A Step by Step Guide to Employment Options

Index

1 INTRODUCTION

2 ADVERTISING Advertising options.

3 CONSIDERATIONS

What do I need to think about prior to selecting an employment option?

4 HIGHER DUTY ALLOWANCE

5 MORE RESPONSIBLE DUTIES ALLOWANCE

6 EXTRA DUTIES ALLOWANCE

7 MIXED FUNCTION ALLOWANCE

8 FIXED TERM EMPLOYMENT

9 CONVERSION OF FIXED TERM EMPLOYEES TO PERMANENT STATUS

10 PERMANENT APPOINTMENT

11 PROMOTION WITHOUT ADVERTISING

12 CONJOINT APPOINTMENTS

13 INSTRUMENTS OF APPOINTMENT

14 SHORT TERM INTERNAL VACANCY (STIV) AND EXPRESSIONS OF INTEREST (EoI)

15 GRADUATE RECRUITMENT

16 TRAINEE & APPRENTICE RECRUITMENT

17 SECONDMENTS

18 EMPLOYMENT REGISTERS

1 INTRODUCTION This guide has been developed to provide managers with information regarding employment options and the associated processes to follow when filling a vacancy. Employment options are provided as a guide in sections 4 to 18 of this document. Key Stakeholders

Group managers/delegates Recruitment Services HR relationship management teams Director Human Resources Pay/Personnel unit

2 ADVERTISING VACANCIES There are a number of employment options to select from when deciding which vacancy action to take and how to advertise. Please refer to the table below for advertising options.

Vacancy Type Employment Period

Select from within Agency

EoI/Internal Adverisement/

Employment Register

Gazette Print Media/other

Higher Duties Allowance

Minimum 5 days Maximum 6 mths

Hiring Manager’s

Choice

Hiring Manager’s

Choice

Higher Duties Allowance

6 months – 12 months

Hiring Manager’s

Choice

Hiring Manager’s

Choice

Higher Duties Allowance

12 months – 24 months

Hiring Manager’s

Choice

More Responsible Duties Allowance

Minimum 5 days Maximum 6 mths

Extra Duties Allowance Unrestricted

Vacancy Type Employment Period

Select from within Agency

EoI/Internal Advertisement/

Employment Register

Gazette Print Media/other

Mixed Function Allowance Maximum 4 days

Fixed Term Employment Up to 6 months Hiring Manager’s

Choice Hiring

Manager’s Choice

Hiring Manager’s

Choice

Fixed Term Employment

6 months – 12 months

Hiring Manager’s

Choice

Hiring Manager’s

Choice

Fixed Term Employment

12 months – 24 months

Hiring Manager’s

Choice

Conversion of fixed term to permanent

Employee must have been employed for a minimum of 12 mths

N/A N/A N/A N/A

Permanent Employment On-going

Hiring Manager’s

Choice

Promotion without Advertising

Special circumstances must apply

N/A N/A N/A N/A

Conjoint Appointments Maximum 2 yrs

Hiring Manager’s

Choice

Instruments of Appointment Maximum 5 yrs

Hiring Manager’s

Choice

Expression of Interest

Greater than 6 months less than 12 months

Hiring

Manager’s Choice

Hiring Manager’s

Choice

Short Term Internal Vacancy

Less than 6 months Hiring Manager’s

Choice Hiring

Manager’s Choice

Hiring Manager’s

Choice

Graduate Recruitment

Hiring Manager’s

Choice

Trainee/Apprentice Recruitment

Hiring Manager’s

Choice

Secondments Hiring

Manager’s Choice

Employment Registers

3 CONSIDERATIONS

When considering how to fill your vacancy, you should review all options for using your resources in the most effective and cost efficient way to achieve

an optimum result. You should use all available resources to inform your decisions about filling the role within budget, classification and time constraints, including using workforce planning, succession management, learning and development and/or other strategies which may determine the best option for filling the role.

Things to Consider

• The Budget • The Classification:

What accountability, autonomy and authority are associated with the role?

• The Structure: How flexible can you be in filling the role? Can you structure the role around the right person’s interests or needs? What is the longevity of the role? Would it be possible to rotate other employees through this role? Consider the benefits/advantages of filling the role on a permanent, part-time, fixed term or casual basis. Can the team be restructured to include the duties without creating and/or filling a role?

• Development Options: Would a current team member benefit from a stint in the role? (E.g. payment of higher duties allowance.) Would this be a good role for a trainee or graduate?

• Time: Are there time imperatives for filling this role? If so, consider alternatives to a hasty recruitment process. (E.g. can part of this role be covered by other staff? Is it possible to utilise other employment options, like higher duties allowance or temporary variation to duties at level, until a permanent placement has been made?)

4 HIGHER DUTY ALLOWANCE (HDA) When an interim vacancy arises as a result of the substantive occupant vacating the job for a fixed term period, an HDA may be utilised to fill the vacancy. An HDA comprises the difference between the acting occupant’s substantive salary and the salary applicable to the interim vacancy. Things to note about an HDA:

An HDA is payable for a minimum period of five days only; An HDA should only be used for current permanent employees; and An HDA should not be used for a substantively vacant role.

