selection criteria examples research assistant

Selection Criteria

A selection criteria response structure.

Job applicants can become stuck on how to respond to selection criteria. There are several ways to construct a response. Here is one that can form part of your toolkit.

This is a three-part structure. I’ll illustrate it with the criterion: Well developed analytical and research skills. The context of the job is a strategic HR unit.

Part 1: General statement about the criterion.

This is a short paragraph that makes a broad statement about meeting the criterion. Make sure you use the language of the criterion so that the reader knows you are talking about the right skill set.

My well developed analytical and research skills have been demonstrated during five years working as an academic research assistant and in implementing a government grants program. In both roles I researched and analysed information about complex social issues including homelessness, obesity and literacy problems.

Part 2: Specific example/s to support the criterion.

The examples are specific instances of applying research and analytical skills. They can be structured using the SAR model:

• Situation: Briefly outline the context of the example and what your role was.
• Action: Give details of what you did, how and why.
• Result: Briefly outline what the result was. This could be a tangible item, such as a report. If this result is measurable, then include this information. Measures can be quantitative (e.g. numbers, cost) and qualitative (e.g. standards).

While Project Officer for the Community Grants Program, I researched and analysed options for a consultative process with community groups. My role was to prepare an executive briefing paper which identified options and recommended a course of action.

I reviewed eight consultative processes used by various government agencies, three recommended by private consultants, and completed a literature review covering the last ten years. Using a set of criteria I established based on this material, I summarised the processes, selected four that best met the Community Grants Program needs, evaluated them based on the criteria and recommended one. My recommendation was accepted by the executive, with commendations on the quality of the briefing paper. I am now developing a strategy for introducing this option into the program.

Part 3: Link to job in hand.

If there is a gap between the examples provided and the work to be done in the new job, you may wish to close with a short statement that signals the transferability of your skills to the new job.

I anticipate that these research and analysis skills will readily transfer to researching and analysing strategic HR issues such as staff engagement, talent management and workplace planning.

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Selection Criteria Examples: 13+ Good Selection Criteria Responses

In this post, what are selection criteria, how to address selection criteria, the star model in selection criteria, what are the different types of selection criteria, selection criteria examples and templates, selection criteria faqs.

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Selection criteria have the power to decide the fate of your job application. Imagine: you’ve been on the edge of your seat for two weeks, waiting to hear back from your dream employer . And now — unbeknownst to you — the moment of truth has arrived.

With a double click, Gary the hiring manager brings your application up onscreen. He rubs his eyes, takes a gulp of coffee and a deep breath, and starts skimming through your resume and cover letter .

If you’re applying for a position where the job advertisement included selection criteria (for example, a job in the Australian Public Service , or a large company), things can go one of two ways from this point:

“Wow, this applicant’s experience could make them a great fit,” Gary thinks. “And their cover letter tells me they’re passionate about this field.” 

He glances across at the list of key selection criteria for this position. And then he realises there’s no third page. You haven’t addressed the selection criteria at all.

He closes the window, sighs, and drags your application to the bin. Next!

Gary reads your stellar resume and your eloquent cover letter. Then he opens your ‘Key Selection Criteria Responses.docx’ document.

He compares your selection criteria responses against his list. A smile starts to spread across his face, and he sits up a little straighter. You’ve used the right keywords, structured it with the STAR framework, and organised it into skimmable bullet points. Gary adds your application to the shortlist — the selection panel is going to love it.

Okay, so Gary isn’t real, but key selection criteria are very real. Take them seriously, or be ready for Scenario A (i.e. the bin).

But don’t worry — you already have the skills you need to do an excellent job. If you’ve ever told a story to a friend about something that happened at work, you’re halfway there. 

Today, you’ll get the tools you need to get the rest of the way — all the way into your dream job.

Selection criteria are the essential skills , knowledge, experience and qualifications you must demonstrate to be eligible for a job. HR departments use them to evaluate candidates’ competency, and they are necessary for most government jobs, and for new roles at most large organisations. They don’t just benefit hiring managers, either. You can use them to see whether the job is a good fit for you.

It’s crucial to answer the selection criteria when applying for a position. To respond to key selection criteria, create a separate document to your covering letter and resume — both of which you have customised for this position, using the same language as in the job description. You’ll need to describe how well you meet each of the primary selection criteria in order to answer them, provide detailed information when asked, and use relevant examples from your work experience. 

Job advertisements may also list desirable criteria . Unlike the key selection criteria , these aren’t essential. But if you can show that you possess these criteria too, your chances of scoring a job interview will be much higher.

What are some examples of selection criteria ?

