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> Ability at work > Issues for people with disability in staff selections > 12. What is the impact on the selection committee report? > Next: How do I make the decision?
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What is the impact on the selection committee report?

In most cases the chair of a selection committee is responsible for arranging the preparation of the final report to the delegate. The report should be an objective and frank account of the applicants’ claims against the selection criteria.

The Public Service Act does not prescribe the form of a record of decision about the selection of employees. However, the report should clearly enable the delegate to demonstrate that the legal obligations in the selection of staff have been met. Individual agencies may have specific guidelines in place.

Where an applicant with disability is recommended for promotion, reassignment of duties, or engagement, the selection committee may wish to use the report to set out for the information of the delegate any adjustment necessary to employ that person in that position. Information of this character will allow the delegate to make an assessment of whether or not that adjustment would be reasonable.

Where an applicant has been ruled out of consideration by the selection panel only because of a view that he or she would not be able to perform the inherent requirements of the position because of a disability, the panel should set out their reasons for this conclusion, supported by evidence.

In either case, if the delegate is not satisfied that the report contains the information necessary to make the decision to promote, assign duties or engage a person for the employment opportunity, he or she may conduct any necessary further enquiries or direct the panel to make further enquiries. This includes any discussions that the delegate may wish to have to establish what is properly necessary to meet reasonable accommodation needs.

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Does my report set out clearly and succinctly the reasons for the assessment of each applicant, the final conclusions, and recommendation?

Where the question is at issue, have I set out the facts for the delegate so that he or she can make an informed decision about the capacity of the person to perform the inherent requirements of the position with reasonable adjustment?

Next page: How do I make the decision?