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Recruitment of Staff

9 min read

First created 27 March 2015
Last reviewed 17 June 2020
Review cycle Two years
Approver Senior Leadership Team
Owner HR Officer
Stakeholders Board, staff
Child Safety National Principles 1, 4-5, 7-10

Overview #

Within Rehoboth Christian College all vacancies shall be filled with people who best meet the needs and requirements of both the position and College, and who can uphold and promote the values and beliefs of the Association.

Rationale and Scope #

The purpose of this policy is to ensure that all staff recruited within the College best meet the needs of the vacancy as well as the values and beliefs of the Association. The policy applies to all staff members of the College.

Policy Statements #

  1. All staff who are employed at the College will meet the needs of the vacancy and uphold and promote the values and beliefs of the Association.
  2. The CEO will not employ any staff who do not uphold and promote the values and beliefs of the Association.

Conditions of Employment #

While employed by ACE, you are required to possess and remain:

  1. An active, committed, practising Christian and have an active involvement with a Protestant Christian church, adhering to doctrine similar to and consistent with the Bible and the Westminster Confession of Faith;
  2. A firm personal belief consistent with the Bible and the Westminster Confession of Faith;
  3. Lead a life which indicates commitment to, the biblical principles, behaviours, conduct and lifestyle consistent with the Bible, the Westminster Confession of Faith, and the Protestant Christian faith as considered appropriate by the Board.

Christian Ethos #

  1. The College holds to a reformed protestant tradition and its doctrine, beliefs and teaching as explained in the Westminster Confession of Faith. We accept the authority of Scripture – the Bible, comprising both the Old and New Testaments – and seek to be guided by it in every aspect of behaviour and conduct.
  2. The Bible and the Westminster Confession of Faith reflects the fundamental belief that Jesus Christ is the only Son of God and our only means of salvation from sin (Romans 5:8, Acts 4:11-12). God the Father has made Jesus King of kings and Lord of lords, which means that there is no authority higher than Him and that he has sovereignty over every aspect of our lives (Philippians 2:5-11).
  3. An outworking of the truth that Christ is fundamentally central to everything is that for the College, faith is not an ‘add-on’, and neither is the Study of the Bible. Simply adding faith to the learning mix denies the fundamental and integral nature of the faith and learning relationship. it is therefore imperative that as role models, the behaviour, conduct and lifestyle of all staff members, for the duration of their employment, is of the highest standard and is consistent with the Word of God which is the Bible, and the Westminster Confession of Faith.

Culture Fit #

  1. Rehoboth Christian College has a firm commitment to sustaining a culture of teamwork and unity. people who have these three fundamental virtues, to be humble, hungry and smart, as identified by Patrick Lencioni, are ideal team players. The purpose of such an initiative is to foster a culture of teamwork by creating a workplace where cooperation, creativity of thought, innovation, openness and trust among team members is enhanced and encouraged.
  2. A healthy teamwork environment motivates unity in the workplace. Effective teams create a workplace where individuals are valued, respected and have a strong sense of purpose and belonging. Team members are viewed as unique individuals with irreplaceable knowledge and experiences to contribute (Romans 12:4-12).
  3. When people are adequately strong in each of these areas they’ll be more likely to:
  4. be vulnerable and seek to build trust;
  5. engage in productive conflict with team members even if it’s uncomfortable;
  6. commit to group decisions even if they disagree initially;
  7. hold colleagues accountable when performance gaps are identified; and
  8. put the cohesion and results of the team above their own needs.

Be Humble #

Humility is the most essential quality of being a team player. Great team players lack concerns about status, excessive ego and arrogance. They are quick to point out the contributions of others and slow to seek attention or credit on their own. They define success collectively rather than individually but do not discount their own contributions or lack an understanding of their own worth (Philippians 2:1-11).

Be Hungry #

Hungry people have a healthy, manageable and sustainable commitment to doing their job well. They are always looking to do or learn more, are passionate about their work, volunteering to fill gaps, always look for ways to help the team and possess a desire to work hard. They do not have to be pushed by their manager to work harder because they are diligent and self-motivated (1 Corinthians 15:58, 1 Thessalonians 6:12-14).

Be Smart #

In the context of a team, smart simply refers to a person’s ability to be interpersonally appropriate, aware of the subtleties of group dynamics and the impact of their words and actions can have on others (Ephesians 4:1-6).

Skills and Competencies #

The level of experience, skills and competencies required for each role will be predetermined by the interview panel members. Job competencies and associated skills are a measurable patter of knowledge, skills, abilities, behaviours and other characteristics that a candidate needs to perform a role successfully. Competencies take skills and incorporate them to on-the-job behaviours.

Technical

Digital Literacy
Leverages existing digital technologies efficiently to solve problems, improve processes and complete tasks.

Technical Aptitude
Skilful in use of tools, hardware, software and equipment.

Analytical

Critical Thinking and Problem Solving
Exercises sound reasoning to research, evaluate and analyse issues, make decision and overcome problems

Quantitative Research
The application of mathematical logical, and statistical skills to interpret data, define problems, implement solutions and produce new information. 

Relationship

Teamwork and Collaboration
Builds collaborative relationships, shares ideas and practices inclusivity.

Global Fluency
Demonstrates openness, values differences and practices inclusiveness.

Professionalism and Work Ethic
Demonstrates personal accountability, effective work habits, time management, integrity and ethical behaviour.

Management/Leadership

Project Management
Initiates, structures, and carries out steps to complete projects and tasks.

