strategic engagement and coordination · after a career in the australian defence force (adf). the...
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Enquiries:
Strategic Engagement and Coordination
Public Sector Commission
Dumas House, 2 Havelock Street, West Perth WA 6005
Locked Bag 3002, West Perth WA 6872
Telephone: (08) 6552 8500 Fax: (08) 6552 8710
Website: www.publicsector.wa.gov.au
© State of Western Australia 2016
There is no objection to this publication being copied in whole or part, provided there is due acknowledgement of any
material quoted or reproduced.
Published by the Public Sector Commission (Western Australia), June 2016.
Copies of this publication are available on the Public Sector Commission website at www.publicsector.wa.gov.au
Disclaimer
The Western Australian Government is committed to quality service to its customers and makes every attempt to ensure
accuracy, currency and reliability of the information contained in this publication. However, changes in circumstances
over time may impact on the veracity of this information.
Accessibility
Copies of this publication are available in alternative formats upon request.
Contents 3
Contents
Foreword ............................................................................................................... 5
VETS mentors ....................................................................................................... 6
Accessing a VETS mentor ........................................................................................ 6
What is the Western Australian public sector? ................................................. 7
Public sector framework ........................................................................................... 7
Being part of a respected and trusted public sector .............................................. 8
Public sector Code of Ethics ................................................................................... 8
Codes of conduct .................................................................................................... 8
Serving the Government of the day ......................................................................... 8
Acting in the public interest ..................................................................................... 9
Benefits of working in the Western Australian public sector ................................ 9
What are the opportunities for you within the public sector? ............................... 9
What differences will you notice between ADF service and public sector
employment? ........................................................................................................... 10
Culture .................................................................................................................. 10
Working environment ............................................................................................ 10
Loyalty to the organisation .................................................................................... 11
Planning and decision-making............................................................................... 11
No regular job rotations (postings) ........................................................................ 11
No time-based promotion ...................................................................................... 11
No formal rank structure ........................................................................................ 11
What are the challenges you may face when you enter the public sector? ........ 11
How best can you adjust to your new career in the public sector? .................... 12
Useful tips for job searching and navigating the application and selection process ................................................................................................................ 13
How do you find out about vacancies? ................................................................. 13
What is the basis for public sector recruitment? .................................................... 13
Merit selection ....................................................................................................... 13
What types of vacancies exist on the JobsWA website? ..................................... 14
Contents 4
Permanent and fixed-term positions ...................................................................... 14
Appointment pools ................................................................................................ 14
What are you likely to see in a job advertisement? ................................................ 14
Preparing your application ..................................................................................... 15
What is a covering letter? ...................................................................................... 15
What should you include in your Curriculum Vitae (CV) or resume? ..................... 15
What about referees? ............................................................................................ 16
What is meant by a job description and selection criteria? .................................... 16
How do you demonstrate that you meet the selection criteria? ............................. 16
Tips for addressing the selection criteria ............................................................... 17
Now you are ready to submit your application ..................................................... 19
What is a selection panel and what is its role? ...................................................... 20
What can you expect at an interview? ................................................................... 20
What happens next? ................................................................................................ 20
Are there any pre-employment checks? ................................................................ 21
What happens if you do not get selected? ............................................................. 21
Conclusion .......................................................................................................... 22
Profiles of ex-ADF members employed in the Western Australian public sector .................................................................................................................. 23
Luke Breedon ........................................................................................................... 23
Rodger Kelly ............................................................................................................ 23
Darren Mellowship ................................................................................................... 24
Grant Pilgrim ............................................................................................................ 25
Peter York................................................................................................................. 25
Foreword 5
Foreword
I am pleased to present the Veterans Employment Transition Support (VETS) guide to people considering professional options after a career in the Australian Defence Force (ADF). The guide can be found on the Public Sector Commission website at publicsector.wa.gov.au or via a link from the JobsWA website at jobs.wa.gov.au.
The Western Australian public sector is our State’s largest employer and is a diverse workforce employed across a range of departments, agencies and entities. Our employees are based in all corners of the State, as well as overseas, and undertake a range of challenging and rewarding roles. Across the public sector we have confident and
experienced leaders, who are well supported to maximise their impact and deliver positive outcomes to the community.
It is no surprise some of our leaders are ex-ADF members who remain steadfast in their commitment to excellence in service delivery, innovation and engagement. We also have a strong network of high calibre ex-ADF mid-level officers, including those employed in our uniformed agencies who are well-equipped to excel in their work. In developing VETS I was encouraged by the willingness of this group to participate and put forward their views. It was interesting to hear their personal stories, some of which are featured in this guide.
I have asked a select group of ex-ADF members to volunteer as mentors and be available to coach and provide guidance to ADF members who intend to transition from the ADF to a career in the Western Australian public sector.
I will continue to work with public sector leaders and people managers to consider how recruitment processes can better target ex-ADF members and reduce employment barriers that may be faced. This includes building capability to develop coherent talent, workforce and culture strategies and increasing our understanding of the role unconscious bias plays in recruitment processes.