Can I vary the amount of HDA? Where the acting occupant is required to undertake less than the full duties of the role, then it may be appropriate to pay less than 100% of the allowance. For example, if half of the duties are to be undertaken then a 50% HDA would be appropriate, or if the majority of the duties were to be undertaken then perhaps a 75% HDA would be appropriate. It is the responsibility of the manager/delegate to determine the appropriate HDA percentage. Am I required to advertise the job? Up to 6 months – no, however in determining which employee is to carry out the duties, consideration should be given to equity, together with professional development opportunities for staff in accordance with the performance management process. 6 months to 12 months – yes, you must advertise within the agency or across other agencies as determined by the delegate. (Short-Term Internal Vacancy see section 14) 12 months to 24 months – yes, you must advertise in the Government Gazette. The Process

1. The manager completes a Higher Duties Allowance Application Form and forwards the form to the appropriate delegate for approval (if the manager does not possess the HR delegation).

2. Where the HDA is not approved, the manager will advise the employee of the reason for the decision.

3. Upon approval, the manager/delegate will forward the HDA application form to Pay/Personnel for processing.

4. The manager will provide the employee with a copy of the approved HDA application form.

5. Pay/Personnel will process the HDA in the first available pay period after receipt of the HDA application form.

6. Where HDAs are to be advertised the normal advertising process applies, and the manager must submit a job card via PageUp, the online recruitment system.

Resources

• Higher Duties Allowance Application Form • Health and Human Services (Tasmanian State Service) Award • Nurses (Tasmanian Public Sector) Award – Part IV, Clause 6 • Tasmanian Ambulance Service Award – Clause 9(d)(i) • HR Delegations • Pay/Personnel Contacts

5 MORE RESPONSIBLE DUTIES ALLOWANCE (MRDA)

A more responsible duties allowance (MRDA) is applicable when an employee is directed by the employer to perform duties that would ordinarily attract a higher classification than the level of the employee. The employee will receive an allowance established by reference to the value of the duties to be performed.

Things to note about an MRDA:

An MRDA is payable for a minimum period of five days only; and An MRDA should only be used for current permanent employees.

NB: An MRDA is only intended for use when a higher duties allowance is not applicable and under very limited circumstances, as determined by the appropriate delegate.

The Process

1. The manager will draft a request and forward to the appropriate delegate for approval (if the manager does not possess the HR Delegation).

2. The request will include the following information: - Employee name & job number; - Employee job title; - Group and business unit name; - MRDA period (dates) - If the MRDA is to be fixed or indexed; and - The reason for the request.

3. Where the MRDA request is not approved, the manager will advise the employee of the reason for the decision.

4. Where the MRDA is approved the manager/delegate will forward the approved minute to Pay/Personnel for processing.

5. The manager will provide the employee with a copy of the approved MRDA application.

6. Pay/Personnel will process the MRDA in the first available pay period after receipt of the approved MRDA minute.

Resources

• Health and Human Services (Tasmanian State Service) Award • Tasmanian Ambulance Service Award – Clause 9(d)(ii) • HR Delegations • Corporate Templates

6 EXTRA DUTIES ALLOWANCE (EDA)

An extra duties allowance is applicable when an employee is directed by the employer to temporarily perform duties which are additional to, or are of a more responsible nature than the ordinary duties of the employee's role. The employee will receive an allowance established by reference to the value of the duties to be performed.

Things to note about an extra duties allowance:

An extra duties allowance is payable to employees paid under the Nurses (Tasmanian Public Sector) Award only.

The Process

1. The manager completes an Extra Duties Allowance Application Form and forwards the form to the appropriate delegate for approval (if the manager does not possess the HR Delegation).

2. Where the EDA is not approved, the manager will advise the employee of the reason for the decision.

3. Upon approval, the manager/delegate will forward the EDA application form to Pay/Personnel for processing.

4. The manager will provide the employee with a copy of the approved EDA application form.

5. Pay/Personnel will process the EDA in the first available pay period after receipt of the EDA application form.

Resources

• Extra Duties Allowance Application Form • Nurses (Tasmanian Public Sector) Award – Part IV, Clause 4 • HR Delegations • Pay/Personnel Contacts

7 MIXED FUNCTION ALLOWANCE When an interim vacancy arises as a result of the substantive occupant taking leave, a mixed function allowance may be utilised to fill the vacancy. The purpose of a mixed functions allowance is to cover short-term situations where Operational Stream employees would not otherwise be eligible for a more responsible duties allowance or higher duties allowance due to the five (5) day minimum time parameter. Things to note about a Mixed Function Allowance:

A mixed function allowance is only applicable to employees whose classification is Operational Stream, under the Health and Human Services (Tasmanian State Service) Award

A mixed function allowance is payable for a maximum period of four consecutive days;

An Operational Stream employee, who works continuously for a minimum of two hours performing duties of a higher rate than that employee's ordinary classification, shall be paid the higher rate for the shift; and

If an Operational Stream employee works at a higher level for less than two hours they will be paid the higher rate for time worked only.

