NIWA Guide To

Finding Talent

NIWA Internal ReportNo. 131 / 2007

ContentsIntroduction........................................................................................................................2Recruitment and Selection..................................................................................................2Manager Goals and Objectives............................................................................................3Key Responsibilities for Managers.......................................................................................3Need Help?.........................................................................................................................3Recruitment Policy..............................................................................................................4Job Analysis........................................................................................................................5Approval Process................................................................................................................6Pre-employment Guidelines and Human Rights Act 1993....................................................8The Privacy Act in Brief.....................................................................................................10Management of CV’s.........................................................................................................11The Recruitment Process..................................................................................................12Writing a Recruitment Advertisement................................................................................13Shortlisting Candidates.....................................................................................................15Interviews.........................................................................................................................16Suggested Interview Structure..........................................................................................20Additional testing..............................................................................................................22Reference checking..........................................................................................................23Recruitment and Occupational Health and Safety..............................................................24Appendix One – Shortlisting Template...............................................................................25Appendix Two – NIWA Guide to Interviewing......................................................................26Skill Types........................................................................................................................26Suggested Interview Questions.........................................................................................27Introduction......................................................................................................................27Position.............................................................................................................................27Ambitions/Goals................................................................................................................27Work style........................................................................................................................27Interpersonal skills............................................................................................................28Professionalism.................................................................................................................28Initiative / Innovation........................................................................................................29Communication – Verbal and Written................................................................................29Attention to detail.............................................................................................................29Quality improvement........................................................................................................30Customer service skills......................................................................................................30Business development......................................................................................................30Adherence to procedures..................................................................................................31Deadlines / Stress.............................................................................................................31Appendix Three – Suggested Rating Matrix for candidates.................................................35Appendix Four – Reference Checking................................................................................36Appendix Five - The Recruitment and Selection process checklist......................................39Further Information...........................................................................................................40

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Introduction

This guide to finding talent has been written to help you assess candidates for new positions.

This includes information on: pre-employment process and the Human Rights Act 1993 the recruitment process writing a recruitment advertisement an explanation of structured interviews a suggested interview structure and post-interview process recruitment and Occupational Health and Safety examples of questions you might ask a job candidate, and additional guidance on interviewing for management positions.

These guidelines will assist you to prepare for interviewing quickly and competently and will increase the likelihood of collecting information to identify the best person for the job.

Recruitment and Selection

Recruitment is about finding a pool of applicants, whilst selection is the method for choosing the person.

As a recruiting Manager it is your responsibility to ensure that the recruitment and selection process runs smoothly and that the way you treat candidates is consistent and that your process are streamlined and robust.

There are many things to consider such as the Privacy Act, the Human Rights Act and best practice when selecting candidates.

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Manager Goals and Objectives

Review your current needs, the role structure and the strategic direction of your area to ensure the right type of candidate is being recruited

Ensure the Case for Appointment form is completed and is consistent with your needs analysis

Liaise with Human Resources to develop a recruitment strategy that targets the type of applicants you are looking for

Ensure the selection process is conduted in a timely manner, including

o Reducing the time from the role close off date to the interview

o Inviting applicants to interviews as soon as is practicable

o Ensure decisions are made in a timely manner following interviews

o Keep potential candidates up to date at all times

Ensure the right people conduct the interview

Key Responsibilities for Managers

Protect candidates privacy at all times

Treat potential employees as you wish to be treated

Abide by the Privacy Act

Do not discriminate based on the Human Rights Act

Need Help?

Contact a member of the Human Resources team:-Justine Blincoe, Human Resources Consultant, 09 375 2080, j.blincoe@niwa.co.nzSasha Blair, Human Resources Manager, 09 375 2085, s.blair@niwa.co.nz

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Recruitment Policy

The overriding consideration in making appointments is that the person judged best suited is to be appointed in accordance with the provisions of the Human Rights Act 1993. The general rule is that there shall be no discrimination on the grounds of sex, marital and family status, religious and ethical belief, colour, race, and ethnic or national origins, disability, age, political opinion, employment status, or sexual orientation. CEA/CEC clauses and Relevant LegislationThe employment agreements govern the employer/employee relationship.

Clauses 5.2 and 5.3 of the CEA, and clauses 10.2 and 10.3 of the CEC extend coverage to fixed term staff employed for six months or longer, with certain exceptions.

Human Rights Act, 1993.

Privacy Act, 1993.Procedural GuidelinesSome guidance regarding discrimination is contained in the ‘NIWA Guide to Interviewing’. Any queries or confusion in this area must be directed to the Human Resources Manager for clarification.

The type and extent of advertising of vacancies will depend upon the position to be filled and the difficulty or otherwise of attracting applicants. Certain positions may be advertised in both Māori and English if considered appropriate. The Human Resources team at the Auckland corporate office is responsible for providing advice on alternative sources of advertising to help ensure a diverse group of applicants, e.g., Te Ohu Kaimoana, Women in Science newsletter.

All permanent appointments must be approved by the Director, Operations and, if appropriate, another member of the Executive. All fixed term appointments less than six months must be approved by a Regional Manager, and fixed term appointments for six months or longer require the approval of the Director, Operations. Human Resources maintains and manages all employment agreements/letters of offer for appointing permanent, fixed term, and casual staff.

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Job AnalysisBefore beginning the recruitment process, it is important to review what the current needs are. Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. This is a process where judgements are made about data collected on a job.

It is essential to review the job; not the person. While data may be collected from speaking to people that understand the role requirements, the outcome should be a description of the job, not a description of the person.

The first step is to determine the job-related dimensions. This is a basic requirement for developing valid selection procedures and provides a common frame of reference for interviewers.

Conducting a job analysis

This is the process we use to obtain information regarding the requirements of the role, that is, the attributes that a person must have to be successful in the role. These can be referred to as the person specifications, critical attributes, job characteristics, competencies, or KSAOs (Knowledge, Skills, Abilities, and Others).

One approach to conducting a job analysis is to employ the ‘Critical Incident Technique’. This involves collecting incidents from someone who you believe is an expert on the needs of the role: job incumbents are rarely used. This person must have knowledge of the aims and objectives of the job and see people perform the job on a frequent basis.

This process requires the generation of examples of incidents where some form of effective behaviour has led to success in the role. The incidents should therefore contain information on the context, behaviour, description of the action taken, and outcome.