I trust this guide will assist you to better understand the Western Australian public sector, including the challenges faced by, and opportunities available to, ex-ADF members. I wish you every success in your transition from the ADF and encourage you to consider the Western Australian public sector as the next step in your career.
M C Wauchope PUBLIC SECTOR COMMISSIONER
June 2016
VETS mentors 6
VETS mentors
A number of ex-ADF members employed in the Western Australian public sector have
indicated their interest and availability to voluntarily guide and mentor members of the
ADF who request assistance in making the transition into public sector employment.
Generally, a VETS mentor will have at least three years’ experience in the public sector
and previously served as a permanent member of the ADF for at least six years.
The guidance offered to you by a VETS mentor will depend on your circumstance and
may be influenced by such factors as:
your career aspirations
the type of skillsets, knowledge and experience you gained in the ADF
your written and verbal communication skills
your employment history
the extent to which you have already prepared for transition.
Accessing a VETS mentor
Access to a VETS mentor is provided through the Public Sector Commission website at
publicsector.wa.gov.au and via a link from the JobsWA website at jobs.wa.gov.au. If you
wish to access a VETS mentor, complete the online form and click ‘Submit’ to send it to
the Public Sector Commission. After making an assessment of the most appropriate
mentor for you, the Public Sector Commission will provide you with their contact details.
For further information about VETS telephone (08) 6552 8500 or email
What is the Western Australian public sector? 7
What is the Western Australian public sector?
The Western Australian public sector is the largest employer in the State and comprises
around 100 departments, agencies and entities (referred to generally as agencies).
There is a diversity of career opportunities in delivering services including:
education
training
health
policing
public housing
fire and emergency services
child protection
transport, including marine safety
major infrastructure
environmental protection
fisheries, parks and wildlife.
Public sector framework
The Public Sector Management Act 1994 (PSM Act) provides the legislative framework
for the structure, administration and management of the public sector. The PSM Act
covers areas such as:
public sector conduct obligations
the role and functions of the Public Sector Commissioner
functions and responsibilities of Chief Executive Officers (CEOs)
dealing with substandard performance and disciplinary matters for some
employees
appointments in the Senior Executive Service.
Not all government entities are within the public sector. Schedule 1 of the PSM Act
specifically excludes some entities from the public sector, so the PSM Act does not apply
to them.
What is the Western Australian public sector? 8
Being part of a respected and trusted public sector
A respected and trusted public sector is a vital component of any democracy. In order to
contribute positively to the community’s confidence in the public sector, it is important we
observe some established principles in our work.
These principles can be found in section 9 of the PSM Act which is an important guide to
maintaining personal integrity and the integrity of the public sector, and ensure the best
outcomes for the community.
Public sector Code of Ethics
The Public Sector Commissioner establishes the Code of Ethics for the public sector. It
consists of three principles and sets the minimum standards of conduct and integrity.
Personal integrity
We act with care and diligence and make decisions that are honest, fair, impartial,
and timely, and consider all relevant information.
Relationships with others
We treat people with respect, courtesy and sensitivity and recognise their interests,
rights, safety and welfare.
Accountability
We use the resources of the State in a responsible and accountable manner that
ensures the efficient, effective and appropriate use of human, natural, financial and
physical resources, property and information.
All public sector bodies and employees must follow the Code of Ethics.
Codes of conduct
Each public sector agency should have a code of conduct that expands on the principles
set out in the Code of Ethics. Codes of conduct assist public sector bodies to
communicate expected standards of conduct to their employees. The work of each public
sector body is different and each code of conduct will reflect the Code of Ethics in a
different way.
Serving the Government of the day
The ‘Government of the day’ refers to the political party (or coalition of parties) with
majority representation in the Legislative Assembly.
Both the ADF and public sector employees serve the Government of the day. This
means carrying out work professionally and impartially, regardless of who is in
Government or your political views. Both serve to deliver the outcomes of Government.
What is the Western Australian public sector? 9
Acting in the public interest
Both the ADF and the public sector work in an environment that involves making
decisions that affect the community in some way and it is important you make decisions
in the public interest. To ensure the public interest is put first, decisions need to be
impartial and transparent, based on all available information, and relevant legislative and
policy requirements. You also need to apply the principles of procedural fairness (natural
justice) to your decision-making process. Except in rare circumstances, you need to
allow people affected by your decisions to be heard.
Benefits of working in the Western Australian public sector
Working in a rewarding and challenging career is just one of the many benefits you'll
enjoy as a public sector employee. The other benefits and entitlements offered will
depend on the award or agreement under which you're employed, but may include:
annual, long service, personal, parental, study or purchased leave
9.5% superannuation contributions and salary packaging options
training and development opportunities
competitive salary, salary increments, higher duties allowances and annual
leave loading
flexible working arrangements and employee assistance programs.
NOTE:
For ADF members transitioning into the public sector, service within the
ADF is recognised for the purposes of calculating long service leave
entitlements, provided the time between the discharge date and the
commencement of employment in the public sector – the break in service –
is not more than one week.