NB: Where the requirement to pay an employee at a higher rate extends beyond a four day period, an application for higher duty allowance should be submitted by the appropriate delegate. (Refer to Section 4)

The Process

1. The employee will complete a timesheet, indicating in the “remarks” column the correct classification (e.g AD03/01) for the applicable hours, and will forward the timesheet to the manager for approval.

2. Where the mixed function is not approved, the manager will advise the employee of the reason for the decision.

3. Upon approval, the manager will forward the timesheet to Pay/Personnel for processing.

4. Pay/Personnel will process the mixed function allowance in the first available pay period after receipt of the timesheet.

Resources

• Health and Human Services (Tasmanian State Service) Award • HR Delegations • Pay/Personnel Contacts • Timesheet template

8 FIXED TERM EMPLOYMENT

Managers are allocated a salary budget and are required to make decisions in relation to their staffing profile according to this budget and other contributing factors, including current and predicted service delivery and workload levels. Although permanent employment is the usual form of employment, there are circumstances where fixed term appointments (including casual) are necessary in order to meet the operational needs of the business. In these circumstances the State Service Act 2000 (section 37(3)(b)) only permits fixed term appointments "for a specified term or for the duration of a specified task" and Commissioner's Direction No. 1 prescribes the rules to be followed when making such appointments.

Managers must ensure that where an employee is appointed on a fixed term basis, they are fully aware of the terms of the appointment and what will happen at the completion of the fixed term appointment. Managers must also be aware of the expiry dates of any fixed term appointments and ensure that the terms of the appointment are managed appropriately.

Fixed Term Roles

Creating

When considering the creation of a fixed term role, managers must be able to demonstrate that a fixed term appointment to the role will genuinely be "for a specified term or for the duration of a specified task" (State Service Act 2000 section 37(3)(b)). Fixed term roles should only be created where there is

finite funding available for a specific task or project or the function to be performed will be undertaken in a finite period. All contracts must state the specific purpose for the vacancy, and if business requirements change, a new contract must be issued specifying details of same.

Filling

A role that has been created for a fixed term period must be filled in accordance with sections 5 and 6 of Commissioner's Direction No. 1, that is:

• If less than six months: may be filled by selecting any employee from within the agency without advertising.

• If greater than six months but less than twelve months: must be advertised as an Expression of Interest within the agency (i.e. via the intranet) as a minimum.

• If greater than twelve months: must be advertised in the Tasmanian Government Gazette as a minimum.

The period of the fixed term appointment must not exceed two years.

Extending

Where funding is available to extend the fixed term role, it may be appropriate to also extend the appointment of the employee who has been assigned the duties of the fixed term role. Remember when you extend the appointment of the employee that their total employment as a fixed term employee cannot exceed two years or twenty four months.

Managers should review any fixed term appointments at least six weeks prior to their expiry and ensure that extensions to the fixed term role and fixed term appointment are made prior to their expiry.

It is important that the reasons for extending the fixed term appointment still meet the requirements under the State Service Act 2000 section 37(3)(b), that is for a specified term or for the duration of a specified task.

Terminating Section 45 of the State Service Act 2000 states that the Minister or delegate may at any time, by notice in writing, terminate the employment of a fixed term employee in accordance with the terms and conditions under which the employee is appointed.

Delegates should seek advice from their HR Relationship team prior to exercising this delegation if complicating circumstances have arisen such as the pattern of work for the employee being exercised outside of the parameters of the contract or if the employee has worked without a contract.

Back Filling a Permanent Role

Filling

There are certain circumstances where a manager may wish to fill a permanent role on a fixed term basis only. In accordance with State Service Act 2000 section 37(3)(b), this can only be done "for a specified term or for the duration of a specified task" otherwise it should be filled by a permanent appointment. Circumstances where it may be appropriate to make a fixed term appointment to a role with ongoing funding include (but are not limited to) back fill for extended periods of leave (maternity, extended sick leave, workers’ compensation leave, long service leave) or where the role is being reviewed as part of a restructure or review of a work unit.

Managers must identify the maximum period for which fixed term employment is required and fill in accordance with Commissioner's Direction No. 1. (Refer to Filling of Fixed Term Roles above.)

Extending

Managers must review any fixed term appointments at least six weeks prior to their expiry (refer reports provided by Pay/Personnel). It is recognised that in some circumstances, the reason for the fixed term appointment may not have changed, that is, there is still a requirement for a fixed term appointment (especially in the case of extended sick leave and workers’ compensation leave). (Refer to Extending of Fixed Term Roles above.)

Casual Employment

Casual employees should be engaged to provide temporary relief as and when required. Casuals are employed on a fixed term basis to provide relief for short periods of time. At the expiration of a casual contract, consideration should be given to business requirements. Where a regular pattern of work can be established, then other methods of recruitment must be considered, such as fixed term or permanency, in either a full-time or part-time capacity.

The Process

1. The manager will complete a job card through the RTS advising of the vacancy details.

2. The Recruitment Liaison Officer (RLO) will check that all details are completed correctly.

3. If it is an advertised vacancy the RLO will complete a contract of employment and forward to the employee. The RLO will also provide a copy to the manager, and a copy to Pay/Personnel for processing.