Initiative
Independently determines what needs to be done and acts on it; resourceful.

Leadership
Leverages the strengths of others to achieve common goals, and uses interpersonal skills to mentor and develop others; drives vision, sets goals and motivates others.

Creative

Flexibility and Adaptability
Synthesizes and integrates ideas; brainstorms to produce a new idea or result; open to change.

Innovation and Creativity
Generates new, varied, and unique ideas, and makes connections between previously unrelated ideas.

Communication

Written Communication
Clearly exchanges information using appropriate platforms to deliver messages.

Verbal Communication
Articulates thoughts and ideas clearly and effectively to exchange information.

Strengths Finder #

The best teams are made up of individuals who understand their own – and others’ – unique contribution to the team. This awareness and appreciation empowers the team to be more cohesive, versatile, productive and engaged (Gallup – Clifton Strengths 2018). The Top 5 Strengths Finder assessment will occasionally be used as part of the College recruitment process to better understand how an individual would fit into a team and what soft skills they bring to the role.

Executing

People with dominant executing themes/strengths make things happen.

Influencing

People with dominant influencing theme/strengths take charge, speak up and make sure others are heard. 

Relationship Building

People with dominant relationship building themes/strengths build strong relationships that hold a team together and make it greater than the sum of its parts.

Strategic Thinking

People with dominant strategic thinking themes/strengths absorb and analyse information that informs better decisions.

Procedure #

  1. The HR Officer will seek a pool of suitable applicants for each vacancy from which selection decisions can be made. A position description will be provided detailing the skills and competencies required for the role.
  2. Permanent positions or appointments for more than six months should be advertised for at least two weeks internally and externally, usually through the College Website, Seek, CEN, Christian Schools Australia, Christian Jobs Australia, and Teachers on Net as appropriate.
  3. All potential applicants who make an enquiry about the position are to immediately be sent our application form and the position description which includes information about the Association, position, privacy statement and information on how to apply or be directed to the College Website if details are contained here.
  4. All applicants must submit – online applications addressed to the HR Officer. Applications are to include a federal police clearance (not more than three months old or undertaking to provide prior to an offer of employment), WWCC, details of two professional referees and two personal referees, and a pastoral reference letter.
  5. The HR Officer is to ensure all applicants receive an acknowledgement email within three working days of receipt of application.
  6. The HR Officer will sort and pass on all suitable applicants to the Principal, Finance Manager or Line Manager.
  7. The Principal, Finance Manager or Line Manager will jointly assess with a senior staff member these five applications and make a recommendation to the CEO of applicants to be invited to first round interviews – usually no more than two or three applicants should be short listed for initial panel interview. Included in this report should be a brief statement as to why these applicants were short listed for a panel interview. Accompanying this should be original applications of those recommended for short listing.
  8. If short listed recommendations have been accepted, the HR Officer will then arrange interviews. The HR Officer will inform applicants of the 2-hour interview process and explain that they will be meeting with a panel, they will be required to prepare a response to a practical question related to the role and be taken on a short tour of the Campus.
  9. Prior to the interviews the HR Officer will ask shortlisted applicants for teaching or managerial roles to complete the Top 5 Strengths Finder assessment and for applicants to send their results back to the HR Officer prior to their scheduled interview date.
  10. Panel interviews for Teachers and Education Assistants are to include at a minimum the Principal, a Pastor and Senior Teacher. Other panel members may be included at the Principal’s discretion. Interviews for Administration and Technical Officers, and General Duties Staff (Groundsmen) are conducted by a panel including the Principal, her delegates, a Pastor and either the CEO or Finance Manager as appropriate. The CEO may authorise other stages to occur in the selection process at his discretion (e.g., second round interviews).
  11. Applicants will be asked to arrive 1 hour before the panel interview and prepare a response to a challenge they have been presented with. Applicants will be given 30 minutes to provide a written response before being taken on a walk through the school with the Principal, Finance Manager or Line Manager. On the Campus tour the applicant will be introduced to key leaders of the College before returning to the office or the panel interview.
  12. Where possible suitable applicants will be asked to return for a practical interview. For example, a student teacher will be asked to teach for a day or a bus driver is brought in to drive for a day.
  13. A minimum of two professional referee checks per applicant must be completed by the Principal, Finance Manager or Line Manager. The Principal, Finance Manager or Line Manager will attempt to contact the referees once before referring it back to the applicant to arrange a suitable time for the referee check to be completed. Only in extreme circumstances may email referee checks be conducted.
  14. The panel is to make selection recommendations to the Finance Manager or Principal as appropriate.
  15. A written offer is to be recommended applicant(s) by the Finance Manager or Principal as appropriate.
  16. Once an offer of employment has been accepted the HR Officer will advise unsuccessful applicants.
  17. The Finance Manager or Principal is to record selection outcomes (for permanent or fixed term positions greater than six months) in a selection report which is to include: a summary of the recruitment and interview process, details of the vacancy, statement of recommendation received, and the decision made.
  18. Selection reports are to be filed in a confidential selection file held by the HR Officer. The recommended applicant’s original application and police clearance is to be placed in their file. All copies of other documentation including application, interview notes, referee reports and other documents associated with the selection are to be immediately destroyed at the completion of the selection process.
  19. The Principal, CEO and/or Finance Manager are to interview all new relief or short-term staff members prior to any offer of work.
  20. If the CEO authorises any deviations from this procedure, they are to be detailed in the selection report and reported to the board via the CEO report.

Procedural Flowchart #