There are additional provisions for when ADF members receive payment in
lieu of leave upon discharge, in which case members are referred to the
Department of Consumer and Employment Protection (DOCEP) Circular
No. 7 of 2004 (2 November 2004) as the reference. There is no provision in
the public sector for portability of personal (sick) leave accruing from ADF
service.
What are the opportunities for you within the public sector?
The public sector is a large and diverse organisation that can offer you a challenging and
rewarding career with good working conditions and excellent career prospects.
Opportunities exist to act in higher-level positions within an agency or another public
sector agency or for secondment to another agency. This may involve you moving from
What is the Western Australian public sector? 10
one location to another within the same agency, including regional locations, from one
agency to another or simply ‘moving down the corridor’.
Many ex-ADF members who have transitioned successfully into the public sector have
commented on the opportunity to apply personal qualities and technical skills, developed
in the ADF, into a civilian setting. Many indicated they felt proud of their competence
across a range of attributes (mental strength, physical fitness, resilience and emotional
intelligence) and were gratified by the opportunity to demonstrate their skills purposefully
in the workplace. Many have found their ADF training provided a great foundation,
particularly in their ability to exercise initiative, purposeful leadership and teamwork.
The public sector promotes and encourages growth, development and career
advancement. There is no obligation to progress upwards within an agency. However, if
you are motivated and demonstrate an interest in progression, subject to operational
requirements, you may be able to access additional experiences or further education and
training opportunities for which study leave may be granted.
Having had opportunities to grow rapidly through their respective agency some ex-ADF
members are currently in senior public sector roles, including agency CEOs and deputy
CEOs. Some have even entered the public sector directly at CEO level.
What differences will you notice between ADF service and public sector employment?
Both the ADF and the public sector are values-based organisations. However, there are
noticeable differences between ADF service and public sector employment which are
acknowledged and respected by both entities.
Culture
You will notice a difference in culture between the two entities, which reflects their
different missions. The ADF has a unique mission of defending Australia and its interests.
In the public sector the culture in each agency promotes the behaviours the government
and community rightly expect of all public sector employees. When public sector
employees consistently act in accordance with ethical codes and related public sector
values it strengthens the capacity of agencies to operate effectively. Conversely, a failure
to adhere to ethical codes and values lessens the confidence of the Government, the
Parliament and the community.
Working environment
The relationship between supervisors and teams in the public sector can be, at times,
more relaxed than it is in the ADF. The ‘chain of command’ can be less obvious in the
public sector, and discipline in the public sector is exercised through the professional
expectations associated with the code of conduct rather than through a rank-based
structure. However, just like the ADF, public sector leaders are required to monitor
individuals’ performance through performance management and development processes.
What is the Western Australian public sector? 11
Loyalty to the organisation
The concept of esprit de corps is much stronger in the ADF culture than the public sector,
which again reflects their different missions. However, there are many public officers who
complete significant lengths of service of 25, 30 or even 40 or more years, similar to
those who have long careers in the ADF.
Planning and decision-making
Emphasis is placed on ensuring public officers make accountable and ethical decisions
in the public interest and, similar to the ADF, decision-making is subject to high levels of
scrutiny. Planning and decision-making in the public sector can be challenging at times,
because of its decentralised nature where agencies are responsive to a variety of
stakeholders with competing priorities and expectations.
No regular job rotations (postings)
With the exception of the Western Australia Police, the public sector does not routinely
‘post’ their employees to different parts of the agency. There is no central ‘career
management agency’, but this does not prevent you from moving between agencies by
applying for, and winning on merit, advertised vacancies as they arise. Flexibility and
mobility are valued in the public sector.
No time-based promotion
There is no automatic promotion system based on ‘time in rank’ and attainment of
prescribed skills and qualifications, nor are there promotion ‘windows’ in the public sector.
You can advance your career at any time by applying for an advertised vacancy and
winning it through a merit-based selection process. There may be salary increments
available for each year of service up to a ceiling, with the number of increments varying
depending on the level of appointment and the industrial award under which you are
appointed.
No formal rank structure
There is no formal rank structure in the public sector, except in the uniformed agencies
(Police, Corrective Services and Fire and Emergency Services). You will find in most
agencies there are hierarchical structures based on classification pay-rate levels, and
public sector employees can move upward within this structure, if they are judged to be
the most competitive applicant for an advertised position.
What are the challenges you may face when you enter the public sector?
Most ex-ADF members start their public sector career at a lower rank or classification
level, and consequently a lower salary, than when they left the ADF. There are, however,
exceptions to this trend. This is a factor you may need to carefully consider in relation to
your financial situation.
What is the Western Australian public sector? 12
You may find you arrive in your new position with a range of skills and experience that
will be broader than the requirements of the job. This will present a number of
opportunities for you to make a positive contribution to your agency and the broader
community, particularly if you are in a regional location.
Some ex-ADF members noted there may be assumptions made about your behavioural
style. For example, some people associate ADF employment with a rigid or inflexible
approach to decision-making. If this is the case, you could demonstrate your flexibility
through your behaviour in order to dispel any misconceptions or discuss options with
your supervisor.