4. If it is a non-advertised vacancy, the RLO will forward the employment details to Pay/Personnel who will complete a contract of employment. Pay/Personnel will forward the contract of employment to the employee and provide a copy to the manager.

5. Pay/Personnel will process the contract in the first available pay period after receipt of the employment advice.

6. The manager will monitor the dates of all fixed term contracts and ensure that the appropriate steps are undertaken if an extension is required.

Resources

• HR Delegations • Commissioner’s Direction No. 1 – Employment in the State Service • State Service Act 2000 • Probation Policy • Management of Fixed Term (including Casual) Employment Contracts

Policy 9 CONVERSION OF FIXED TERM EMPLOYEES TO PERMANENT STATUS Fixed term employees may be converted to permanent status in certain circumstances. The eligibility criteria for a fixed term conversion is as per the State Service Act 2000 and Commissioner’s Direction No.1. Things to note about conversion of fixed term employee to permanent status:

Requests for conversion can be made by either the Head of Agency or an employee.

A Head of Agency should only support a request for conversion if: • The employee was selected to perform the duties on merit

following advertising of those duties in the Gazette; or • The employee is a participant in a State Service recruitment

program; and • The employee possesses all the necessary requirements to

become a permanent employee; • The employee possesses the necessary qualifications to

undertake the proposed duties; and • The employee has been employed in excess of 12 months

and in accordance with Commissioner’s Direction No.1. An employee should only make a request for conversion if:

• The employee was selected to perform the duties on merit following advertising of those duties in the Gazette; or

• The employee was selected from a fixed term employment register; or

• The employee is a participant in a State Service recruitment program; and

o The employee possesses all the necessary requirements to become a permanent employee;

o The employee possesses the necessary qualifications to undertake the proposed duties;

• The employee has been employed on a continuous basis for in excess of 24 months;

• The employee can establish that the duties being undertaken for the period of employment were substantially the same; and

• The employee can establish an expectation of continuing employment.

All requests must provide full justification of the level at which the change of employment status is being sought.

Special and compelling circumstances, outside of the specified criteria, may be considered by the Commissioner.

The Process Head of Agency requests:

1. An application form is completed, Form 5 – Application for Change of Employment Status by a Head of Agency.

2. The manager will address the eligibility criteria outlined under Commissioner’s Direction No.1 and forward to the delegate.

3. The delegate will indicate if he/she supports the request as per the eligibility criteria under Commissioner’s Direction No.1.

4. The delegate will forward the application to Recruitment Services, who will forward the request to the State Service Commissioner.

5. The State Service Commissioner will provide their approval/otherwise in writing to Recruitment Services, who will then forward a copy to Pay/Personnel.

6. Pay/Personnel will provide advice to the employee in writing and process the conversion in the first available pay period after receipt of the advice.

Employee requests: 1. An application form is completed, Form 6 – Application for Change of

Employment Status by an Employee. 2. The employee will address the eligibility criteria outlined under

Commissioner’s Direction No.1 and forward to the State Service Commissioner.

3. The State Service Commissioner will consider the request and seek a response from the Agency before providing their approval/otherwise in writing to the employee and the Agency.

Resources

• Form 5 – Application for Change of Employment Status by a Head of Agency

• Form 6 – Application for Change of Employment Status by an Employee • HR Delegations • Commissioner’s Direction No. 1 • State Service Act 2000 • Management of Fixed Term (including Casual) Employment Contracts

Policy • Corporate Templates • Recruitment Services Contacts

10 PERMANENT APPOINTMENT Where a permanent vacancy arises, an employee may be engaged on a permanent basis to fill the vacancy. In these circumstances the provisions of Commissioner’s Direction No.1 – Employment in the State Service apply. Things to note about a Permanent Appointment:

Advertising of the vacancy should be in accordance with Commissioner’s Direction No.1.

If the vacancy is going to be filled with an internal employee, the job does not have to be advertised. If the transfer is to be at the same classification level, this will be a permanent transfer (the same filling process will apply).

The Process

1. The manager will complete a job card through the RTS, advising of the

vacancy details. 2. The Recruitment Liaison Officer (RLO) will check that all details are

completed correctly. 3. If it is an advertised vacancy the RLO will complete a contract of

employment and forward to the employee. The RLO will also provide a copy to the manager, and a copy to Pay/Personnel for processing.

4. If it is a non-advertised vacancy, the RLO will forward the employment details to Pay/Personnel who will complete a contract of employment. Pay/Personnel will forward the contract of employment to the employee and provide a copy to the manager.

5. Pay/Personnel will process the contract in the first available pay period after receipt of the employment advice.

Resources

• HR Delegations • Commissioner’s Direction No. 1-2004(4) – Employment in the State

Service • Commissioner’s Direction No. 2-2001 – State Service Principles • Recruitment Services Contacts

11 PROMOTION WITHOUT ADVERTISING

Permanent employees may be promoted where it can be demonstrated that special and compelling circumstances exist. Promotion of an employee should be made in accordance with Commissioner’s Direction No. 1.

