidelines and a
and ways to implement them in
matrix for selecting other
VBR.
assessments.
Step by step guide for
designing and carrying out
an assessment centre.
5.
A guideline on combining
Using a Values
multiple assessment
Based Approach in
approaches outlined in
Assessment
previous papers into a group
Centres
assessment centre.
Techniques for rating
applicants and sample
applicant score sheet.
Examples of sample
assessment centre
activities and guidelines for
using and assessing,
including ice breakers, a
day in the life videos, group
activities and written
exercise.
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Module
Content
Practical Resources
Custom designed
simulation activities based
on the values that
demonstrate a commitment
to person-centred practice.
6.
Using Simulation
Exercises
A description of behavioural
simulation, or ‘day in the life’
activities.
7.
Using a Values
Based Approach
for Reference
Checks
Recommendations for
maximising the predictability of
information derived from
reference checks.
Case Studies
Further reading materials,
Reference materials and
examples and practices of VBR case studies.
in Australia and overseas.
8.
Guidelines to improve the
effectiveness of reference
checking.
Page 5 of 11
(ii) Values that demonstrate a commitment to person-centred practice
The values listed below as critical to successful performance in the sector for this
Toolkit were developed through consultation with people with disability, carers,
family members and disability services across Australia. Each organisation will
have its own values linked to its own history, vision and experience.
Value
Definition
Respectfulness
We strive to develop and empower the
people we support to speak and act for
themselves. We do this by actively listening
to their comments and concerns, noticing
their cues, and by acting on what we
observe. We defend the rights of those
whom we support and encourage others to
listen to and respect them.
Collaboration
Integrity
We learn from each other and share our
skills and resources across organisational
boundaries for the benefit of the people we
support. We support each other generously
to achieve the right outcomes for the people
we support and our organisation.
Our actions and intentions are clear and
transparent. We value openness and
honesty in the way we communicate. We are
true to our word – what we say is what we
do. We follow through with our promises.
We do what’s right regardless of who will
notice our actions.
We apply our creativity across all aspects of
our business and work. We actively seek to
solve complex problems alongside people
with disability and their families with an
Resourcefulness
attitude of experimentation and a desire to
always be better. We are guided by the need
to provide appropriate services to benefit the
people we support.
Accountability
We accept that all of our actions affect the
lives of the people we support. In accepting
this responsibility, we aim to prioritise the
needs of the people we support and actively
pursue their input in the decisions we make
and the activities undertaken.
Observable
Behaviours
Self-confident
Resilient
Calm
Empathetic and
compassionate
Mentoring
Teamwork
Tolerant
Integrity
Quality
Communication
Imaginative
Problem solving
Proactivity
Flexible
Adaptable
Responsible
Accountable
Customer focus
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Values Based Recruitment Toolkit –Group Exercise Assessor
Rating Form (ARF)
1.
Details
Candidate name:
Assessor name:
Date:
2.
Values assessed
Value
Candidate rating
Respectfulness
Collaboration
Resourcefulness
Accountability
3.
Rating key
Rating Level
Description
5
Outstanding
Meets all of the
value definition.
Evidence of strength in this value
demonstrated consistently across
all of the required behaviours
4
Good
Meets more than
half of the value
definition.
Evidence of strength in this value
demonstrated across more than
half of the required behaviours
Acceptable
Meets half of the
value definition.
Evidence of strength across some
of the required behaviours with
some areas of weakness or
inconsistency
Marginal
Meets less than
half of the value
definition.
Evidence of less than acceptable
performance across most of the
required behaviours
Poor
Meets almost none
of the value
definition.
Evidence of weakness/less than
acceptable performance across all
the required behaviours. No
strengths demonstrated
3
2
1
Page 7 of 11
4.
Accountability
We accept that all of our actions affect the lives of the people we support. In
accepting this responsibility, we aim to prioritise the needs of the people we
support and actively pursue their input in the decisions we make and the
activities undertaken.
Negative indicators
Does not generate activity;
lets others generate activity at
the beginning of the meeting.
Lets others drive the
discussion.
Makes no mention of the
needs of their clients.
Focuses on preferences of
others at the expense of client
needs.
Few risks identified or
discussed.
Does not identify any
mitigation strategies for the
identified risks.
Makes little mention of
seeking client feedback or
input.
Ignores cues to take any
responsibility for future
actions.
Avoids committing to any
recommendations; defers
decisions and
recommendations.
Other evidence:
1
2
3
4
5
Positive indicators
Self starting; generates
activity at the beginning
of the meeting.
Is proactive rather than
reactive; does not wait
for prompting.
Refers to the needs of
their clients; encourages
the group to consider
their clients’ needs.
Prioritises client needs.
Recognises key risks for
people with disabilities
attending the fair.
Suggests appropriate risk
mitigation strategies for
people with disabilities.
Suggests consulting
clients for their opinions
or feedback.