• Ability to work in a team and a collaborative environment
• Exceptional time management skills and ability to meet deadlines
• Ability to demonstrate a high level of effective team management
• A qualification in a relevant industry area
• What skills do you have that are relevant to this position?
• Is it possible for your abilities to be transferred to this position?
• How do you go about honing your skills?
• Give some examples of your abilities in action.
• What relevant professional knowledge do you have for this position?
• What skills would you bring to this position?
• How do you keep your knowledge and skills up to date?
• What kind of experience did you get and where did you get it?
• What is your level of experience?
• What skills do you have that might be useful in this position?
• Give a few examples of how you’ve used your skills.
• What qualifications do you have that would make you a good fit for this position?
• What personal qualities do you have that would make you a good fit for this position?

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When addressing selection criteria as a job applicant, you must be thorough. To do this, you must explore each criterion mentioned in the advertised position description in separate paragraphs and relevant examples. Back up your answers with related examples of what you have achieved and why these experiences will help you thrive in the role.

Here are five simple steps to effectively answer selection criteria:

• Analyse and dissect the selection criteria
• Write an opening statement
• Brainstorm ideas for each selection criterion
• Go into further detail and support your claims with ‘the how’
• Write out in full sentences, using a checklist

Read on for more detail.

1. Analyse and dissect the selection criteria

Read the selection criteria on the job advertisement thoroughly before jumping right in. As an example, let’s look at interpersonal skills. The associated criterion details could be ‘ w ell developed interpersonal skills’ .

This includes the ability to:

• Express opinions, information and critical points clearly and concisely via effective verbal communication
• Effectively working with others to resolve interpersonal conflicts in a positive way
• Being able to work in both formal and informal settings with others in groups and teams

If you look into this further, you can break down the desired sub-skills:

• Verbal communication
• Problem-solving and decision-making skills
• Team-working

2. Create an opening statement

For each selection criterion, clearly state how you fulfil it in one sentence making sure you incorporate key points. Keep it short – you will go into further details and specific examples and relevant experience in the next step.

“I possess strong interpersonal skills, which I have developed throughout my role as a Project Manager.”

3. Brainstorm ideas for each selection criterion

Here, you can pull together some examples of your work experiences relevant to the role you are pursuing. For example, sticking with the theme of Project Management, an applicant may think of the following scenarios to show how they fulfil the selection criteria before writing their response:

• Project Manager at X – Encountered conflicts when managing teams and resolved these accordingly.
• Project Manager at Y – First managerial role. Perfected verbal communication through many encounters with fellow team members. Learned to deliver my points clearly and concisely.
• Project Coordinator at Z – Working with teams.

4. Go into further detail and support your claims with ‘the how’

Once you’ve got the base points that surround the overarching selection criteria, you can then go to these and choose which examples suit best. A great way to do this is by employing the STAR Method technique.

Example response to the STAR Method:

5. Write out your responses in full sentences, using a checklist

Now, you can write the paragraph in full. When reading through your final draft, check the following steps before you submit your job application.

Have I addressed all elements of the selection criteria?

Once you’ve completed your application, it is good to revisit the wording of that particular selection criterion found in the position description. Make sure your content correlates and that the descriptors used in the advertisement are directly addressed in your writing. Double-check that you have met the requirements of the process itself- there may be a word limit you need to stick to, or the recruiter might ask you to list examples using bullet points instead of keeping them in paragraph format.

Are my claims justified with relevant examples?

This is as simple as making sure you are specific, concise and that your answers remain relevant using real experience. There is no use going on a tangent and writing an essay if it is a bunch of useless content irrelevant to the position.

Have I chosen the right words?

Match your language with that used in the job advertisement. When a recruiter is scanning your document, and there are words that they believe to be relevant to the position, this will more than likely generate some interest – after all, every corporate job posting gets 250 applications on average. Hence, yours needs to stand out in the selection process to make it on the shortlist.

Avoid ambiguous and passive language to make sure your writing is clear and delivers your point effectively.

Has someone else proofread my response?

Sometimes a new set of eyes can pick up on some mistakes that you might have missed. When you’ve been working on a piece for a long time, everything starts to look the same. Have them look through your work and compare it to the job advertisement – they may be able to offer some insight on how to improve your piece further.

The STAR model is one technique used to demonstrate relevant information for a specific capability within selection criteria.

Create context by describing where you applied the skills that helped to gain your knowledge

What was your role in the situation, and what were you required to accomplish?

How did you respond to the situation? What measures did you take?

What did you accomplish? How does this result relate to the job that you are applying for?

Selection criteria are more than just the desired skills an employer is looking for. It also includes experience, abilities, awareness and both hard and soft skills. The most common type of selection criteria includes qualifications. Most jobs, especially at a professional level, have a set requirement of qualifications needed.

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If you want to understand more about what it takes to write a successful selection criteria response, find some of the most popular criteria skills below and our examples of them. Whether you need to show your communication, teamwork, or technology abilities, use these examples to write your perfect response based on your experience.

