How does selection work

What is merit? | How is merit assessed? | The selection advisory panel | The assessment process | Selecting the best applicant
In the Northern Territory Public Sector (NTPS), selection is based on the merit principle.

What is merit?

Merit is defined in the Public Sector Employment and Management Act as "the capacity of the person to perform particular duties, having regard to the person's knowledge, skills, qualifications and experience and the potential for future development of the person in employment in the Public Sector."
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How is merit assessed?

Merit is determined through a fair and transparent assessment process based on the principles of merit, natural justice, and human resource management and conduct. These guiding principles are found in the Public Sector Employment and Management Act, its Regulations and Employment Instructions.

The selection advisory panel

The assessment process is chosen to suit the circumstances of the vacancy and the business environment in which it operates and, in most cases, is carried out by a "selection advisory panel". The panel is usually made up of three people and the majority of panel members will normally be NTPS employees.

The panel is responsible for making a balanced judgement on the relative merit of the applicants in respect of the selection criteria established for the position and to convey its recommendations to the delegated officer.

The Selection Process

The selection advisory panel uses the applications to decide who to consider further, and then obtains as much other information about applicants as they require, to make an informed assessment as to who is the superior applicant having regard to knowledge, skill, qualifications and experience and potential. This process will include verification of the claims made by an applicant thorough the process of contacting relevant referees. The process generally includes the following steps:

1. Short listing for Further Consideration
   Short listing is a sorting process the panel undertakes to identify those applicants who appear to meet the essential selection criteria and warrant further consideration. This process is an evaluation of the applicants' claims against the selection criteria, and may include contacting referees.

2. Assessment
   In collecting information to explore the capacity of applicants to do the job, the panel may use assessment methods which assist them to obtain knowledge:
   1. Referee reports
      Referees who can provide information about current on-the-job performance should be contacted by the selection panel and thoroughly canvassed.  Referees should be contacted for all applicants who are shortlisted for further consideration, and best practice is to speak to more than one referee.  Referees can be contacted at any stage of the selection process.
      
      The panel may contact referees nominated by the applicant and other persons who the panel considers can provide current and relevant comment about their abilities and work performance. The principles of natural justice must be followed, which means that where a referee has provided negative information, the applicant is to be advised of the substance of the information and given an opportunity to respond, prior to the panel making their decision.
      
      
   2. Interview (Optional)
      An interview is only one method of assessment that may form part of the total assessment process. Panels are encouraged to ensure that performance at interview is not given undue weight.
      
      An interview allows the panel to obtain further information to consider in their assessment. The panel may ask questions related to job requirements and selection criteria, and allow for questions from the applicant.
      
      Interviews should centre on issues related to the individual applicant's suitability against the selection criteria.
      
      
   3. Samples of work and presentations - where relevant to the job requirements, the panel may ask applicants to provide examples of past work or make a presentation to the panel, particularly if presentation skills may be required in the job.
      
      
   4. Aptitude tests - are designed to measure ability or capacity to learn by identifying a person's area of talent or suitability for certain types of work. Examples include tests for numerical ability, speed and accuracy and mechanical aptitude.
      
      
   5. Achievement tests - aim to measure what has already been learned. The test can consist of a written or oral examination or a simulated "on-the-job" exercise. Achievement tests are suitable where specific skills are used in the job and it is relatively easy to measure them.
      
      
   6. Personality and temperament tests - tend to be used at more senior levels and aim to identify personality traits such as emotional adjustment, assertiveness, etc. Trained psychologists administer these tests.
      
      
3. Selecting the Best Applicant
   When the panel has gathered sufficient information, they evaluate all of the evidence to determine which applicant, in their judgement, has the most merit. If a number of applicants meet all the essential criteria, the panel's role is to select the applicant who best meets the criteria. To do this the panel will make a comparative assessment of all applicants having regard to their knowledge, skill, qualification and experience and potential for development within the public sector.
   
   When the evaluation is completed, the panel prepares a Selection Report detailing the reasons for selecting the recommended applicant, and makes their recommendation to the Chief Executive Officer or delegated officer in their agency.

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