It may be the case your additional skillsets and personal qualities will be recognised and
you will be asked to do more than what is on your job description. It is a matter of
personal judgement as to how to respond to this situation. However, if you have
aspirations to move into other management or leadership roles with an agency, then you
may want to see this as opportunity to build the knowledge and skills you may need in
the future.
How best can you adjust to your new career in the public sector?
Adjusting to public sector employment is no different to adjusting to your ADF
employment. The first step is recognising and accepting you may need to change to ‘fit’
into a new employment culture. When you joined the ADF you had to modify yourself to
‘fit’ the culture which may initially have been a tough adjustment. The adjustment
challenge when joining the public sector is not tough, but the contrast between the two
cultures can feel amplified for anyone who has had a lengthy military career.
Each agency has an induction process for new employees. This should include
information about your new workplace, the code of conduct, and policies and procedures
that apply to record keeping and people management processes such as payroll and
leave. Information regarding access to an employee assistance provider, or EAP, should
also be provided. This allows you to seek free, independent and confidential support, if
required.
Useful tips for job searching and navigating the application and selection process 13
Useful tips for job searching and navigating the application and selection process
There are many roles available with varying levels of responsibility and complexity in the
Western Australian public sector. Your preferences and expectations about the type of
work, level, salary and location will determine the positions for which you choose to apply.
How do you find out about vacancies?
JobsWA (jobs.wa.gov.au) is a host website for advertised vacancies in the public sector.
Vacancies occur on a continuous basis in response to public sector employees retiring,
gaining promotion, going on extended periods of leave or changing careers.
Each agency recruits its own employees and advertises vacant positions on the JobsWA
website. On some occasions the advertisements are replicated in the employment
section of The West Australian newspaper. Some agencies may advertise in local media
or online through sites such as SEEK.
The JobsWA website outlines useful information about working in the sector,
understanding the public sector recruitment process, how to prepare and apply for
positions and what you should expect from the recruitment process. A useful facility on
the site allows you to create a job search profile, so vacancies matching your
preferences are automatically forwarded to you via email. You can also create a user
profile and submit applications through the site.
You can also make use of the VETS mentors. While they will not be able to find you a
position, they may be able to review your CV, suggest ways of searching for jobs or put
you in touch with people from their agency, or others, who can assist.
What is the basis for public sector recruitment?
The basis for public sector recruitment is merit – finding the person with the right skills,
knowledge and abilities to do the job. Generally, the selection panel will be looking to
appoint the applicant that makes the strongest claims against the selection criteria
outlined in the Job Description Form (or JDF).
Merit selection
Most agencies work under the Public Sector Standards in Human Resource
Management, which establish minimum standards of merit, equity and probity for the
Useful tips for job searching and navigating the application and selection process 14
public sector. The Standards relate to a number of human resource activities, including
employment and performance management. The Employment Standard requires a
selection panel to properly assess merit which takes into account the:
extent to which the person has the skills knowledge and abilities relevant to the
work-related requirements and the outcomes sought by the public sector body
way in which the person carried out any previous employment or occupational
duties, if relevant.
What types of vacancies exist on the JobsWA website?
Permanent and fixed-term positions
A wide range of permanent and fixed-term positions are available in the public sector.
Positions advertised on a fixed-term basis may reflect that the vacancy is only required
for a specified period of time, to perhaps work on a specific project or during periods of
organisational change.
Appointment pools
An appointment pool is the term used to describe the outcome of a process which
identifies a number of applicants who are all suitable to undertake an advertised position.
It is generally used where there are a number of vacancies expected in the same or
similar roles over a period of time.
As and when a vacancy arises, a person in the appointment pool may be offered the
position at that time. However, selection into an appointment pool does not guarantee an
offer of employment.
What are you likely to see in a job advertisement?
Advertisements usually include a job application package with all the information
necessary to help you apply for a position.
You should review this package and contact the nominated person to ensure you
understand:
the role, nature and history of the organisation
the key responsibilities, duties and reporting relationships of the job
the skills, qualifications and experience required for the position, which will be
assessed as part of the selection process (often called the selection criteria)
any allowances or special conditions that may affect your eligibility
the instructions on how to apply and the closing date for applications.
If you feel the job may be right for you, the next step is to prepare your application.
Useful tips for job searching and navigating the application and selection process 15
Preparing your application
Before you start your application make sure you understand the scope of the role and the
eligibility requirements. Importantly, consider if the job is right for you.
Requirements vary between advertisements and could include a range of items such as
a covering letter, application form, resume, statements addressing the selection criteria
and referee details. It is important you follow the instructions in the advertisement and
job application package carefully, as failing to submit your application correctly — for
example, sending only a resume when the advertisement requests a covering letter and
statements addressing the selection criteria — may adversely affect how your application
is considered in the selection process.
Adhere to page limits or other restrictions placed on applications. These exist to help the
selection panel assess the expected volume of applications while giving applicants sufficient
scope to address the job requirements and provide details on their experience and skills.
