Applying for a Position

Thank you for your interest in applying for a position within SARDI. We are looking for skilled, enthusiastic and appropriately qualified staff to build our team of dedicated research and support staff, and we welcome your application.

This information is designed to assist you apply for a position within SARDI by providing you with information about our recruitment and selection processes. 

Recruitment and selection in SARDI

SARDI has adopted a capabilities-based model in Recruitment and Selection practices which enables a better match of people to specific roles. This means that applicants are assessed against a set of capabilities (Capabilities Profile) identified specifically for the position advertised.

We define capabilities as the skills, knowledge, aptitudes and attitudes needed by a person to carry out a particular role.

Before you apply it is recommended that you get a copy of the Position Description that provides a more complete picture of the vacancy being advertised. It is also recommended that you view the details of specific research areas within SARDI. Additional information can also be obtained from the Contact Officer listed in the advertisement. 

The position description

The Position Description describes a position and the capabilities required by a person for a high level of achievement within that role. The key sections of the document are:

1. Context of the position
This provides information about why the position exists, the broad purpose of the position, where it fits within SARDI, the associated scope and the roles and responsibilities of the position. This can assist you to understand the nature of the position, how it fits within the workgroup and within SARDI. The context can provide you with a clearer understanding of the environment in which the position operates. You do not need to address the context specifically in your application. Rather, use the context as a guide in selecting the most appropriate examples of Capabilities.

2. Results to be achieved  
This section describes the expectations about outcomes, outputs, services, tasks or products to be delivered or achieved in the position. Use the results section to gain a better understanding of the position for which you are applying. When preparing a job application, you are not required to specifically address the Results to be Achieved, rather use this information to identify the most appropriate example when responding to the Capabilities Profile.

3. Capabilities Profile  
The Capabilities Profile describes the skills, knowledge, aptitudes and attitudes that differentiate between high and poor performance in a position. Although each position requires many different capabilities, the Capabilities Profile in a Position Description contains the 8–10 key capabilities most essential for high performance in the role. The capability of 'Professional and Technical Expertise' requires you to respond to each behavioural indicator listed because this capability deals with the specific knowledge and skills required for the role. 

Your application

Your written application will be the principal source of information for the Selection Panel to decide if you should be short-listed for an interview. You will need to demonstrate that you have the capabilities sought and are able to work within the context of the position. Your application should give enough detail relevant to the vacancy for the Selection Panel to make a fully informed decision.

As a guide, your application should include the following:

1. Covering Letter: giving details of the position you are applying for and expressing your interest
2. Capabilities Statement (see below): a written response to capabilities listed in the Capabilities Profile of the Position Description and behaviours required in the Professional and Technical Expertise section
3. Your Curriculum Vitae (CV) or Résumé: plus the contact details of three current referees to whom confidential enquiries can be made.

Note: Please include the original application plus two copies (marked confidential). 

Writing a Capabilities Statement

Applicants will be short-listed for the next stage of the selection process according to how well you demonstrate in your Capabilities Statement that you have the capabilities required to carry out the position. The panel will be looking for examples of behaviours that demonstrate the capability, so the more concrete detail you can provide the better.

Here are some key points you should know about writing a Capabilities Statement

  • A Capabilities Statement specifically responds to the 8–10 capabilities outlined in the Capabilities Profile section of a Position Description.
  • Address each capability separately, ensuring that the capability is clearly identified.
  • In the Capabilities Statement you should provide evidence that you have the capabilities required for the position for which you are applying. Evidence is an example or several examples of specific times when you have demonstrated the particular capability either in work or community experiences, preferably within the past 2 years.
  • Depending on the capability in question, it might be more appropriate to describe one situation in rich detail (eg a situation about conflict resolution), or alternatively, provide a list of ways in which you demonstrate the capability daily (for example, time management or organisational skills).
  • The CARE Model (see below) may be useful in structuring your example or response.
  • As a guide, we recommend that you address each capability in approximately 2–3 paragraphs.  

The CARE model

The CARE model can assist you when responding to the Capabilities Profile in either a Capabilities Statement or during Interview.

Context – The situation
Actions – What you did
Results – What was achieved
Evaluation – Summary of what you learned 

Responding to capabilities

The following example demonstrates how you may respond to a particular capability in a Capabilities Statement.