Critical incidents provide ideas for interesting and job-related questions. Collected incidents must be categorised into competencies, then those incidents that best represent the competency are developed into questions. This directly improves the job-relatedness and hence validity of the questions.

Human Resources can assist and provide tools to facilitate this process.

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Approval ProcessCase for Appointment Form

All permanent appointments must be approved by the Director, Operations and/or the Chief Executive for corporate support positions. A Case for Appointment Form must be completed and approval sought before the recruitment and selection process begins.

An online version of this form can be found at:-http://home.niwa.co.nz/hr/recruitment_and_selection/CFA

The interview panel

The Case for Appointment includes the proposed interview panel.

The panel should consist of two or more people, but no more than four and can serve several purposes.

1. Take notes while one interviewer asks questions and listens.2. Act as a check on individual perceptions and ratings, increasing reliability and assisting

to reaching consensus.3. Allow for representation of various parties, e.g. Regional Manager, Project Director, co-

workers.4. It is not appropriate to have departing staff members on panels or subordinates.

Interviewer roles

In a structured interview, only one person on the interview panel asks the questions. This ensures standardisation of the way questions are asked. Other panel members are there to listen and provide their own ratings. It is also easier for them to take notes.

Increasing reliability

Reliability can be increased in two ways. First, panellists act as a check on each other’s perceptions. Each participant will respond differently to replies and this approach allows the panel to discuss them and come to a consensus rating.

Second, inaccurate ratings can be minimised by combining interviewers’ ratings through taking the average.

It is important to always use the same team of panellists for all interviews related to a particular role.

Representation

Interview panels can be used to include participation of different organisational groups. All panellists must be briefed on the questions, role being recruited, rating criteria, and interviewer roles. At the time of the interview applicants should be made aware of the purpose of the panel and what the roles of the observers will be. It is essential that post-interview meetings are conducted to ensure that all views are considered and actively discussed, thus validating the use of a panel.

Applicants have the right to have their applications treated confidentially. That means the interviewers must not talk about who has applied or disclose any

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information about the applicants to anybody except appointed referees or other interview panel members.

It is important that the only people who view candidates CV’s are those on the interview panel, otherwise this is a breach of the Privacy Act.

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Pre-employment Guidelines and Human Rights Act 1993

Before embarking on the recruitment and selection process it is essential that you are familiar with the requirements of the Human Rights Act 1993.

Our workforce and society are becoming more diverse - more cultures, more fit and capable older people. More women at work. New technology is improving access for people with disabilities to participate in the workforce.

The intention of this Act is to help ensure that people are treated fairly. Where a job applicant is qualified for particular work, it is unlawful for an employer to discriminate on the following grounds:

Sex – including pregnancy and childbirth Marital status – which includes being single, married, separated, divorced, widowed,

or in a de facto relationship Religious belief Race and colour Ethical belief (lack of religious belief) Ethnic or national origins Disability – including physical or psychiatric illness, and presence in the body of

organisms capable of causing disease, e.g., the HIV virus that causes AIDS Age – protection begins at age 16 Political opinion Employment status – i.e., being unemployed or a beneficiary or in receipt of ACC Family status – including having or not having responsibility for children or other

dependents; being married to, or being a relative of a particular person Sexual orientation.

It is unlawful to ask questions of (or about) a job applicant, or publish an advertisement assumed to show an intention to discriminate, on any of the above grounds.

Employers should request only information that is clearly relevant to the requirements of the employment, and to the applicant’s ability to do the job. It is essential that you avoid seeking irrelevant personal information.

“A man whose boss told him he couldn’t be his secretary because he wasn’t a woman was awarded $3,500 by the Complaints Review Tribunal”.

“A woman was told at a job interview for a clerical position that there was concern as she had a young child. She was unsuccessful in getting the position and it was indicated to her that the reason was that she had a young child and the company couldn’t afford for her to be off work. In settlement, the woman received $2,500 compensation and an apology”.

You cannot, because of any of the prohibited grounds, discriminate against qualified applicants or employees by:

refusing to employ offering less favourable conditions, training, opportunities, promotion or transfer, or

fringe benefits dismissing retiring Employees can mean:

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applicants paid employees contract workers you employ voluntary workers

Pre employment is an area covered by the Human Rights Act and includes:

advertisements application forms shortlisting interviewing appointing

Reference – The Human rights Act and Best Business Practice

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The Privacy Act in BriefPrivacy and the Management of Information

Here is a summary of key legal requirements in relation to the management of information in relation to recruitment and selection, as stated in the Privacy Act 1993.

Personal information about potential employees must be collected only for a purpose connected with the organisation’s activities.

There are limitations on sourcing information about an employee or applicant from someone other than the person themselves.

Evaluative comments about job applicants must not be sought without the permission of the applicant.

Referees’ reports are sought, provided and received on the understanding that they will remain confidential to those concerned with considering applications and that they will not be used for any other purpose.

Employees (including a successful applicant who has not yet taken up the position) should be told that they have a right of access to, and correction of, personal information held by the employer. Evaluative information, such as notes made by the interview panel during the course of the interview, can be withheld.

Organisations are obliged to store personal information in such a way that it is not accessed by anyone not entitled to the information.

Organisations are required to take “reasonable steps” to check the accuracy of personal employee data before acting or making a decision based on it.

Personal information should not be held longer than necessary. Personal information about employees collected in connection with their

employment should not be used without their consent for other purposes such as marketing.

Personal information about employees should not be disclosed to another person of the organisation without the employee’s consent.

Employee records should not assign unique identifiers, such as IRD numbers, to identify individuals.

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Management of CV’sIn line with the General Disposal Authority, until administratively no longer required the following information can be destroyed.

Advertising of positions Applicant CV’s Selection interviews and notes Testing of applicants Reference Checks

It is NIWA’s recommendation that documents be handled in the following manner:-

Initial unsuccessful candidates are advised and CV’s destroyed or returned as soon as possible if they were sent by hard copy by the Regional Administrator

Following interviews, unsuccessful applicant CV’s / interview notes should be passed to Regional Administrator to destroy after 90 days, or returned to candidates if not sent electronically

Successful applicant CV sent to HR. Interview notes passed to Regional Administrator to destroy after 90 days

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The Recruitment ProcessThis flow chart shows the steps involved in the recruitment process. A checklist is provided in Appendix One.