Check and be mindful of the application closing date and time, as late applications will not be
accepted.
Write your application to communicate your strengths, but keep it factual. Exaggerating
your resume, making false representations or otherwise misleading the selection panel
throughout any stage of the recruitment process may result in your application being
rejected or any resulting employment being terminated. If you make a claim in any part of
your application, ensure it can be supported by your referees and certificates for any
qualifications or professional memberships.
What is a covering letter?
If asked to provide a covering letter, it should identify, by job number and name, the
position for which you are applying. You should refer back to the advertisement to check
agency requirements with respect to the covering letter, which may need to be structured
in a particular way or kept to a set number of pages.
In general, you may wish to explain your reasons for applying for the position and how
your skills, knowledge and abilities suit the role. You may also like to give an overview of
the relevant experiences and skills you will bring to the position (which you would usually
detail further in your resume (or CV) or statements addressing the selection criteria), and
outline any goals that may be aligned to the direction of the position or the agency.
What should you include in your Curriculum Vitae (CV) or resume?
Your CV or resume should clearly and concisely detail your contact information,
qualifications, education and training, work history, professional memberships and
referee details. Consider customising your CV or resume slightly for each job you apply
for depending on the work-related requirements of the job.
You should list your work and education history in reverse chronological order, starting
with the most recent examples. You do not have to include personal details such as age,
marital status or religion, but it is important to include contact details like your home and
Useful tips for job searching and navigating the application and selection process 16
mobile telephone numbers and an email address – most agencies will communicate
officially with you via email.
What about referees?
You will be asked to provide names and contact details of two or three referees with your
application. The selection panel may contact your referees to verify the claims you have
made during the recruitment process. The contact details for at least two referees are
often requested, so it is important you nominate referees who are available (and not on
deployment). Check with the agency if it is expected that one of the referees should be a
current supervisor.
In many cases selection panels may choose to only contact the referees of applicants
who are being considered for appointment. Make sure you let your referees know you
have included them in your application so they will not be surprised if they get a call.
What is meant by a job description and selection criteria?
The Job Description Form (or JDF), containing the selection criteria for the position, will
help you understand the responsibilities and duties required in the role. The selection
criteria describe the knowledge, skills, experience and qualifications (if any) you will need
to perform the role effectively. You may recognise in yourself some or all of the key
attributes for the position. The challenge you will then face, no different to any other
applicant, is marketing yourself in a way that will stand out to the selection panel.
You will be asked to address a number of key selection criteria, either in a separate
statement or as part of a short covering letter. Selection criteria vary in number and
complexity according to the requirements of the position. Examples include:
demonstrated capacity to communicate effectively
good organisational and administrative skills
proven ability to work as part of a team
well-developed customer service skills
proven ability to manage projects.
How do you demonstrate that you meet the selection criteria?
When addressing the selection criteria it is important to provide evidence of how you
meet the requirements by providing relevant examples. Support your claims with specific
examples of what you have done and how well you did it.
In making your statement of claims, discuss your past experience, knowledge, skills and
qualifications. When outlining real examples of completed work that can be supported
with documentary evidence or by your referees consider following either the ‘SAO’ or
‘STAR’ techniques.
Useful tips for job searching and navigating the application and selection process 17
Situation, Action, Outcome (SAO) technique
1. Situation: Where and when did you do it?
2. Action: What did you do and how did you do it?
3. Outcome: What was the result of your actions?
Situation, Task, Action, Result (STAR) technique
1. Situation: What was happening and what issue needed resolving?
2. Task: What were you and your team required to do? Keep the focus on the tasks
you did personally, in the context of any team work.
3. Action: What action was actually taken? Were there any unexpected challenges?
4. Result: What happened as a result of your actions? Was the situation resolved or
improved? Were the outcomes met? Would you do anything differently next time?
Tips for addressing the selection criteria
Ex-ADF members currently employed in the public sector, and consulted during the
development of this guide, identified addressing selection criteria as an area where many
ADF members in transition would feel vulnerable. The following steps provide specific
guidance on one way to address the selection criteria. Some of this guidance can also be
found on the JobsWA website.
Even if you do not think you meet the criteria, discuss your transferable skills. When you
are applying for a job that requires an unfamiliar skillset, consider how you would apply
skills you have learned in your previous experiences, even if they do not immediately
seem relevant. For example, as an ex-ADF member you will have obtained skills in
leadership, teamwork and resilience. Discuss how you would apply these skills to the job.
Stand out from the crowd and emphasise how you are competitive against other
applicants, discussing desirable qualities like critical thinking, decision-making, initiative
and the ability to work without supervision, ensuring these are qualities your referees will
support. If you would like to discuss your out-of-work interests, make sure you describe
how these are relevant to the role (for example, involvement in a community group may
require you to organise meetings, take minutes, manage registrations to events etc.).
Tailor your responses, as selection panels prefer professional, succinct and targeted
responses that demonstrate the applicant understands the job requirements. Be clear
and to the point and avoid ADF jargon. Listing irrelevant skills and experiences will only
make your application longer, not stronger.