Promotion of a permanent employee without advertising is not to be made by the Head of Agency without approval of the State Service Commissioner.

Things to note about Promotion without Advertising:

Heads of Agency are only to request approval for promotion without advertising where it can be demonstrated that special and compelling circumstances exist;

The Commissioner will consider the special circumstances on a case-by-case basis and will normally only approve promotion without advertising of one classification level;

Where the Commissioner approves the intention to promote without advertising, the agency is to notify that intention in the Gazette and allow 14 days for any aggrieved employee to make application to the Commissioner for a review of the intention to promote without advertising;

If an employee makes application to the Commissioner for a review and that application is determined in favour of the applicant, the duties are to be advertised in the Gazette;

If the Commissioner dismisses the application the nominee is promoted to the new level and the promotion is to be notified in the Gazette; and

If no employee makes application to the Commissioner within 14 days for a review of the intention, the nominee is promoted to the new level and the promotion is to be notified in the Gazette.

The Process

1. The manager will make an application in the form of a minute, outlining the special circumstances surrounding the request (as per Commissioner’s Direction No.1 and forward to the delegate.

2. The delegate will indicate if he/she supports the request. 3. The delegate will forward the minute to Recruitment Services, who will

forward the request to the Director Human Resources. 4. The Director Human Resources will forward the minute to the State

Service Commissioner. 5. The State Service Commissioner will provide their approval/otherwise in

writing to Recruitment Services, who will then forward a copy to Pay/Personnel.

6. Pay/Personnel will provide advice to the employee in writing and process the promotion (including the Gazette notices) in the first available pay period after receipt of the advice.

Resources

• HR Delegations • Commissioner’s Direction No. 1 • State Service Act 2000 • Corporate Templates • Recruitment Services Contacts

12 CONJOINT APPOINTMENTS (WITH THE FACULTY OF HEALTH SCIENCE AT THE UNIVERSITY OF TASMANIA)

A conjoint appointment means there is a single employer, for example the Acute Health Services Group, but the employee will have responsibilities to both the Acute Health Services Group and the Faculty of Health Science. It is distinct from a full-time University academic appointment (including one with clinical responsibilities) and from full-time or part-time DHHS appointments for which an academic title is sought on the basis of a teaching role.

Conjoint appointments provide the opportunity for appointees to contribute to service delivery, teaching and research within both the Department of Health and Human Services (DHHS) and the University of Tasmania, Faculty of Health Science (FHS) with the full support of both agencies. A conjoint appointment confers the benefits of employment with both the DHHS and the University, even though for administrative purposes, the appointment is through one of the agencies on behalf of both.

A major advantage of a conjoint appointment will be the availability of the resources of both the DHHS and the Faculty of Health Science to the employee. This availability of resources may provide a positive attraction to specialist staff (and has done so on a number of previous appointments). Specialist staff may include specialist medical staff, senior nursing staff or other categories of staff approved by the relevant DHHS Director and the Dean, Faculty of Health Science.

Advantages to the State and the Faculty of Health Science:

1. The ability to attract and retain candidates of the highest calibre in both clinical service delivery and academic standing.

2. By conjointly appointing senior staff, more junior staff and trainees are attracted to a clinical setting where their further training is assured from both clinical and academic perspectives.

3. Health service standards and availability of clinicians in specialist areas are more likely to be ensured if appointments are linked to academic departments.

4. There is an explicit link between quality of clinical care and the academically derived evidence base for that case.

Advantages to Candidate:

1. As a member of both agencies with both responsibilities and rights within each, the appointee can contribute to and gain from both agencies.

2. In academic areas, the appointee can undertake supervision of Research Higher Degree candidates and through their associated discipline attract Commonwealth Research Training and Research Performance Funds through the University to their discipline for future research support.

3. Members of staff have full membership of both the relevant DHHS group and the University school and discipline.

4. The ability of the candidate to progress their career in both clinical service areas and academic areas simultaneously.

Clinical title holders, as distinct from conjoint appointees, are members of the University’s schools and disciplines but are not able to supervise Research Higher Degree students or become eligible for Commonwealth Research Training and Research Performance Funds through the University. While they may access library and IT resources through the University in recognition of their teaching status, they do not have the same academic status within their school or discipline as a conjoint appointee who has undergone joint selection through the full DHHS and University processes.

Things to note about conjoint appointments:

The conjoint appointment must be for a role which fits within the operational roles of both DHHS and the Faculty of Health Science.

The Process

As stated in the policy, a conjoint appointment means there is a single employer. For consistency, the employer will be the DHHS unless the employee will spend more than 50% of his/her employment at the Faculty of Health Science, whereupon the employer will be the Faculty of Health Science.

Approval of the Group Director and Dean

1. A written request to establish a conjoint appointment must be submitted by the relevant senior DHHS manager and University school or discipline head to the appropriate DHHS group director and the Dean, Faculty of Health Science for their approval.