Vacancy arisesJob analysis (nature of role, job description and person specification determined)

Case for appointment form completed and sent to Director, Operations for approval

Panel interview participants and process time line decided

Internal / external advertisements placed

Applications accepted – online recruitment used and automatic reply generated when application submitted

Short list confirmed

Letter sent to unsuccessful candidates at this stage, CVs destroyedInterviews conducted

Post-interview meeting

References checked

Offer made – verbal Email HR to send out written offer

Acceptance sent to HR. HR notify Manager of written acceptanceInternal Induction process begins

Unsuccessful applicant CV’s / interview notes passed to Regional Administrator to destroy after 90 days, or returned to candidates if not sent electronically

Unsuccessful Candidates letters sent

Successful applicant CV sent to HRInterview notes passed to Regional Administrator to destroy after 90 days

Employment begins

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Writing a Recruitment Advertisement

Recruitment advertising is a more complex task than simply announcing available positions. Your goal is to gain the attention of as many members of the appropriate target audience as possible and motivate them to apply.

Recruitment advertising has to sell

Your advertisement must give the reader a very good reason for applying for this job. This becomes the selling point of the advertisement. Virtually every job seeker wants to find challenging, stimulating, rewarding work in an organisation with integrity; an organisation offering advancement, good treatment and a reasonable salary. Your selling point must seek out the best of those prospects, and be substantiated. For example if you were to write that the role is challenging, say why it is challenging.

The tone

The feeling of the ad should be one of people talking to people. Choose the person of the ad. ‘We/you’ (first person/second person) gives a more friendly and warm feel. Whichever person you choose, remember to keep it consistent throughout.

Avoid clichés such as ‘we require the services’ or ‘applicants are invited’ and write in the first person e.g. ‘you will have’ rather than ‘the applicant will have’. Consider starting sentences with:

You will report to We need an excellent communicator…..This role is key to our …..Joining our team, you will …..You will have (or ‘gain’) experience in a …..You will be involved in …..Your sound WP skills and …..Ideally, you will be …..

Don’t forget that recruitment advertising is also a form of corporate communication. It should project our company philosophy in a way that is inviting to potential applicants. The advertisement should be seen to emanate from a ‘people oriented’ company.

Format checklist

There is a basic formula for writing a recruitment advertisement. The following pointers should help you to develop an effective ad.

Headlines/Caption

Write a headline. This is generally the job title. Some job titles do not mean anything to anyone outside of the company; therefore it may be necessary to use a more recognisable title which describes exactly what the job is.

Subheading

The subheading often tells the reader information about the salary or location of the role.You may also use this line to emphasise key selling points.

The job

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This portion of the ad seeks to answer where?, why?, and what?. You must include facts about the company and the department/group within which the role is located. Following this you must address the question of ‘why’ someone should want to apply for this role. Explore the selling point. Finally, describe the main responsibilities and content of the job.

The requirements

Focus on ‘who’. The person specification must be outlined. Education, training, qualifications, experience, and relevant personality traits need to be specified.

Incentive

Few employers, including NIWA, highlight salary or remuneration packages. However, there may be location-specific inducements such as car parking, travel prospects or working environment, which should be mentioned.

Action

Finally, you should urge the reader to take immediate action, telephone, write or email by the stated date. Reply instructions must be clear and a closing date specified.

It is important that the advert does not exaggerate the role to the extent that NIWA cannot meet the expectations of candidates. Remember, the advertisement should contain the essential aspects from both the job description and person specification to be meaningful and effective.

Website

The ad should invite applicants to visit the NIWA website: http://www.niwa.co.nz/jobs/ where they will find an online application form and the full job description.

Human Resources can assist you with where to place advertisements. You need to consider carefully your target audience to ensure the advert will reach the right group of people.

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Shortlisting Candidates

Each member of the interview panel should read each application thoroughly, and check each applicant's skills and experience against the ideal person specification. A template can be used for this process.

Each member of the interviewing panel should rate each applicant's skills and experiences against each key attributes of the job description. The final scores will help identify and clarify a shortlist.

The entire interview panel should then meet to discuss their individual scores and considerations in order to select an agreed shortlist of candidates. A shortlist of up to five applicants for each position is workable. This should provide a good selection of candidates and will require a full day of interviewing.

Those not being interviewed can be notified in writing.

Applicants have the right to have their applications treated confidentially. That means the interviewers must not talk about who has applied or disclose any information about the applicants to anybody except appointed referees or other interview panel members.

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InterviewsAims of interviewing

The purpose of interviewing is to ascertain the skills, performance ability, and aspirations of the selected candidates. It is also to provide the candidates with information such as expectations of the position, benefits, and future opportunities in working for NIWA.

It is a great way to get to know our candidate. The problem is that we often know a great deal about them from reviewing their CV, so we go into interviews with preconceived ideas that we try to confirm. More often than not we rely on our hunches and fail to measure those competencies pertinent to the role.

This guide provides you with the tools to assist you in structuring your interview and gaining information that directly relates to the candidates’ ability to perform the role.

About structured interviews

Structured interviews are systematic and ensure that all candidates are asked the same questions, based on analysis of the specific requirements of the position. This helps to ensure the information collected during an interview is directly relevant to the requirements of the position, and is comparable across each interview, making it easier to rank candidates.

Structured interviews provide greatly improved validity and reliability, and have the ability to produce more accurate results.

In order to structure the interview we must consider four components:

Job-related (behaviourally defined) dimensions Standard behavioural questions Response scales Use of a panel (if applicable).

These all focus on behavioural information. Behaviour is objective and the best predictor of job performance.

Candidates can happily tell you all of the things you want to hear – they would love challenge, they would perform your role, they would be an asset to NIWA. They know what they would do, but behavioural questioning will find out what they actually will do.

The underlying principle is that "past behaviour is the predictor of future behaviour". Behavioural questions focus on a person's experiences. Instead of asking whether the candidate has leadership experience, you ask them to recount a situation where they have dealt with conflict, or what their most challenging situation as a leader was.

For instance, ask the question "Have you been in a situation of ....."

1 Tell me about that situation2 What was your involvement in that situation?3 What was the outcome?

When preparing these questions, you need to first identify the critical behaviours that are required in the role. For example, the behaviours required for a technician role may be:

• Team Player• Pays attention to detail• Technically competent

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• Sound written communications skills• Strong analytical

Once you have identified these critical behaviours, you can develop situational questions around them

Step One Job-related dimensions

The first step is to determine the job-related dimensions. These are determined through a job analysis. This is a basic requirement for developing valid selection procedures and provides a common frame of reference for interviewers.

