Talent Planning, Acquisition, and Onboarding Procedure

Intent

This Procedure sets out the processes and requirements for talent planning, acquisition, selection, appointment and onboarding at James Cook University (JCU; the University) to ensure these activities are aligned with the University’s strategic objectives, diversity and inclusion commitments, and applicable legislation to support JCU’s position as an employer of choice.

Scope

This Procedure applies to all JCU Australia staff members employed by the University under the JCU Enterprise Agreement, including casual, fixed-term and continuing appointments. This Policy does not apply to volunteers, honorary appointments or occupational trainees.

This Policy does not apply to the Singapore or Brisbane campuses, or any JCU controlled entities.

Definitions

Except as otherwise specified in this procedure, the meaning of terms used in this procedure are as per the Talent Planning, Acquisition and Onboarding Policy and the  Human Resources Policy Glossary.

Procedure

1. Resource planning and position establishment

1.1 Workforce Planning Alignment

Prior to submitting a request to fill a position, the Hiring Manager must demonstrate alignment with the approved workforce plan. This includes consideration of current workforce profile, workload distribution, succession planning, and diversity and equity objectives. Evidence of this assessment will be provided to the delegated approver, upon request.

1.2 Position Establishment, Requirements Determination and Review

1.2.1 If, after the review, there is a staffing requirement, the Hiring Manager may proceed to create or amend the position in Service Now. This will involve developing or updating a Role Profile or Academic Duty Descriptor (as relevant).

1.2.2 Role profiles must be developed and evaluated by Human Resources (HR) in accordance with the JCU Enterprise Agreement and Job Design Framework, and must align with the principles of the University Blueprint. All position titles must comply with JCU Naming Conventions to ensure organisational consistency, equity, and clarity across the University.

1.2.3 Where an existing position has been evaluated and reclassified to two or more classification levels above its previous level, the position must be advertised in accordance with this Procedure. Direct appointment or extension without advertising is not permitted in these circumstances.

1.2.4 Casual positions and fixed-term positions of less than six months’ duration do not require a role profile or duty descriptor, however it is recommended one be developed if there is a likelihood the position may be extended.

1.2.5 All fixed-term and continuing positions must be established at a JCU campus, study centre, site, or node. Where a role is proposed to be performed from an alternate location, the Hiring Manager must ensure the arrangement is assessed and approved in accordance with the Remote Working Policy and Procedure prior to appointment.

1.2.6 The Hiring Manager must confirm that the staff management profile accurately reflects the role being filled, the level, position type, end date, fraction, and reporting line. The Hiring Manager must also allocate sufficient time to create or update the structure or position within the HR system, if required.

1.3 Review Policies and Guidelines

The Hiring Manager must review the JCU Staff Profile Management Guideline and Talent Planning, Acquisition and On-boarding Policy. It is recommended the Hiring Manager also seeks advice from HR to confirm requirements.

1.4 Validate Separation Processes

Where the vacancy arises due to a staff separation, the Hiring Manager must ensure the separation process has been initiated via Service Now prior to proceeding.

1.5 Engage Approvers

To enable a smooth approval process, the Hiring Manager must discuss the hiring request with delegated approver/s in advance, to ensure they have all required information to enable an efficient system-based approval.

1.6 Upon completion of the above stages, requests to hire are to be submitted through the appropriate HR system/s.

1.7 Upon receipt of the approved request to hire, HR will confirm whether the vacancy represents a redeployment opportunity and, where applicable, redeployment processes must be completed prior to any external or internal recruitment activity commencing or progressing.

2. Attraction and Acquisition

2.1 Submit Advertising or Appointment Request

The Hiring Manager must submit a job card request for advertising, extension, or direct appointment through the e-recruitment system for approval. Once approved, HR will commence the talent acquisition process in line with Service Level Agreement (SLA) timeframes.

2.2 Advertising Options

2.2.1 HR will provide suitable advertising options, considering JCU branding guidelines, target markets and talent segments including consideration of diversity and under-represented groups, available budget, preferred acquisition channels and supplier arrangements.

2.2.2 Where there is the possibility of a candidate applying from overseas, minimum advertising periods may be required to ensure compliance with the Department of Home Affairs labour market testing requirements.

2.2.3 All continuing and fixed-term positions greater than 12 months classified at Higher Education Worker Level (HEWL) 2-5 will normally be advertised internally for a period of at least 7 days. Where a HEWL 2-5 position requires a niche skillset, external advertising may occur concurrently with internal advertising.