ACHIEVEMENT QUALITY & RESULTS
Systems and Processes: Systematically and thoroughly monitors moderately complex systems and processes; makes effective adjustments.

Poor example:
Understanding systems and processes is a particular strength of mine. In the last 20 years I’ve had a lot of involvement in many different types of systems and processes.

Comments: These are comments only, and no specific evidence is given. A way to improve this response would be to elaborate on the significant systems and/ or processes that this candidate has alluded to, rather than mention them in passing. Further detail should serve to demonstrate that the candidate understands complex systems or processes as well as provide evidence of the ways in which they have worked within them or developed and reviewed them (if appropriate).

Good example:
A time when I demonstrated my system and process orientation was when I worked as a Secretary in a Private Bank. In this role I was responsible for maintaining up to date records of employee leave balances. After about three months I realised that there were major flaws with the process - leave forms went missing, database information was not up to date and there was no single process consistently used by all staff for submitting leave forms [= Context]. I realised there was potential to substantially improve this process and I initiated a process to do this.

I met with the stakeholders involved, including colleagues submitting the forms, managers who approve the forms and other secretaries in my work group. I also met with a new employee who had worked in another company to discuss the benefits and to suggest an alternative approach to our system [= Action]. Together we were able to identify possible solutions to the problems we had discussed.

As a result of these discussions, a hybrid system was designed to suit our business needs. Within six months, I could see that the new system had significant advantages over the older model. The benefits were that the database was maintained accurately and up to date and the process for submitting and recording leave forms was streamlined for all concerned. [= Results and Evaluation]

Comments: The applicant provides specific examples illustrating both an awareness of systems and processes and an orientation of continuous improvement. The response provides specific evidence of the listed behaviours provided to indicate that the candidate has demonstrated the capability. The response is framed using the CARE approach.

Useful hints and tips

  • If Written Communication is an essential capability, remember that your application represents an ideal 'work sample' and panels can be expected to look at the structure and layout for evidence of this capability.
  • Carefully check your application for spelling and grammatical errors before submitting. Typing and grammatical errors detract substantially from the impact of a job application and do not create a good first impression.
  • Keep your application succinct and relevant. Longer applications are not necessarily better applications.
  • Have a friend or colleague proof-read your application. Ask them to pay attention to whether or not you have effectively addressed each of the capabilities listed in the Capabilities Profile.
  • Contact the 'Contact Person' listed in job advertisements if you have any specific questions relating to the position or organisation.  

Evidence of citizenship or residence status

Australian citizenship is not a pre-requisite for appointment in SARDI, however to satisfy immigration requirements for employment in Australia, successful overseas applicants require either permanent residence status or an appropriate visa. Details of appropriate visa categories are available from the Department of Immigration and Multicultural Affairs (DIMIA) through their website at www.immi.gov.au

Please note that lead times apply for processing visa applications. 

Presenting at interview

If you are asked to attend an interview during a selection process, there are several features of the SARDI approach that may assist you to prepare.

SARDI recommends the use of Behavioural Event Questions during interviews. The basic premise underlying Behavioural Event Interviews is that past experience is the best predictor of your future performance. Therefore Behavioural Event Questions are designed to seek out examples of your previous actual experiences rather than ask how you might handle a hypothetical situation. For example, a Behavioural Event Question designed to address the capability of Planning and Organising might be: 'Tell us about the busiest office you have ever managed. What were the challenges you faced and how did you handle them?'

You may be given a copy of the interview questions 30 minutes (or more) prior to the scheduled interview. This would enable you to consider the best example to demonstrate your capabilities, and not just the first example that comes to mind under pressure. The guidelines presented for 'Writing a Capabilities Statement' can assist you to prepare for Behavioural Event Interviews because the approach is essentially the same. Remember: your response should describe previous work or community experiences demonstrating that you have the capabilities sought in the position for which you are applying. This is termed 'evidence' and during the interview you may notice the panel busily making notes of the evidence you provide.

During the interview, you may be asked follow-up questions after you have given your response. These probing questions are used to gain more information, so use them as an opportunity to elaborate further on the response you have given. The panel members have been trained to ask probing questions to gain the best possible response from you. 

Conclusion

The time spent researching a vacancy and preparing a capabilities statement is well spent if it increases your chance of being short-listed for an interview.

Good luck as you apply for a position in SARDI.

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