Step Two Standard behavioural questions

Question “Rules”

The key is to be prepared.

Three principles form the basis for using standard questions.1. Questions should all be job related.2. All applicants should be asked exactly the same questions.3. Interview questions should seek behavioural responses: limit prompting and follow-up

questioning.

The use of standard questions provides equal opportunity for all candidates to provide the same types of information. Questions should seek replies about past behaviour or behavioural intentions, as these are strong performance predictors. This ensures information collected during an interview is directly relevant to the requirements of the position, and is comparable across each interview, making it easier to rank candidates.

Questions should all be job related

As discussed above, all questions should be directly related to the position. This ensures that the criteria are representative of effective job performance.

All applicants should be asked exactly the same questions

This ensures that the interview process is consistent, all applicants are treated fairly, and enables the interviewer to more accurately compare applicants.

Consider the process like a scientific experiment, if al the conditions are not replicated then the validity of the results can be questioned.

Behavioural questioning

Behavioural questioning will find out what the candidate will do in a situation that may occur on the job. Behavioural questions focus on a person's experiences. Instead of asking whether the candidate has leadership experience, you ask them to recount a situation where they have dealt with conflict, or what their most challenging situation as a leader was.

This includes asking either situational or experiential questions. Situational questions are based upon the belief that behavioural intentions predict actual behaviour. Here you would present a hypothetical scenario with a dilemma, where the answer is not obvious; they always end with “What would you do?”.

Experiential questions intend to get at actual behaviours. Past behaviour is measured. For example you may ask: “Please describe an achievement in the last year which illustrates

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your ability as a team player”. It is important that any follow-up probes are standardised as much as possible, so that each interviewee is probed the same way.

When using behavioural questioning in interviews, it can be difficult to record the candidate’s answer while you listen to what they are saying. The STAR technique allows you to focus on the candidate’s answer while taking notes to provide a record of the interview you can compare with interviews of other candidates.

SituationTaskActionResult

For example, you might ask, “Can you describe a time when you had to lead a team?”

The candidate may reply that when their manager was away last year they had to coordinate the publishing of the annual report. They had to get approval from members of the finance, IT, and HR teams on the section of the report relevant to them, and then get the report to the publisher on time.

Using the STAR technique you can break the response into the STAR categories, quickly noting the candidate’s answer.

Situation Acting for managerTask Coordinate publishing of annual report Action Worked with members of different teams Result Report published on time

The STAR technique also allows you to probe the candidate for their answer if sections of the response are left out or unclear. For example, if the candidate simply says, “I had to coordinate the publishing of the annual report”, you can ask, “What action did you have to take to ensure that happened?” and “What was the result?”

You should also seek information about the alternative side to situations, “what didn’t go so well” and “what did you do”?

Choosing the type of questions and how many?

The combination of types of questions depends on your own preference, the dimensions to be measured, and the actual role. For example, experiential questions may be more appropriate for applicants who have previous, related work-experience, while situational questions, being hypothetical, won’t disadvantage those with little previous experience.

The number of questions directly relates to the number of KSAOs (Knowledge, Skills, Abilities, and Others) and the time allowed for the interviews. At least one question should be developed for each competency to be measured, although a minimum of two questions per dimension has better reliability.

Step Three Response scales

Ratings can be question specific or general. Using a rating scale to evaluate candidates responses ensures that judgements are linked to specific responses.

A question specific scale means that the scales are tied directly to one question. These are good to use with any situational questions that may be asked, as they allow you to anchor the candidate’s responses against your predetermined set of replies.

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General anchors are not tied directly to a question and tend to rate a dimension after one or more questions have been asked. This allows more interviewer subjectivity. It is essential that you rate candidates either during or after the interview.

Bias when interviewing

Be aware of your own reactions Getting on with someone and having a good chat in the interview does not mean

they will do a great job. Someone's confidence (high or low) doesn't necessarily indicate how they will

behave in the role. Mirror-hiring, or hiring people because they are like you, creates a group of people

with similar opinions, experiences and backgrounds. Solutions and outcomes reached are often less dynamic or innovative than you would get from a diverse group of people.

Cultural differences may dictate whether someone looks you in the eye, shakes your hand, makes small talk, highlights their achievements etc.

Stereotyping the person you want for the role will limit your decision. Assumptions are not valid decision factors eg "disabled people will need more

time off." In fact research has shown that disabled people take less time off. Assess the applicants' selection forms against the written job description.

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Suggested Interview Structure

Structured interviews require a different form of preparation from the conventional unstructured interviews. Interviewers must prepare by familiarising themselves with the ratings dimensions and definitions. Also, panel members may want to discuss the consensus procedure.

Preparation before interview

The first step after receiving applications is to shortlist the candidates. It is important that you develop criteria to measure the applications against to ensure that suitable candidates to interview will emerge. Those applicants not reaching the interview stage should be informed and any CVs either destroyed or returned as soon as possible if they were not sent electronically.

Preparing for the upcoming interviews ensures that the time spent with each candidate will be used optimally.

Quick checklist before an interview: good interview schedule of questions and ratings chart of critical skills you have

identified for this position job descriptions and copy for candidates if possible appropriate salary prior approved by your Regional Manager and/or the Director of

Operations interview times arranged to allow time between to discuss each candidate (10-15 min) key people are on the interview panel in order to make an informed decision (key work

colleagues could be invited to give candidate a quick tour of work area in order to meet candidates on a more informal basis)

interviews for most positions should take 45 minutes to 1 hour

Conducting Interviews

Preparation

Ensure the room is ready and tidy beforehand, that chairs are set up and perhaps have water available to all.

Be on time, there is nothing worse than an interview starting late.

Introduction

Begin by welcoming the candidate. Explain the timing and structure of the interview, noting that they will be able to ask

questions throughout the interview. Explain that you will be taking notes to ensure their responses are accurately

remembered. Avoid interviewing from behind a desk.

During the course of the interview

Ensure that you note information about the skills, knowledge, and behaviours that are critical to successful performance in the job, as defined in the person specifications.

Ensure that you assess each candidate's understanding of and commitment to NIWA's key values.

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Talk little, listen about 80% of the time and don't attempt to fill silences while the candidate is considering a question. However, do interrupt if the candidate is sidetracked.