2. The submission to be forwarded to the director and the dean must include the following information:

(i) Details of the benefits of the conjoint appointment to the DHHS group and the Faculty of Health Science, including relationship to the Partners in Health agreement;

(ii) Breakdown of estimated overall costs, both one-off and recurrent, and the proposed means of meeting them, including recovery of salary and on-cost monies;

(iii) Benefits and conditions of employment (including duration); (iv) The statement of duties and selection criteria;* (v) The advertisement and details as to where the advertisement

will be placed; (vi) Timetable for the selection process including proposed

appointment date; and (vii) Make up of the selection panel.

* It is noted that the number and type of selection criteria listed may be limited by award regulations. In the case of a DHHS appointment additional academic criteria may be added for the academic components. In the case of FHS appointments, additional clinical/health service criteria may be added to cover these components.

Implementation

Once agreement between the director and the Dean, Faculty of Health Science has been reached to proceed with the conjoint appointment the following arrangements will apply:

1. All appointment functions will be undertaken by the Human Resources of the employer. This includes, but is not limited to:

(a) Placing the advertisement; (b) Preparing all correspondence relating to the recruitment and

selection process including the contract of employment; (c) Advising the Finance unit of the commencement date and

the termination date (when applicable) of the conjoint employee; and

(d) Liaison with the HR unit of the other partner in relation to the above and the form of the final contract. Additional liaison will be required if appointment details vary from those originally agreed. Should these be significant, reference to the DHHS director and dean or their delegates may be required.

2. All finance functions will be undertaken by the Finance unit of the employer. This includes, but is not limited to:

(a) Recovery of salary and on-costs on a monthly basis, or such other timing as may be mutually agreed; and

(b) Recovery of any other associated costs incurred by the employer during the term of the conjoint appointment.

3. The conjoint employee may enter into private practice arrangements if the employer is the DHHS, provided that a conflict of interest does not exist.

4. If the conjoint employee is a hospital specialist medical officer as defined in the Private Patient Plan Agreement 1998 of the Hospitals and Ambulance Service, the conjoint employee may apply for membership to the Private Patient Plan. Participation is not automatic and may be subject to conditions.

5. If the conjoint employee is entitled to participate in other private practice arrangements within groups of DHHS then this is to be specified and the relevant details documented.

6. Should any problem be experienced by either the DHHS or the Faculty of Health Science regarding any aspect of the conjoint appointment, the problem must be brought to the attention of the director of the relevant DHHS group and the Dean, Faculty of Health Science.

Resources

• State Service Act 2000 • HR Delegations • Corporate Templates • Recruitment Handbook (section 12) • Recruitment Services Contacts

13 INSTRUMENTS OF APPOINTMENT (IoA) FOR SENIOR EXECUTIVES OR SENIOR EXECUTIVE EQUIVALENTS

As per the State Service Act 2000, an Instrument of Appointment may be used for senior executive or senior executive equivalent appointments. In the case of senior executive equivalents, an IoA is used where the role is of an equivalent specialist nature, for example, salaried medical practitioners and other extraordinary roles. Things to note about Instruments of Appointment:

Government policy requires that Cabinet be advised of all proposed SES appointments (not applicable to SES equivalents);

Any contract negotiations outside of the standard provisions (as contained in the standard Instrument of Appointment), should be made in consultation with the Manager Recruitment Services; and

The Instrument of Appointment must be approved by the Head of Agency (through the Director Human Resources).

The Process The process to be followed is outlined in the following documents;

• SES Appointments – A Step by Step Guide • SES Equivalent Appointments – A Step by Step Guide

Resources

• State Service Act 2000, s31 • Salary Rates - SES • Delegations • SES Appointments – A Step by Step Guide • SES Equivalent Appointments – A Step by Step Guide

14 SHORT TERM INTERNAL VACANCY (STIV) AND EXPRESSIONS OF INTEREST (EoI)

Expressions of interest (EoI) may be utilised to fill a fixed term vacancy for a maximum period of 12 months. The short term internal vacancy process (STIV) may be utilised to fill a fixed term vacancy for a maximum period of six months. Short Term Internal Vacancy process (STIV) (For vacancies under six months) You may consider advertising the fixed term vacancy as an STIV in your business unit only. When advertising an STIV the vacancy should be for a maximum period of six months only. Your advertisement does not need to be submitted for approval through the RTS, however you should include in the advertisement the following details:

• the vacancy dates; • the reason for the vacancy; • the classification; • a brief description of the role; • what is required to make an application; and • the application closure date.

For more information on expressions of interest, please see the information sheet titled A Step by Step Guide to the Short Term Internal Vacancy Process. Expressions of Interest (EoI) (For vacancies under 12 months) You may consider using the internal advertising process if you have a vacancy for up to 12 months or if you have a vacancy for under six months but do not have any appropriately qualified employees within the business unit. To commence EoI advertising you will be required to submit the vacancy details through the RTS. EoIs are updated on the intranet daily. You may advertise the vacancy on the intranet for a period of one week or two weeks and may also elect for the vacancy to be advertised within DHHS only or additionally within other State Service agencies. Things to note about Expressions of Interest:

Expressions of interest are open to the general public, as well as current employees of the agency;

The maximum vacancy period for a short-term internal vacancy is up to six months; and

Any vacancy between six to 12 months must be actioned through the expressions of interest process and advertised through the agency intranet site (via the RTS).