You may wish to consider seeking professional assistance or, at the very least, have an
independent person read over the application prior to submission. Poorly written
applications with grammatical and spelling errors, or applications full of jargon, could be
off-putting to a selection panel, resulting in a failure to be invited to attend an interview.
Useful tips for job searching and navigating the application and selection process 18
Step One: Understanding the selection criteria
An example of a common selection criterion is provided below.
Well developed written communication skills. This includes the ability to:
structure written communications such as reports to meet the needs
and understanding of the intended audience
express opinions, information and key points of an argument clearly
and concisely
write convincingly in an engaging and expressive manner.
It is important you clearly understand what is meant by each selection criterion before
putting pen to paper.
Step Two: Opening sentence
Begin the statement addressing each selection criterion with an opening sentence that
clearly states your claim to this criterion. For example: ‘I possess strong written
communication skills, which I have developed over the course of my career’.
Step Three: Brainstorm ideas for each criterion
Brainstorms ideas for each selection criterion, based on your recent work experience.
Ideally, confine your examples to the last two or three years of employment or other
relevant experience such as community participation. Your CV or resume is a good
source of information and may stimulate these ideas.
The following is an example response for a Level 6 Senior Project Officer role, which
includes a selection criterion on ‘written communication skills’. You may come up with
something similar to the following situations to illustrate your skills in this area are ‘well
developed’ before starting to write your statement addressing the selection criterion.
when Project Officer working in XYZ Squadron – wrote a report on project
planning methodologies
when Administration Support Officer in XYZ Unit – designed and
compiled a monthly newsletter
when Staff Officer ABC in XYZ Headquarters – analysed diverse sets of
data, organised the information into topic areas and collated into a paper
for senior management.
At this stage, it is useful to generate as many examples as possible. Even if you do not
use them in the statement addressing the criteria, they will come in handy for the
interview.
Step Four: Expand on your brainstorming ideas and provide the evidence
Expand on the above points, going back to each criterion and choose which examples to
use that are the most relevant and powerful when compared with the wording of the
Useful tips for job searching and navigating the application and selection process 19
criterion. Once your examples are finalised you need to demonstrate how they meet the
different aspects of the criterion. Be specific and describe exactly what you did, including
the outcome, to demonstrate convincingly you have met the requirements of each
criterion.
The STAR method described earlier will give structure to your response. For example:
Situation: Role as Administration Support Officer in XYZ Unit.
Task: Needed to ensure heads of sections were kept informed of policies and
procedures.
Action: Initiated a monthly newsletter, which was emailed to each section head.
Responsible for writing the main articles, which involved obtaining ideas and input from
other staff to ensure the articles reflected the requirements of the section heads (content
and language).
Result: Led to improved lines of communication between section heads and the
Administration Support Office. Feedback was consistently good. Received a
Commanding Officer’s Commendation for the quality of the newsletter.
Once this has been developed, write the draft paragraph in full. For example:
As Administration Support Officer in XYZ Unit I needed to ensure section
managers were kept informed of policies and procedures. To do this, I
initiated a monthly newsletter, which was emailed to each manager. I took
responsibility for writing the main articles in each publication. This involved
obtaining ideas and input from other stakeholders to ensure the articles
reflected the needs of managers, both in terms of content and language. I
received consistently good feedback in relation to this newsletter from internal
staff and my own section manager. I received a Commanding Officer’s
Commendation for the quality of this newsletter and for my overall flexible and
inclusive approach to the task. Importantly, this initiative resulted in improved
lines of communication between section managers and the Administration
Support Office.
You should use only one or two of your strongest, and preferably most recent, examples
to respond to each selection criterion.
Now you are ready to submit your application
Now your CV or resume and statement addressing the selection criteria are complete
you can submit your application. The job advertisement or applicant information pack will
outline how the agency wants you to submit your application. Pay particular attention to
the date and time the job closes. To ensure fairness in the process agencies will not
accept late applications. If you are submitting online, ensure you allow plenty of time
before the closing time, in case of technical issues, and seek formal acknowledgement of
receipt of your application.
Useful tips for job searching and navigating the application and selection process 20
Each agency will design its recruitment processes to ensure applicants are given the
best opportunity to demonstrate their skills, knowledge and abilities to match the
selection criteria for the advertised position. While these processes can vary from agency
to agency, and position to position, a number of assessment stages may be required.
In addition to an interview, some of the assessments may include providing a work sample,
attending an assessment centre, or undergoing a physical or medical assessment. Ensure
that you read any additional information provided to applicants about which assessments
the selection panel may use for the recruitment process.
What is a selection panel and what is its role?
The agency forms a selection panel to assess applications, conduct interviews or other
types of assessment, check references and make a recruitment recommendation to the
CEO or delegated authority. Following the closing time, a selection panel will assess the
applications to identify applicants who are most likely to be suitable for the position.