Use the STAR technique (see page 18). Ensure that you collect information about the skills, knowledge, and behaviours that are

critical to successful performance in the job, as defined in the person specifications: preparing interview questions will assist you to do this.

The interview is a two way process. The candidate will want to find out about you and NIWA.

Remember to make clear any special requirements of the position that the candidate needs to be aware of. E.g. regular time away from home, requirement to work outside regularly.

Ensure accurate notes are taken to refer back to, including direct quotes from the person and your impressions. Tips when interviewing

Don't ask leading questions such as "do you believe in customer service?". This kind of closed question contains a clear signal to the candidate as to the appropriate response, and does not give any self disclosure.

Ask neutral questions that require candidates to interpret what is important and reveal information about themselves. Examples are as follows.

Broad questions to open up a major topic, for example, "Tell me about ... your current job/your experience of ...".

An explanation of accomplishments they describe during the interview. This explanation of past events will help you to determine how they are likely to behave on the job in the future. For example "How were you able to achieve ... so quickly", or "Why do you suppose you were chosen to ...".

End of the interview

Give the candidate an opportunity to ask questions about the job. Explain to them what the next steps are in the recruiting process and when you will be contact with them. Ask the candidate if they are happy for you to contact the referees listed in their CV or application.

After the interview

After each interview review your notes, complete a rating scale, and identify areas where you need clarification or verification. Use these for the next vital step in the process, reference checking.

• Allow time to review your notes between appointments.• Prepare rating chart using critical factors you have identified. (See Attachment 1 for

suggested rating sheet format). Rate candidates on the critical attributes by the acceptability of the responses.

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Additional testingFinancial positions

Positions with financial responsibility will require a police check to be conducted on them, prior to a verbal offer being made.

Senior positions

For senior roles such as Regional Manager or Executive positions psychometric testing may form part of the selection process. Testing may involve personality profiles for identifying the key personality dimensions of a person or aptitude and ability Tests which include verbal and numerical reasoning tests, critical thinking and IQ tests.

Other types of testing

Being taken on a tour of the site by another member of the team can be a means of assessing team fit.

Inviting candidates to make a presentation to the selection panel, if this is a requirement of the role, as part of the selection process.

Practical testing may be applicable for certain types of roles e.g. ability to sort benthic invertebrate samples.

Proficient use of the Microsoft Office suite can be tested for those in support roles, e.g. ability to use Word and Excel and measure words typed per minute.

Human Resources can assist with giving advice on types of additional testing required.

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Reference checkingCarry out reference checks (three optimum) with previous employers who can confirm the candidate’s responses. People who have managed a candidate in a work situation are the best referees.

With the introduction of the Privacy Act 1993 it is important to remember that you must only contact the referees that the candidate gives you permission to contact. Be aware that referees are entitled to ask to see written confirmation from the candidate that you have been given permission to carry out this particular reference check.

The best way to ensure a referee is clear that you have permission is to ask the candidate to contact them in advance regarding your call. If you have trouble contacting a candidate’s referees, get the candidate to do the legwork by setting up an appropriate time that the referee will be available to speak with you.

Referees

When you get in touch with permitted referees you must explain who you are and the purpose of the call. Ensure that you let the referee know that the candidate has given you permission to contact them. If the candidate has not told them, take the time to briefly explain the position. This is important so that they can compare them to the role they are familiar with seeing them in.

It is important that the reference is carried out in a professional manner. There should be no informal comments.

Tip: tracking referees down can take a few days, so build this into the timeframe for contacting candidates with your final decision.

Breaching Privacy

Even if it is tempting do not ask for comment from people who you know have experience with the potential employee. This is a breach of their privacy and carried a fine of up to $10,000.

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Recruitment and Occupational Health and Safety

It is illegal to discriminate on the grounds of disability when recruiting – that is, it is illegal to not employ a person simply on the grounds that they suffer from OOS or any other injury such as back strain. However, it is quite legitimate to ask a prospective employee if they have any condition which may prevent them from being able to do a job, or if they require any special equipment to allow them to do the job. This includes conditions such as severe OOS.

There are two main reasons why we need to ask about such injuries or conditions. Firstly, if we are employing someone who suffers from, or is prone to, OOS or another condition or injury, we need to know about their condition as early as possible in order that we can provide them with the correct equipment and work environment to ensure their condition is managed and not aggravated. If there are good reasons why we cannot modify the work environment or purchase the equipment required to allow a person to do the job – e.g. the cost is prohibitive or it would make working difficult for other staff – then we have a valid reason for not employing the person.

Secondly, it is important that we establish the liability for any condition or injury an employee may have developed in previous employment. If an employee has developed a condition while employed somewhere else, the costs associated with treating and managing the injury will be associated with the previous employer rather than NIWA. As costs of injuries affect our work accident insurance premiums – it is important that NIWA does not carry the indirect cost of injuries which did not occur during employment here.

Essential questions to ask under H&S legislation

When asking about an employee’s ability to do the job, bear in mind the reasons for asking the question – we only need to know if the person will be able to do the job for which they are applying, not whether they have ever suffered from any injury.

1. Do you have any injury or condition which may prevent you from completing any part of the job you have applied for?

2. Do you have any special job requirements due to a disability, previous injury or illness – e.g., equipment or modifications to the work environment?

You may want to preface the above questions with a statement explaining that NIWA is committed to the health and safety of its employees, and as part of our ongoing risk management we need to determine what requirements individual employees may have.

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Appendix One – Shortlisting Template

The use of a rating system can be a helpful refinement when deciding which candidates to interview objectively.

A suggested shortlisting template can be used as follows.

1 = Excellent2 = Good3 = Average4 = Below Average5 = Poor

Summary of Observations

Critical Attribute 1 1 2 3 4 5Critical Attribute 2 1 2 3 4 5Critical Attribute 3 1 2 3 4 5Critical Attribute 4 1 2 3 4 5Relevant Skills 1 1 2 3 4 5Relevant Skills 2 1 2 3 4 5Relevant Skills 3 1 2 3 4 5Relevant Skills 4 1 2 3 4 5Relevant Experience 1 1 2 3 4 5Relevant Experience 2 1 2 3 4 5Relevant Experience 3 1 2 3 4 5Relevant Experience 4 1 2 3 4 5

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Appendix Two – NIWA Guide to Interviewing

Skill Types

Introduction and general questions Position specific Ambitions/goals Work style Interpersonal skills Professionalism Initiative/innovation Communication Attention to detail Quality improvement Customer service Business development Adherence to procedures Deadlines/stress Problem solving/decision making Management/supervision Project management Conclusion – benefits, next stage, etc Evaluation and reference checking

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Suggested Interview QuestionsThe questions provided in this section are intended to act as a guide only. You should choose a small number of the questions which relate to the role you are seeking to fill. Remember the questions you use should be based on the requirements of the role.