The Process

1. The manager will complete a job card through the RTS (PageUp)

advising of the vacancy details, including a note on the notes tab indicating how long the EoI is to remain open. The Recruitment Liaison Officer (RLO) will ensure the sourcing tab has been completed including the phone number and e-mail address of the contact person.

2. The RLO will check that all details are completed correctly and prepare the EoI advertisement accordingly. The RLO will advise the manager when the EoI has been raised on the intranet and will supply the relevant closing date.

3. All applicants applying on line will receive an automated acknowledgement response. Hard copy applications will be forwarded to Recruitment Services, where they will be scanned and uploaded against the relevant job. An acknowledgement letter will then be sent to the applicant. If applicants forward applications directly to the contact person, the contact person will forward them to the RLO to enable the RLO to upload their application against the vacancy and forward an acknowledgement letter.

4. Upon the closing date of the EoI the RLO will advise the manager the vacancy has closed and that they are able to download their applications.

5. After the interview process, the manager will forward the completed selection report to the RLO for processing. The RLO will acknowledge all unsuccessful applicants and prepare a contract for the successful applicant. The original will then be sent to the applicant with a copy to the manager and Pay/Personnel.

6. Pay/Personnel will process the change in the first available pay period after receipt of the contract.

Resources

• Commissioner’s Direction No. 1 • Delegations • Recruitment Services Contacts • Recruitment Handbook (section 6) • A Step by Step Guide to the Short Term Internal Vacancy Process

15 GRADUATE RECRUITMENT

There is a range of recruitment campaigns that regularly occur within the agency. These include the Graduate Nurse Development Program, Junior Doctors and Allied Health Professionals. The graduate coordinator for the relevant group is responsible for the coordination of website/information booklets, advertisements, application packages, acknowledgments and assignments, the selection process, contracts and commencements with the assistance of Communications and Marketing Services and Recruitment Services.

Further information on graduate recruitment processes can be found in the Recruitment Handbook (section 14). Resources

• Delegations • Recruitment Services Contacts • Recruitment Handbook (section 14) • Communications & Marketing Contacts

16 TRAINEE & APPRENTICE RECRUITMENT

A trainee or apprentice may be utilised to fill a fixed term vacancy. To fill a vacancy with a trainee or apprentice as an employee of the agency, you should have an identified trainee/apprentice job to advertise and a statement of duties that appropriately reflect the trainee or apprentice role. The Process

1. The manager will complete a job card through the RTS, advising of the

vacancy details. 2. The Recruitment Liaison Officer (RLO) will check that all details are

completed correctly. 3. The manager will undertake a selection process. When complete, the

manager will inform the RLO via the RTS. 4. The RLO will complete a contract of employment and forward it to the

employee. The RLO will also provide a copy to the manager, and a copy to Pay/Personnel for processing.

5. Pay/Personnel will process the contract in the first available pay period after receipt of the employment advice.

6. The manager will ensure that they have consulted with HRD regarding the training requirements and have completed all of the necessary documentation.

7. The manager will monitor the dates of all fixed term contracts and ensure that the appropriate steps are undertaken upon expiry of the contract.

The manager may elect to fill a fixed term trainee/apprentice vacancy, through a group training agency. In such cases, the trainee/apprentice is an employee of the group training agency, not DHHS. For further information please contact Human Resources Development. Resources

• Human Resources Development - Contact List • Recruitment Services Contacts

• Australian Apprenticeship Centres – Who are they and what do they do?

• Vocational Education Qualifications • DHHS Preferred Provider Register • Registered Training Organisations

17 SECONDMENTS

A secondment may be utilised to fill a fixed term vacancy. Section 46 of the State Service Act 2000 and Commissioner’s Direction No. 1, provides for the State Service Commissioner to make arrangements for the secondment of employees to undertake duties with an organisation which is not an agency, or for a person who is not a State employee to undertake duties in an agency.

The Head of Agency will give consideration to forwarding a proposal for secondment to the State Service Commissioner for approval only if it is considered that the activities to be undertaken are consistent with the employee’s responsibilities to the agency, service delivery will not be adversely affected and it is not financially disadvantageous to the agency.

In considering potential benefit to the agency, regard will be made to the extent to which the work will enhance an employee’s career path and future contribution to the agency.

The State Service Commissioner may second a person into the State Service from an external organisation, or second an employee to an external organisation.

There are advantages to employees in arranging a secondment rather than a period of leave without pay, in that continuity of employment and benefits of employment are maintained. While absent from normal duties undertaking activities on behalf of an external organisation, an employee retains the right to return to the State Service into a role of the same classification as they held prior to secondment. Upon completion of a period of secondment, the employee will return to the agency in which they were employed prior to commencing the secondment.

Things to note about a Secondment:

A secondment into or out of the State Service is to be: • for a specified term or for the duration of a specified task; and • by secondment agreement in accordance with the State Service

Act 2000, s.46. All applications for secondment require the approval of the State

Service Commissioner. A secondment proposal may be endorsed if:

the case is considered to involve the interest of the agency,

or a clear prospect of benefit to the agency can be demonstrated, or

it is determined by a joint venture agreement involving the agency; and

Persons seconded into the agency from an outside organisation, are, during the period of the secondment, considered to be employees for the purposes of Section 9 – Code of Conduct of the State Service Act 2000.