If you are shortlisted, you may receive a call or email to confirm your availability for the
next assessment stage, which may be an interview or other form of assessment. It is at
this time that you can identify any special or accessibility requirements necessary for you
to participate in the assessment.
What can you expect at an interview?
The purpose of a job interview is to give the selection panel an opportunity to meet
candidates and ask questions that relate to the requirements of the job. The selection
panel usually comprises people who are connected to the role, such as the position’s
supervisor or one who knows the duties of the position well.
If you are selected for interview, be prepared to elaborate on your application using
specific and relevant examples of work completed and skills applied.
Using the job description and selection criteria as a basis, the panel will ask you
questions that enable you to demonstrate your skills and abilities. These could include
behavioural based questions and hypothetical scenario questions. In some cases, in
addition to the interview, you may also be asked to do exercises such as a work sample
test, deliver a presentation or undergo psychometric testing.
If you feel you may need additional advice in relation to interview techniques, read the
Agency assessment section on the JobsWA website (accessible via ‘Application tips’) or
seek assistance from a VETS mentor or a professional service provider.
What happens next?
A reference check will help the selection panel to validate the claims all applicants have
made in their application and interview. The selection panel will usually contact referees
prior to forming a recommendation.
When the stages of assessment are completed, the selection panel will review all the
information and claims by applicants that have been collected during the recruitment
Useful tips for job searching and navigating the application and selection process 21
process. The selection panel’s recommendation for appointment is generally put forward
to the person who has the authority, or delegated authority, to make the final decision.
This person will review the information the selection panel has collected and ensure the
process has been conducted appropriately. Recommendations for final appointment
have to be approved by the agency CEO or a delegated authority.
Once the final selection decision is made, all applicants will be informed of the outcome
and will be provided with the opportunity to seek feedback. When applicable,
unsuccessful applicants will also receive information on the breach of standard claim
process. This is an opportunity for the unsuccessful applicants to raise concerns if they
feel the selection did not comply with the Employment Standard, and is an important part
of the integrity of the process.
If a breach claim is made, it may delay the final appointment but may not change the
decision. The agency’s contact person or people management team will keep you
updated in the unlikely event this happens.
Are there any pre-employment checks?
For some jobs you may be required to complete an online or separate application form.
This form will collect information such as your contact details, residency status and
personal history, which may include previous criminal convictions, health conditions or
workers’ compensation claims.
In some instances you may be required to undertake additional checks such as a
criminal record check, working with children check or a medical/fitness examination. Any
queries regarding the required checks should be directed to the contact officer for the job,
as outlined in the job advertisement.
What happens if you do not get selected?
While receiving news that you are unsuccessful can be disappointing, take the
opportunity to learn from your experience, improve your application and review your
interview technique for future job opportunities.
All applicants are encouraged to seek feedback on the assessment, which you can do by
telephoning the job contact officer listed in the advertisement. Feedback will be based on
the selection panel's assessment of your application and whether or not you met the
selection criteria. If you were interviewed, you may request a copy of the part of the
selection report relating to your application and interview.
You may wish to seek feedback about:
your performance at the interview or on other assessment activities
your strengths, and those areas where you may need to improve your skills,
abilities or gain more knowledge and/or experience.
Take the opportunity to learn from the process. Take on board any feedback provided.
Get some additional assistance from a VETS mentor, brush-up on your written or
interview skills and/or embark on some further study, if deemed appropriate in the
circumstances.
Conclusion 22
Conclusion
This guide has been prepared to assist you to better understand the Western Australian
public sector, particularly its job application and selection process, and to encourage you
to consider the public sector as the next step in your career.
If after reading this guide you feel like you need additional support in applying for a job in
the Western Australian public sector, assistance is available from a VETS mentor
(referred to earlier in this guide).
For further information about this guide or VETS telephone (08) 6552 8550 or email
Profiles of ex-ADF members employed in the Western Australian public sector 23
Profiles of ex-ADF members employed in the Western Australian public sector
Luke Breedon
In 2001 I left the ADF as a Sergeant having served
collectively in Signals in the Regular Army and Air Force
for 14 years.
In 2005, after a period in the private sector, I joined the
Corruption and Crime Commission (CCC) of Western
Australia as a Monitor, a Level 3 position. After three
years I was promoted to a Corruption Prevention Officer,
a Level 6 position.
In 2010 I moved to the Public Sector Commission, winning a Level 6 position in the
Public Sector Practice Branch. I have since moved into the Conduct and Standards
Branch within the Public Sector Commission, which provides oversight and support to
public sector agencies in relation to minor misconduct matters.
I did find some aspects of my transition from the ADF into the public sector challenging.
Self-discipline and determination, professionalism and work ethic are the skills I gained in
the military that enabled me to navigate my transition successfully.
Be prepared to accept that the public sector is a different environment with different
challenges. Prior preparation and a commitment to learning will go a long way to enable
you to succeed in the public sector.
Rodger Kelly
In 1995 I left the Regular Army as a Warrant Officer after
serving for 22 years. I took the view that my first priority
was to get a job in the Western Australian public sector,
and then apply my knowledge, skills and experience to
‘move-up’ the organisation. This strategy has worked well
for me.