2.3 Direct Appointments

2.3.1 Direct appointments to fixed-term or continuing positions may only occur under specific circumstances where:

a. Unique or specialist knowledge/skills are required, and there is evidence that advertising is unlikely to identify suitable candidates.

b. The individual is part of internal talent mobility processes, within which no other suitable staff have been identified.

c. The individual is a leader in their field with qualifications and experience aligned to JCU’s strategic objectives.

d. The individual is named on or in a specific externally funded research project application.

e. The appointment is an extension of an initial appointment (less than six months) without advertising, provided the total employment period does not exceed 12 months.

f. A researcher applies for a fellowship via a grant opportunity, and the application is approved by the relevant Deputy Vice Chancellor (DVC). Successful funding of the fellowship grant constitutes approval for direct appointment.

g. The appointment is at the invitation of the Vice Chancellor.

2.3.2 Justification for a direct appointment must be provided with the direct appointment request. Justification must:

a. demonstrate the appointee’s suitability has been formally assessed, including appropriate screening and reference checking;

b. demonstrate that the appointment does not contravene the Academic Promotion process;

c. confirm probity checks will be completed prior to appointment as required including the University’s declaration and risk assessment requirements regarding gender-based violence; and

d. confirm that the diversity implications of the direct appointment are actively assessed against current workgroup profile data.

2.4 HR Engagement and Acquisition Options

Upon receipt of the approved request to fill, HR will:

a. Contact the Hiring Manager to discuss requirements and determine the appropriate process.

b. Explore acquisition options, considering equity and diversity requirements. Options may include:

• Advertising
• Order of merit or eligibility lists
• Internal or external secondment
• Engaging a trainee, apprentice, graduate, volunteer, or intern
• Redeployment
• Appointing a casual resource from an existing pool
• Appointing on higher duties
• Direct appointment (from networks, candidate pools or pipelines, in accordance with criteria at 2.3)
• Engaging a contractor or professional services provider through Procurement
• Engaging a specialist search firm or labour-hire agency for senior or hard-to-fill roles where it is considered that a targeted search is required.

2.5 Casual Acquisition

2.5.1 Bulk casual academic staff acquisition may be maintained through candidate pools in the e-recruitment system. It is advisable to accept registrations well in advance of study periods. HR can assist in developing pools for the academic year, as well as providing guidance on equity and diversity hiring considerations for casual staff.

2.5.2 Casual professional and technical positions or ad-hoc casual academic positions may not require advertising prior to filling; however, it is recommended that candidates undergo merit-based selection and employment probity checks to assess suitability.

2.5.3 Full-time professional and technical staff members may be permitted to undertake casual teaching or other academic duties in line with the Policy. Such arrangements must not impact performance of their substantive full-time role. Teaching is to be undertaken outside normal working hours or, where it is required to be undertaken during normal working hours, leave must be taken, or the hours are to be made up within a reasonable timeframe.

2.6 Internal Selection within Talent Management Processes

2.6.1 Hiring Managers may conduct an internal selection process within formal talent management processes to appoint a suitable candidate as a reward and recognition for high performance and/or potential, or where the individual has successfully and formally acted in the role for a reasonable period.

2.6.2 Formal talent management processes include work area succession plans, and broader University talent pools and pipelines, and must be documented and recorded centrally by HR.

The staff member must:

• Have been originally appointed through a merit-based selection process.
• Provide evidence of high performance and progression in their Performance and Development Plan (PDP).
• Be part of succession planning for the work area.
• Be appropriately screened and assessed and complete required employment probity checking processes.

2.7 Secondments

Internal secondments and secondments to a JCU controlled entity provide opportunities for employees to gain experience, develop skills, and support organisational flexibility.

The following guidelines apply:

a. Internal secondments will generally be for a maximum period of two (2) years and may be offered on a fractional or full-time basis. An exception to this timeframe may be provided for Academic secondments to Head or Associate Dean roles, whether fractional or full-time, with appropriate delegate approval and consideration of the ability to back-fill with fixed-term resources.

b. Secondment opportunities will ordinarily be filled in accordance with the Policy, unless an alternative approach is approved (e.g., direct appointment or redeployment).

c. Decisions regarding secondments should balance organisational requirements with employee development opportunities and should not be unreasonably withheld.

d. Employees on secondment will normally return to their substantive position at the conclusion of the secondment period.

e. Internal secondments may be concluded by either party with a minimum of four (4) weeks’ written notice, unless otherwise agreed.

f. Where a fixed-term staff member is appointed to a secondment, the secondment will be offered as a new fixed-term arrangement in accordance with the JCU Enterprise Agreement and the Fair Work Act 2009.

g. All secondments are subject to compliance with applicable industrial agreements, policies, and relevant legislation.

h. An offer of internal appointment or secondment of an existing staff member must be agreed upon by both the existing manager and proposed new manager prior to issuing a contract of employment to the staff member.