The Process

1. To apply for a secondment to an outside organisation, an employee will submit a request in writing as early as possible through their group director to the Head of Agency.

2. The request will include a comprehensive statement of the purpose of the secondment and grounds that would justify its approval. A letter from the proposed receiving organisation, outlining the precise nature of the invitation and reasons for it, is to be included.

3. The request must be accompanied by statements from the employee’s workplace manager/supervisor indicating whether or not the application is supported. The statement of support/otherwise (in the form of a minute) will include detailed reasons for the decision and where supported, a precise statement of the means proposed to cover the employee’s absence.

4. The manager/supervisor will then forward the proposal to the group director for consideration.

5. Where the secondment is not supported, the group director will advise the employee of the reason for the decision.

6. Where supported, the delegate will forward the minute to Recruitment Services, who will forward the request to the Director Human Resources for endorsement.

7. The Director Human Resources will forward the minute to the Head of Agency.

8. If the Head of Agency endorses the proposal it will be referred to the State Service Commissioner for approval.

9. Details of any approved secondment proposal must be negotiated between the agency and the seconding/receiving organisation and a formal written agreement is to be signed by all parties.

10. All secondment agreements are subject to the approval in writing of the employee who is being seconded. Terms and conditions of secondment agreements may only be varied with written approval of the secondee.

11. Upon receipt of the signed secondment agreement from the State Service Commissioner, Recruitment Services will forward agreement to the employee, and provide a copy to the HRRMT, Pay/Personnel and the group director and manager.

12. Pay/Personnel will process the secondment in the first available pay period after receipt of the secondment notification.

Any one of the parties may terminate the secondment at any time, providing a minimum of two weeks’ notice is given to all parties concerned.

The following costs are to be met by the receiving organisation during a secondment:

• salary; • superannuation contribution; • annual leave loading; • workers' compensation; and • provision for annual and long service leave accrual.

If circumstances change, the secondee must notify the agency as soon as possible, for example, if they will not be returning to their previous employment within the agency on the completion of their period of secondment.

During the period of secondment to an outside organisation, the secondee shall be subject to the control and direction of the seconding organisation.

Resources

• State Service Act 2000 • Commissioner’s Direction No. 1 • Secondment Agreements - Commissioner’s Direction No. 1

Attachments • Delegations • Director Human Resources Contacts • Recruitment Services Contacts • Corporate Templates

18 EMPLOYMENT REGISTERS

Employment registers are approved by the Secretary of the Department of Premier and Cabinet and allow for streamlined selection for certain occupational groups in a fixed term and fixed term (casual) capacity. The use of an employment register is particularly useful in instances where a number of vacancies of a particular occupation will become vacant in a twelve month period, especially casual/relief pool situations. Current agency employment registers include:

• Youth Worker – Children & Families – Ashley Youth Detention Centre; • Disability Workers – Community, Population and Rural Health – Disability

Services; • Radiographer – Community, Population and Rural Health – Cancer

Screening and Control Services;

• Allied Health Professionals – Acute Health Services; • Registered Nurses – Acute Health Services; and • Enrolled Nurses – Acute Health Services;

There is a range of whole-of-government employment registers available that are administered by Department of Premier and Cabinet. These include:

• Traineeships and Apprenticeships; • Aboriginal and Torres Strait Islander Fixed Term and Casual Employment;

and • State Service Disability Fixed.

The primary advantage of employment registers is the saving on recruitment costs by potentially advertising only once within a twelve month period for a number of vacancies, together with the reduction in time and effort as a result of being able to short list and rank applicants at the one time, for access throughout the year, as vacancies arise.

The Process

Establishing an Employment Register

1. Group representative to liaise with Recruitment Services concerning the establishment of an employment register and the type of employment to be covered by the register.

2. Recruitment Services seeks approval from the State Service Commissioner for the establishment of an employment register. Information requirements for the process are outlined in Commissioner’s Direction No. 1. When approval is received from the State Service Commissioner, Recruitment Services will arrange the advertising of the employment register in liaison with the group(s) concerned. A group contact will be placed on the advertisement, together with details of how to apply.

3. The group contact named in the advertisement is to provide a copy of the generic statement of duties for the occupational category being advertised, together with an ‘Information Kit for Applicants’ to each applicant who enquires about the vacancy.

4. Once applications close, the applications will be forwarded to the group contact officer to arrange for the applications to be assessed and ranked according to merit by a selection panel.

5. As vacancies arise and approval to fill has been granted in accordance with the Right Job, Right Person Recruitment and Selection Framework, Recruitment Services will make the necessary arrangements for appointment in liaison with the group. The highest ranked applicant on the register is offered the job, and if they accept, appointed to the role.

For more information regarding recruitment from the employment register, please contact Recruitment Services.

Resources

• Employment Register (Public Web Page) • Recruitment Services Contact • Commissioner’s Direction No. 1 • State Service Act 2000 s.18(j)(l)