I used my transition entitlements to undergo on-the-job
experience with the Family Court, and then joined as a Court Orderly at Level 1.
After gaining permanency 12 months later my career more or less took-off. Over a
Profiles of ex-ADF members employed in the Western Australian public sector 24
period of 10 years I was seconded at Level 3 to the Office for Children and Youth as
a Project Officer and then won the position of Youth Grants Co-ordinator at Level 4. I
was seconded to Swan TAFE as a Customer Service Manager at Level 5 and
subsequently won the Level 6 position of Facilities Manager at the Carlisle Campus
of Swan TAFE. I have held this role for the last 10 years.
I found my transition into the public sector to be a positive experience – a bit like
joining the ADF again - a whole new world, and another family that quickly made me
feel welcome. The public sector is a hierarchical organisation like the ADF, but
lesser so, with more reliance and trust placed upon you to carry out your day-to-day
duties independently. It is a rewarding organisation in which to work, with plenty of
scope for a long career and ample opportunities for self-improvement.
Darren Mellowship
I left the Navy in 2009 as a 24 year-old Leading Seaman
Boatswain’s Mate. My decision to leave the ADF was
motivated by personal commitments.
Following my Naval service I joined the Department of the
Attorney General as a Ministerial Liaison Officer within the
Ministerial Liaison Unit. This position was classified as a
Level 2. After several years experiencing different roles in
the Unit, an opportunity arose for me to act in the position
of Coordinator at Level 5. Later on, I was pleased to win
this position substantively.
In 2013 I was appointed as the Department’s
representative in the Western Australian Attorney General’s Office. I held this role for
two years where I worked alongside the Attorney General to progress government
legislation.
I have now returned to the Department and am an acting Level 7 Manager, Executive
Support, in the Office of the Director General.
I guess some would say I have had a dream run, despite there being a few challenges
along the way. From my perspective, there is certainly a marked difference in culture
and approach to authority in the public sector. What I have learnt is that you can’t rely
solely on esprit de corps to get things done. You have to rely more on diplomacy,
engendering cooperation and collaboration.
Profiles of ex-ADF members employed in the Western Australian public sector 25
Grant Pilgrim
In 2003 I left the Navy as a 39 year-old Chief Petty Officer
Communications Information Systems, after 23 years of
service, and joined Western Australia Police. Having
applied to join Police while still in the Navy, I had to
organise a hasty discharge with notice of only six weeks.
I wasn’t too sure how things would work out initially, as
Navy had been my only job beforehand. After a short
time I found that the culture was not too different from the
military, and I fitted in quite well. I guess the uniform, rank structure and discipline made
the transition easier for me than for many of my fellow recruits.
My career progression within Police has been very much ‘standard’. I commenced as a
Probationary Constable, confirmed in the rank of Constable after 18 months, promoted to
First Class Constable after five years and promoted to Senior Constable after nine years.
I have been a Senior Constable now for four years. I’ve worked at a number of Police
stations in the southern metropolitan area and shortly, at my request, I will be re-locating
to work in the Kimberley.
My advice to any member of the Defence Force thinking of applying for Police is not to
undersell yourself. You will find that the skills that you have developed during a variety of
postings over many years will enable you to handle the transition period without too many
problems.
Peter York
In 2003 I left the Regular Army as a RAEME Major
after 24 years of service, having joined as an
apprentice electrician. While in the Army I
completed a Bachelor of Business degree, majoring
in Human Resource Management and Industrial
Relations.
After many applications, I started my career in the public
sector as a HR officer on a fixed term contract, classified
at Level 4. This was a much lower level of employment by comparison to my military rank and
it was not the employment level I initially targeted. The reality was, however, I had no success
getting interviews for higher level HR jobs. Existing employees could simply demonstrate
stronger and more relevant public sector experience for the jobs on offer.
At the end of my first contract I accepted a fixed term contract in an HR role in the
university sector and when this finished in 2006 I returned to the public sector after
26
winning a permanent appointment as an Organisational Development Consultant in the
Department of Industry and Resources at Level 6. This role had a focus on performance
management and training, and I found my previous military experience to be of great
advantage.
In 2008 I won an appointment as the Program Leader, People Development within the
Department of Treasury and Finance, classified at Level 8. Four years later, via an at-level
transfer, I took up my current appointment as Assistant Director, Maintenance Operations
within Building Management and Works – a business unit within the Department of
Finance. Ironically, I’m back to my roots, but instead of maintaining equipment and
weaponry, I’m now managing a large team that maintains, refurbishes and renovates
government building assets.
For me, the biggest issue that I faced in my transition from ADF service to the Western
Australian public sector was managing the issues around having accepted a job at a lower
level than what I held in the Army. While conceptually I accepted that I needed to get my
‘foot in the door’ and build experience, it was difficult knowing that I had greater capability
than was required for the job I was in.
The best advice that I can offer is to recognise and accept that you will need to change,
more or less, to fit into any new employment culture because the existing culture may not
change to fit you.