3. Assessment, Selection and Probity

3.1 The candidate selection process is to be undertaken by a suitably skilled and trained selection panel that has declared and, where necessary, mitigated conflicts of interest, and is aware of the impact of unconscious bias on selection.

3.2 The Panel Chairperson is responsible for ensuring, with assistance from HR, that nominated panel members have completed required training and their names are recorded in the e-recruitment system.

3.3 Conflicts should be discussed at the stage in the process where such conflicts are realised. The Panel Chairperson is responsible for ensuring conflicts, potential, perceived or actual, are addressed in line with the Conflict of Interest Procedure and recorded in writing as part of the final selection report. Should the Panel Chairperson declare a conflict of interest, this must be escalated to HR for guidance.

3.4 Selection panels should be gender, ability and culturally diverse, and generally reflective of the candidate pool. Composition of the panel is in accordance with the below requirements:

3.5 Candidate selection is to be undertaken against the requirements of the position, incorporating the candidate’s performance relative to opportunity and the University’s strategic intent and values.

3.6 All selection panel members must complete best practice recruitment, diversity, and equity training via the Staff Learning Hub prior to participating in recruitment processes. This training ensures panel members can apply appropriate selection methodologies, assessing candidates relative to opportunity, and understanding unconscious bias, diversity, equity and inclusion principles, and anti-discrimination obligations. The Chairperson is responsible for confirming with either the panel member or HR that these requirements are met and that panel members, including any members external to JCU, are suitably competent before the selection process commences.

3.7 Selection panels must use a minimum of three selection techniques to appropriately assess candidate suitability. It is strongly recommended that psychometric and work styles or skills assessments are used as an additional selection technique prior to interview, particularly for leadership roles, to assess alignment with the University Leadership Competency Framework and the JCU Values. Selection techniques include but are not limited to:

• Initial shortlisting and assessment against the requirements of the role (mandatory)
• Interview (mandatory)
• Reference checking (mandatory)
• Work samples including delivery of a lecture or demonstration of tasks related to the role
• Video interviewing
• Skills testing and assessment
• Presentations
• Psychometric testing
• Assessment centres – particularly for high volume or bulk recruitment
• Physical fitness or ability test for practical roles

3.8 All stages of the selection process must be appropriately documented using the e‑recruitment system, including interview and reference check templates. Selection outcomes must be recorded or uploaded into the e‑recruitment system. A written offer of employment may only be issued once the evidence has been provided and reviewed by HR.

3.9 Probity checks, including the Gender based Violence Declaration, are to be facilitated by HR in accordance with the Employment Probity Checking Procedure prior to an offer of employment being made, or throughout the selection process as required. Sufficient time is to be allocated within the process to allow for probity checks to be completed.

3.10 Where an internally advertised vacancy results in only one candidate progressing to interview, a documented suitability conversation may be conducted in lieu of a full panel interview. Two panel members should meet with the candidate to assess suitability and discuss the role’s requirements and expectations, ensuring mutual clarity. Any appointment remains subject to satisfactory reference and probity checks.

3.11 Where the selection process identifies multiple candidates who are assessed as suitable for appointment but who are not the preferred appointee, those candidates may be placed on an order of merit, eligibility list, or talent pool for future appointments.

3.12 An order of merit applies to the same role as originally advertised and is valid for 12 months from the original date of appointment.

3.13 Eligibility lists and talent pools may be used where candidates are assessed as suitable for appointment to similar roles or roles at a lower classification level than the position originally advertised. These lists remain valid for 12 months from the time of the original application.

3.14 Senior Management and Executive Acquisition
When attracting senior management candidates, the selection panel must be alert to gender equity outcomes in senior leadership when recommending appointments and have completed appropriate gender equity training prior to participating in selection activities.

4. Candidate Experience Management

4.1 All candidates can act as a brand ambassador for JCU regardless of the outcome of their application, so it is important they feel valued, respected and engaged throughout the talent acquisition process.