Takes responsibility for
future actions (e.g.
attending the committee
meeting or manning the
stall).
Is willing to commit to a
course of action and
make recommendations.
Overall value rating (1 to 5)
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5.
Resourcefulness
We apply our creativity across all aspects of our business and work. We actively
seek to solve complex problems alongside people with disability and their
families with an attitude of experimentation and a desire to always be better. We
are guided by the need to provide appropriate services to benefit the people we
support.
Negative indicators
Misunderstands or overlooks
information in the brief (e.g.
uses inaccurate information).
Deals with issues one by one;
comes to inappropriate or
inaccurate conclusions.
Generates few solutions or
alternatives.
Ideas lacks any creativity.
Does not challenge or
encourage others to think
creatively.
Does not adequately consider
pros and cons of suggested
solutions.
Was closed to new
information; does not alter
approach or decisions based
on new information.
Suggestions are illogical or
impractical in the light of the
information provided.
Focuses only on the
negatives and issues in the
situation.
Other evidence:
1
2
3
4
5
Positive indicators
Understands the
information in the brief
(e.g. is able to state details
and facts).
Integrates the information
in the brief and draws
appropriate conclusions.
Generated a range of
alternative ideas and
recommendations.
Suggests some ideas that
are creative.
Encourages others to think
outside the norm.
Weighs up pros and cons
of proposed solutions.
Is willing to alter decision if
new information or ideas
become available.
Final recommendations
are sensible and practical
in the light of the
information provided.
Maintains positive and
solution focused
demeanour and language.
Overall value rating (1 to 5)
Page 9 of 11
6.
Respectfulness
We strive to develop and empower the people we support to speak and act for
themselves. We do this by actively listening to their comments and concerns,
noticing their cues, and by acting on what we observe. We defend the rights of
those whom we support and encourage others to listen to and respect them.
Negative indicators
Frowns, does not build
rapport, skips over any
pleasantries.
Makes little or no attempt to
encourage others to share
their views, thoughts and
feelings.
Appears uninterested in what
people in the group have to
say; interrupts others.
Uses closed or inattentive
body language.
Misses cues or ignores them.
Inflexible; stays rigid and isn’t
able to adjust to suit the style
of the group.
Shows little respect, or
patience; ignores or dismisses
others’ contributions.
Does not suggest, or
dismisses, the involvement of
clients.
Glosses over issues that
impact the safety or respect of
people with disabilities.
Fails to see when others’
needs are not being met or
they are being treated
wrongly.
Other evidence:
1
2
3
4
5
Positive indicators
Smiles, quickly builds
rapport with others and puts
the group at ease.
Encourages others to share
their views, thoughts and
feelings (including the
quieter members).
Takes time to hear and
consider what others say;
doesn’t interrupt or finish
others’ sentences.
Uses appropriate body
language (e.g. eye contact,
positive and open posture).
Quickly picks up cues about
the concerns or attitudes of
others.
Adapts to the style and
various cues of others as the
meeting unfolds.
Is polite and tolerant,
treating others with respect;
acknowledges and builds on
others’ contributions.
Seeks to get clients involved
in the fair (e.g. in organising
activities or manning the
stall).
Demonstrates genuine
concern for the safety and
respect of their clients.
Challenges actions and
ideas that are inappropriate,
rude, or cause for
discrimination.
Overall value rating (1 to 5)
Page 10 of 11
7.
Collaboration
We learn from each other and share our skills and resources across
organisational boundaries for the benefit of the people we support. We support
each other generously to achieve the right outcomes for the people we support
and our organisation.
Negative indicators
Makes very few contributions
to the meeting.
Does not take on a team role
during the meeting.
Appears disinterested in
getting to know about others’
background or goals.
No discussion of the
potentially valuable
background or skills of others.
Tells others what to do.
Takes offence when ideas are
challenged.
Does not consider the
usefulness of other divisions.
Does not make mention of
any other stakeholders.
Comments divert the group
from their required outcomes.
Does not create a structure or
process so that they can
sustain their relationship with
others.
Other evidence:
1
2
3
4
5
Positive indicators
Makes several useful
contributions; maintains
involvement throughout.
Takes on a useful role during
the meeting (e.g. scribe,
facilitator, or chair).
Makes active efforts to learn
about others’ background,
interests, and goals.
Explores group members’
combined skillsets and
discusses how they may
benefit each other.
Uses questioning and
facilitation techniques in order
to help others to develop
ideas.
Remains calm and responds
well when their ideas are
challenged.
Seeks to get other areas of
ACE (e.g. Employment or
Leisure and Activities
divisions) involved in fair.
Explicitly acknowledges
several stakeholders to
consider (e.g. broader
community, organisation,
clients, council, school, etc.).
Makes efforts to keep the
group working towards
required outcomes.
Sets up a structure or process
that encourages future
collaboration and success
(e.g. future meetings).
Overall value rating (1 to 5)
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