Introduction

Give general introduction to interviewers and explanation of the interview procedure, length of interview (“feel free to ask questions anytime”)

Do you know anything about NIWA? Give overview about NIWA, i.e., CRI; no. of staff; local site; staff structure; catchment

modelling in NIWA, etc

Introductory Questions

1) Can you begin by giving me a brief overview of your work experience to date?

2) Focusing on your current position, what aspects do you enjoy the most?• What activities or tasks do you tend to defer, or put off?• What do you find frustrating? How do you deal with this?

3) What do you feel your major achievements in your current role have been?

Position

Explain detail of the role (referring advertisement or job description and enlarging on it)

1. What qualities do you think are of most importance in order to succeed in this role?

2. What is your perception of this role and what do you see as the critical responsibilities?

3. Can you outline your personal attributes, strengths, and skills that would be of value to this position?

Ambitions/Goals

1. What motivates you?

2. Can you tell us why you are seeking a change in position?

3. What appeals to you about this position?

4. What are your future goals?(prompt: how does this position go to meeting/partly fulfilling your goals?)

5. Looking back over your career, which position have you found most satisfying and why?

Work style

1. If appointed to the role, what would be your immediate focus?(prompt: from what you are aware of in this area, is there anything you would change? what do you foresee longer term past the initial settling in period?)

2. Can you describe the management style and work atmosphere that you best respond to?

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3. What are your expectations of this position and your manager?

4. What do you believe to be critical factors for the success of NIWA now?(prompt: what you do feel needs to be done to ensure those objectives are met?)

5. What strengths do you bring to your current team?

Interpersonal skills

1) When you are working in a team situation it is inevitable that there will be times when conflict arises. Can you remember a time when this has happened? (prompt: how was the situation resolved?)

2) Can you give an example of a situation where you really had to draw on your communication skills to get your point across? (prompt: what was the outcome?)

3) Tell me about a time when you feel you were effective in helping a new person learn something.(prompt: procedure taught? how taught? how well did the new person perform?)

4) Maintaining a network of contacts is essential as this role will involve co-ordinating and working through other people.(prompt: describe some of the most useful contacts you have developed within NIWA and with clients. Focus on one of those contacts and tell us how they assisted you in your job, or helped you solve a problem.)

5) The ability to work independently, but also as part of a team, is an important aspect of this position. Tell us about a team situation that you have recently been involved in.(prompt: what was the reason for working in a team, e.g., special task group? what was your role in that team? was there anybody who had difficulty fitting into the team? what did you do to help them?)

Professionalism

1) In your position, how do you define doing a good job?

2) Can you recall a time when you had to leave a portion of unfinished work in the hands of someone else?(prompt: what type of instructions did you have to supply to have the task completed? what did you do to monitor the progress of the other employee? what do you normally do to keep track of the tasks you delegate?)

3) Have you ever had access to privileged information through the course of your work that was requested by a good friend/colleague/customer? (prompt: how did you deal the situation? did the outcome affect your relationship with that person?)

4) Can you recall a situation where you were requested/coerced/led into a particular course of action that went against your personal ethics? (prompt: what did you do? what was the outcome?)

Initiative / Innovation

1) Describe to me either a project that you have been involved with which has required the development of ideas, or describe any ideas that you have instigated or developed recently?(prompt: obstacles encountered to develop the idea? how did you overcome this? what was the outcome?)

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2) NIWA is operating in an increasingly competitive environment, so it is important that managers are always looking for opportunities to improve current operations. Tell us about an idea/opportunity you developed that was of benefit to the company or client. (prompt: how did you develop the idea into an action plan? how was the strategy received?)

3) Can you recall a situation in which you used your information research skills to find a creative solution for a problem, not just an obvious one? (prompt: how did you apply the information to solve the problem?)

4) In a large organisation, there are many procedures and policies. Could you tell me about a time you reshaped some procedures in order to better achieve a result or, complete a task? (prompt: what did you do? alternatives considered? who did you need to influence to make the changes/how did they react? what was the outcome?)

Communication – Verbal and Written

1) Many clients call with enquiries about NIWA policies/procedures. Sometimes explaining a policy or procedure can be very frustrating when the person just doesn't seem to understand. Tell me about a time when you have been in this situation. (prompt: what were you trying to explain? what approaches did you try? how could you tell if you were being successful?)

2) The ability to communicate effectively is an essential requirement for this position. Can you recall a situation where your communication skills pulled you through a difficult situation or enabled you to change someone's opinion?

3) Have you done any public or group speaking? Can you give me an example?(prompt: what objectives were you trying to achieve? was the presentation successful? what feedback did you get?)

4) Have you had to communicate in writing about a delicate issue that required tact? (prompt: how did you approach the problem? how successful were you in delivering the appropriate message?)

5) What kind of written proposals or submissions have you done? Give me an example.(prompt: how did you approach it? what was the content and the reaction when it was reviewed?)

Attention to detail

1) Sometimes we are pressed for time and neglect to check our work to make sure that it is complete and accurate. Tell us of a time you were in this situation. (prompt: how did it happen? what was the effect? how do you normally check for errors?)

2) Can you describe a time where your own attention to detail saved a lot of work?(prompt: what problems did you prevent by your attention?)

Quality improvement

1) Can you focus on a past work experience that illustrates your commitment to quality improvement?

2) Can you explain how you carry out quality of work checks?

3) Quality Assurance obviously has benefits to NIWA. What is the biggest opportunity you have personally identified and how did you ensure the opportunity was recognised by the relevant work groups? (prompt: what was the outcome?)

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Customer service skills

1) Sometimes a customer will ask a question that you don't have an answer for at the time. Has this happened to you?(prompt: what was the question? how did you handle getting back to this person?)

2) Sometimes a customer is dissatisfied with a NIWA product because it has not met their expectations. Can you tell us about a time when you had to solve this type of problem? (prompt: how did you find a solution? was the customer satisfied with the solution?)

