Recommend the preferred candidate
Your decisions must be clearly documented and able to be independently reviewed.
Include a statement explaining the basis on which the panel has concluded the recommended appointee is the most meritorious, noting the need for you to look holistically at the abilities, aptitude, skills, qualifications, knowledge, experience and personal qualities relevant to the role. This can also include their past performance and potential for development of the applicants.
It should also be clear that your merit assessment has been considered against the obligation to promote a diverse and highly skilled workforce drawn from government and non-government sectors.
Prepare the selection report
The selection report is to provide enough information, including comparison of other short-listed applicants with the successful applicant, to enable the decision maker (delegate) to make an informed decision.
The selection report template outlines the areas you need to cover when reporting to the decision maker.
Download the selection report template or complete the report online if you use Springboard.
Decision to appoint
The panel does not make the decision to appoint—they only recommend a candidate. The delegated decision maker makes the decision.
The decision maker must be satisfied the recommended applicant is the most meritorious candidate. Merit does not equal the most qualified for a role; it includes considerations such as ‘fit’ and what the organisation needs right now and in the medium term.
There is no requirement for a unanimous recommendation to be made by the panel.
If the decision maker disagrees with the panel recommendation
If the decision maker does not agree with the panel’s recommendation they can decide not to appoint.
The decision maker is required to consider the recommendation made by the panel, but the decision maker must appoint the applicant that they determine is the most meritorious.
If required, the decision maker can:
- direct the panel to undertake further selection activities
- make an alternative decision using a candidate assessed as suitable
- determine that no selection decision is made, and require re-advertising or withdraw the position.