4.2 Selection processes must be progressed in a timely manner to support a positive candidate experience.

4.3 Where candidates are required to participate in additional screening and/or probity checks as part of the selection process, this must be communicated in advance to ensure they are aware of the additional requirements and investment of time required.

4.4 Candidates are to be kept informed throughout the process through regular communications from the Panel Chairperson, including if the process will be delayed.

4.5 Candidates who attend an interview, whether in-person or online, are required to be verbally notified and/or receive written notification of the outcome of their application.

4.6 If requested, the Panel Chairperson will provide constructive feedback to unsuccessful candidates.

4.7 HR can provide templates to support communication processes for the Hiring Manager and selection panel.

5. Appointment and Onboarding

5.1 Selection panels are to retain their documents and selection evidence in accordance with the General Retention and Disposal Schedule, about which HR can advise relevant timeframes and processes. All documentation is to be uploaded to the e-recruitment system as part of the approval for appointment justification.

5.2 Once the panel has identified their preferred candidate/s, reference, probity and pre-employment medical checks (where required) are to be undertaken before a request to appoint is generated through the e-recruitment system for approval. HR is responsible for facilitating probity and pre-employment medical checks.

5.3 All candidates must provide evidence of their qualifications, which will be verified by Hiring Manager during the selection and appointment process. Verified qualifications must be recorded in the HR information system to support reporting and ensure compliance with regulatory and registration requirements, including those of TEQSA.

5.4 To inform the appointment approval process, Hiring Managers can advise the candidate they are progressing to the appointment stage, to negotiate potential commencement dates and whether relocation is required, but cannot make a verbal offer without the appropriate delegate approval.

5.5 To meet pay equity obligations, recommenders and approvers must, with HR guidance, assess the proposed salary against internal pay equity data for comparable roles before confirming an offer, including where non-standard remuneration is being considered under the Market Loading Policy.

5.6 Written offers of employment and employment contracts will be provided by HR. Candidates are unable to commence employment until the employment contract has been accepted. HR require a minimum of five (5) working days to generate employment contracts, post probity checking. It is preferrable that candidates commence at the beginning of the pay-cycle. Adequate time is to be provided to enable this process to occur.

5.7 Where a decision by the authorised delegate has been made to withhold or suspend any selection or appointments, this must be documented and included as part of the selection process evidence. The candidate and selection panel members must be consulted and/or informed, as appropriate.

5.8 International candidates who require sponsorship to obtain or retain working rights in Australia as part of their appointment will have this facilitated through HR in conjunction with the University’s appointed visa lawyers. All associated costs for sponsorship will be borne by the hiring work unit.

5.9 All candidates are to receive a consistent and positive onboarding experience through to the final stages of Induction in line with the online Induction process and through the Probationary period in line with the relevant Probation Procedures and Guides.

5.10 Staff members who require assistance during the selection and onboarding process, such as reasonable workplace adjustments or in consideration of ensuring cultural safety, will be supported through the appropriate HR, Workplace, Health and Safety or associated network in conjunction with the Hiring Manager.

6. Reporting and Monitoring

6.1 Upon request, HR can provide data, reporting and insights to support Hiring Managers’ understanding of talent planning, acquisition and onboarding activities, enabling informed decision-making and effective workforce planning.

6.2 Through partnership engagements, HR will proactively share data and analytics to highlight trends, recognise effective practices, and support senior leaders to promote continuous improvement within their work areas. HR will work collaboratively with leaders to review outcomes, address gaps, and drive continuous improvement in the application of the Policy and Procedure and talent acquisition practices.

7. Complaints

7.1 Where an existing staff member believes the Policy or Procedure has not been followed, they may raise concerns in accordance with the Resolution of Grievances Procedure.

7.2 External candidates do not have access to an internal grievance process. Feedback provided to external candidates is offered on a discretionary basis and does not create a right of review or reconsideration of the recruitment decision.

Related policy instruments

JCU Enterprise Agreement

University Management Sub-delegation Register

Conflict of Interest Policy

Market Loading Policy

Public Records Act General Retention and Disposal Schedule

Talent Planning, Acquisition and Onboarding Policy

Employment Probity Checking Procedure

Academic Staff Probation Procedure

Professional and Technical Staff Probation Procedure

Records Management Policy

Staff Profile Management Guideline

Schedules/Appendices

Nil

Administration

Note: Printed copies of this procedure are uncontrolled, and currency can only be assured at the time of printing.

Approval Details

Revision History