3) Sometimes a customer has had repeated difficulties or problems and it may be necessary to go beyond your usual job responsibilities to solve it. Tell me about a time when you have done this.(prompt: what did you do beyond your normal duties? what was the result of your added effort?)

4) Sometimes a customer is reluctant to provide information that is necessary for you to know to solve their problem with their enquiry. Can you tell us about a time you had to probe a customer for information?(prompt: what approach did you try? what was the customer's response to your efforts?)

5) Another situation faced by specialists is explaining a difficult concept to a customer who is not technically "up to speed". Can you think of a time that you were most successful in getting a complex concept across?(prompt: what was the concept you were trying to get across? how did you go about making it understandable? how did you know that you had got the idea across?)

Business development

1) Establishing new client contacts is an important part of this position. Can you tell me about the time you were most successful in establishing new client contacts?(prompt: how did you initiate contact? what did you do that was especially useful? how many hours a week did you spend last month on new clients?)

2) Sometimes you will deal with a client who is reluctant to actually commit to a project over the telephone or in person. Can you tell me about a time when you are faced with a reluctant client in securing work?(prompt: how did you overcome the problem? what was the outcome? did that person become a regular client? how did you decide on the most effective approach to reach a conclusion?)

3) Occasionally, to secure a project it may be necessary to paint a rosy picture of the product. Can you tell us about a recent time when you were in this situation?(prompt: what did you say? how was this different from the actual facts? has there ever been any repercussions from your actions, eg. client dissatisfaction?)

4) Heavy workloads and pressure to reach business targets are the norm in business development work rather than the exception. Can you briefly describe your personal system for making sure each client gets equal time?

Adherence to procedures

1) Can you recall a past experience when you were required to follow a directive that you did not personally agree with? (prompt: how did you handle it? what problems did you encounter? how did you solve these?)

2) Part of your duties is to ensure common work practices are maintained. What benefits are there in common work practices and processes? Are there any disadvantages?

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Deadlines / Stress

1) Everyone always needs their assignments completed yesterday. Tell me about a time when you had a lot of work to process and very little time in which to complete it? (prompt: what did you do to ensure you met the deadlines? did you succeed in completing everything to your satisfaction?)

2) Can you tell us about a time in the last six months that you have been under the most pressure.(prompt: how did you cope with it? what was the result?)

3) Can you describe a situation when there were serious delays in completing a project?(prompt: what was the cause of the delay? what corrective action did you take to meet deadline? how long did the task take? what steps would you take to try and avoid this situation in the future?)

4) Can you tell me about a time when you had to be persistent with someone to obtain the information you required to meet a deadline? (prompt: what did you do to get them to meet your deadline? did you meet your deadline?)

5) What were your objectives for last year? Were they achieved?

6) What are your objectives for this year? What are you doing to see that they are reached?(prompt: who else can back you up if you obtained this position?)

Problem solving / Decision making

1) Describe for me the last time you were asked to compile some information and were given very sketchy details as to the requirements and content. (prompt: what steps did you go through to organise the task?)

2) Tell us about a time you feel you were most resourceful in gathering information to help you evaluate a particular client's needs. (prompt: what process did you use to gain information? what was the outcome?)

3) Tell us about a time you helped a team member learn a new task or solve a problem.(prompt: how did you know the team member needed assistance? how did you reach a solution? what skills do you have which made you suited to this task? did your team member understand your explanation?)

4) Sometimes people are called on to make decisions when their manager is away. Tell me about the most important decision you were asked to make when your manager was absent.(prompt: how did you go about making the decision? alternatives considered? outcome of your decision?)

5) Can you recall a situation when it was necessary to make a decision or a recommendation and you didn't have all the relevant data? (prompt: what information was missing? how did this affect your decision? outcome of your decision? how often have you had to make these kinds of decisions?)

Management / Supervision

1) Can you tell us about a team you have recently developed within your work area?(prompt: how many staff were you responsible for? what personal qualities did you call on? what did you want to develop? how did you approach this? how effective was the style you adopted?)

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2) Have you ever been involved in following through with disciplinary action?(prompt: what was the background and behaviour that necessitated action? did you attempt to change that person's behaviour prior to formal action/what did you do/how did the person respond? at what point did you decide that formal action was necessary? did you seek advice from anyone, how was the problem resolved?)

3) Can you tell us about a time when you felt it was necessary to talk to an employee about the need for improvement in their performance? (prompt: how did the employee respond? did you see a change in their behaviour?)

4) It is important that managers take a corporate perspective on departmental or personal issues. Could you tell us about a time when you supported a potential strategy or considered the corporate well-being even though it conflicted with your department's needs or personal advantage?

5) In a manager’s role you will be called upon to ensure people are working well together. Have you ever worked in a team situation where someone has not pulled their weight, or fitted in?(prompt: what did you do? how was the situation resolved?)

6) Meetings and presentations are an important part of a manager’s job in NIWA. Tell me about your most recent successful presentation to a management meeting.(prompt: what was the topic? what were your objectives for the meeting? what did you do to prepare? how did the people in the meeting respond to your presentation?)

7) What methods do you use as a manager to improve staff motivation?(prompt: have you used any of these methods? examples? what do you think are the important ingredients for staff motivation?)

8) Can you give us an example of an instance where you have empowered your staff.(prompt: how did your staff respond? how effective was it? what would you do differently?)

9) Can you tell us how you have used the performance appraisal process as a management tool.(prompt: did you meet the timetable? did you find the process added value for you?)

10) How do you avoid staff friction and build a harmonious working environment? Give an example.

11) Delegation is an important tool in management. Why would you delegate and how would you go about the process of delegation?

12) What has been your most challenging experience leading/managing a team?

13) Can you tell me about the people you work with and the team you supervise.(prompt: how cohesive is the team you currently lead? how have you gained the team's cooperation and support? are there any difficulties within your current team that you need to overcome?)

14) Can you tell us about your experience in setting and working within a budget?

15) Tell us how you manage/monitor your capital budget and operating budget on a monthly basis. When it is going off track, what steps do you take to bring it back within bounds?

16) Can you describe a situation where you have been required to implement a programme meeting tight deadlines and within budget.

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17) Tell me about the preparation for, and results of, meetings you have been responsible for conducting.

18) Can you think of a recent problem in which old solutions would not work?(prompt: how did you solve the problem? what is the most imaginative or innovative thing you have done in your present situation? what kinds of problems have people recently called on you to solve? what do you do differently from your predecessors in your current position?)

19) What methods do you use to keep informed about what is going on in other parts of the organisation and within your team?(prompt: what is a particular article of interest that you have recently read? what is the most important change going on in the organisation?)

20) Can you describe a situation in which you received a new procedure or instructions with which you disagreed.(prompt: what did you do?)

21) Tell me about some of the people who have become successful as a result of your management?

Project management

1) Tell us about the last project you did in which communication was critical to its success.(prompt: how often did you give progress reports? who did you make regular contact with? what were the key points you informed them about? how did your communication aid the smooth running of the project? how did your manager use the information you were supplying? was this situation different from the way you normally handled progress reports?)

2) Can you tell us about your experience in setting and working within a budget?

3) Sometimes, in spite of our best efforts, team members remain confused about their objectives on a project or assignment. Can you tell me about the most recent time this happened to you?(prompt: what was the source of the team member’s confusion? how did you help clarify the situation? how effective was that team member following your discussion?)

4) Have you been involved in any special projects or committees?(prompt: what has been the most memorable and why? what obstacles have you had to overcome?)

Technical Questions

You might also wish to ask technical questions based on the specifics of the role and to substantiate what has been written in applicant CV’s.

Conclusion

Do you have a salary range you are looking for?

Discuss benefits: Superannuation scheme (matched company contributions) Life insurance cover (2 x annual salary) and discount on group scheme premiums Medical insurance group scheme (discount on premiums) Unlimited sick leave Training leave - 3 days per year for personal development NIWA days - three days following Boxing Day

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Profit share scheme

Any questions?

Explain timeframes (i.e., when you will contact with a decision to pursue the application)

Referees? (at least two, preferably direct managers)

Do they know about your application with NIWA? (If not, please make them aware for us to contact them)

If we decide to pursue your application, when could you come to New Zealand for an interview/visit/start?

Thank candidate for their time and end.

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Appendix Three – Suggested Rating Matrix for candidates

After each interview rate the candidates on the critical attributes, using a matrix as follows:

1 = Excellent2 = Good3 = Average4 = Below Average5 = Poor

Summary of Observations

Critical Attribute 1 1 2 3 4 5Critical Attribute 2 1 2 3 4 5Critical Attribute 3 1 2 3 4 5Critical Attribute 4 1 2 3 4 5Critical Attribute 5 1 2 3 4 5Critical Attribute 6 1 2 3 4 5Critical Attribute 7 1 2 3 4 5Critical Attribute 8 1 2 3 4 5

The use of a rating system can be a helpful refinement when deciding between two candidates.

List any specific questions/areas to check with referees?

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Appendix Four – Reference Checking

You should carry out reference checks (at least two, three optimum) with previous employers who can confirm the candidate’s responses. People who have managed a candidate in a work situation are the best referees.

With the introduction of the Privacy Act 1993 it is important to remember that you must only contact the referees that the candidate gives you permission to contact. Be aware that referees are entitled to ask to see written confirmation from the candidate that you have been given permission to carry out this particular reference check.

The best way to ensure a referee is clear that you have permission is to ask the candidate to contact them in advance regarding your call. If you have trouble contacting a candidate’s referees, get the candidate to do the legwork by setting up an appropriate time that the referee will be available to speak with you.

Referees

When you get in touch with permitted referees you must explain who you are and the purpose of the call. Ensure that you let the referee know that the candidate has given you permission to contact them. If the candidate has not told them, take the time to briefly explain the position. This is important so that they can compare them to the role they are familiar with seeing them in.

Tip: tracking referees down can take a few days, so build this into the timeframe for contacting candidates with your final decision.

The following questions will assist you with completing a reference check for a potential new employee. It is important that you listen to the answers given carefully and for things that “are not being said”. It is important to carry out reference checks so that you have an all round view of the person and to help identify the best person for the job.

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Reference Check Template

Candidates Name:

Referee Name:

Company:

Title:

Conducted by:

Date:

1) How long have you known the candidate’? In what capacity has he/she been known to you?

2) What position did he/she hold most recently in your company?

3) What were his/her duties/responsibilities?

4) Did he/she have any staff reporting: Directly to him/her? How many? Indirectly to him/her? How many?

5) How would you describe his/her work performance?

6) Was his/her performance to the company’s satisfaction?

7) What do you consider are his/her strengths?

8) What do you consider are his/her limitations or weaknesses?

9) What motivates him/her?

10) What de-motivates him/her?

11) How would you rate her/his skills at taking on board constructive feedback and developing her/his skills?

12) Can he/she be objectively critical?

13) How would you describe his/her ability to make decisions?

14) How would you describe his/her ability to work under pressure?

15) How does he/she handle stress?

16) How did he/she relate to his/her peers? Subordinates? Superiors?

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17) How was he/she regarded by his/her peers? Subordinates? Superiors?

18) Would he/she have been considered promote-able within your company? Were there any issues in terms of her/his attendance and punctuality? If yes, please explain.

19) Was there ever any reason to question her/his business ethics and honesty? If yes, please explain.

20) What was name reason for leaving your company?

21) How would you recommend her/him to another employer on a scale of 1 to 5 (5 being the highest)?

22) In a hypothetical situation, would you re-employ her/him?

23) Is there anything else you would like to add? Anything else a future employer should know?

24) Can we release this information to the candidate if requested?

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Appendix Five - The Recruitment and Selection process checklist

Respective Steps Completed? Date ByYes No

Vacancy arises

Job analysis

Authorisation / Approval to recruit

Internal / External ads placed

Applications accepted

Short list confirmed

Unsuccessful candidates advised, CVs destroyed by Regional Administrator or returned to candidates if not sent electronically

Interviews organised

Interview questions agreed

Interviews conducted

Post-interview briefing

References checked

Offer made- Verbal

Offer made by HR- Written

Acceptance

HR to advise reporting manager of written acceptance

Unsuccessful applicant CV’s / interview notes passed to Regional Administrator to destroy after 90 days, or returned to candidates if not sent electronically

Successful applicant CV sent to HR. Interview notes passed to Regional Administrator to destroy after 90 days

Employment begins

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Further InformationFurther information about recruitment and selection can be found at:-

http://home.niwa.co.nz/hr/recruitment_and_selection

This includes:-

Links to useful forms / templates

Information for potential new candidates from overseas

Quick reference information including:-o The Privacy Acto The Human Rights Act

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