Selection criteria: Proven ability to work in a team and a collaborative work environment

Here is an example of a typical teamwork selection criteria . The readers are looking for an example of when you’ve worked in a team as proof that you’ll be able to share and work with other employees if they hire you.

Teamwork criteria example

When working in hospitality, I continually proved my ability to work with a team in a very team-oriented environment. While at Johnny’s restaurant, I worked in a large team every shift, and in hospitality, teamwork is crucial to providing smooth and efficient service. Daily tasks were often team-oriented, including service, preparation and post-service jobs, which needed to be coordinated amongst staff to ensure we completed everything. 

This coordination meant communicating with other staff on shift, including chefs, dish staff, bar staff and other floor staff, and regularly attending meetings where I collaborated with other employees and management to improve the way we delivered service to customers. Regardless of how new an employee was or what training level, I treated every other staff member as equals, which helped forge professional associations and strengthened the team overall. As a result of my teamwork skills and collaborative work efforts, management often offered me extra shifts because they knew that I could work effectively with everyone to get the job done.

Selection criteria: Demonstrate a high level of effective team management

Here is a popular way of wording selection criteria for leadership skills. When a potential employer asks this, you may either be looking at a job that requires or may require leadership in the future or a position where you may have to be semi-autonomous.

Team management criteria example

When working at Smith and Son’s as a receptionist, I often had to demonstrate an ability to lead teams. After working there for five years, I became one of the longest-serving receptionists, which meant leading team meetings, organising staff events and coordinating a team of up to five receptionists at a time working on the floor. Growing genuine friendships and connections with new staff members was a priority to complete these tasks, as I knew they would come to me with problems more readily. I also needed to visibly complete my daily tasks ahead of schedule so that other receptionists would respect my participative leadership style. Staff will not respect a leader if they can’t do their job. As a result of my collaborative and friendly leadership, staff were confident in my ability to lead them and often came to me to communicate with upper management on their behalf, as well management relying on me to collaborate with them regarding receptionist staff and their needs.

Selection criteria: The ability to show a high level of quality customer service and management

Here is a typical example of phrasing for customer service selection criteria . This criterion means that the job you’re applying for will have customer-facing tasks, and management is looking to see that you have experience working with customers.

Customer service criteria example

While completing my studies, I worked part-time at Myer as a sales assistant for two years, where customer service was one of the most critical elements of my job. During my time at Myer, I worked across several departments. I demonstrated my customer service skills multiple times, especially with tricky customers or clients upset about something outside my control.

Clear communication and genuine concern with a customer’s needs is crucial to delivering exceptional customer service. When I worked in the womenswear department, a mother of the bride came in whose outfit had arrived (they’d ordered the dress online), but it didn’t fit, and we weren’t able to get a replacement in time for the wedding. 

The customer was understandably distraught, so I worked with her over a few hours, calming her down and coming up with some options for alternatives. This process included calling down items from different departments and ensuring she felt important and valued by getting her to sit down and have a cup of tea while I found all the pieces she wanted to view — or that I thought she might like. 

She ended up finding a dress that she liked more than the original and left a positive review a few days later on our Facebook page about her experience. Being able to help people when something goes wrong is one of the most rewarding elements of customer service and management. I developed this skill while working at Myer, as evidenced by many positive reviews and winning ‘best sales assistant of the month’ five times over my two years.

Selection criteria: Demonstrate the ability to use business technologies and analyse data and information effectively

Here is an example of how using technology selection criteria may be worded in a job application. In this case, the reader is looking to see how you’ve used relevant business technologies in the past and that you’ve been able to read the information given by these programs accurately.

Technology criteria example

When completing my Diploma in Administration, I was required to complete work placements that used business technologies in everyday tasks, including online library databases, microfiche and Microsoft office, and basics in Xero software.

When I completed my month-long work placement at Smith’s Chiropractors, I discovered that they were still using entirely paper-based data collection systems. I organised the transfer to a cloud-based company database system. This process included uploading files to the cloud, then connecting with multiple other programs, including Microsoft Excel, to create spreadsheets for chiropractors at the office to use in their day-to-day work. It also meant analysing large quantities of data online and turning them into practical, easy to use information. 

This use of business technologies helped both the chiropractors and the full-time administration staff become more efficient. They were no longer reliant on a paper-based system. They streamlined several processes throughout the workplace, allowing the clinic to see where processes were going wrong or could be improved.

Selection criteria: Demonstrate the ability to apply analytical and research skills

Here is a common way job applications may ask you to prove you fulfil analytical and research selection criteria. They are looking to see that you can apply what you’ve learned in analytical skills and research to everyday situations.

Analytical and research criteria example

When I was training as a teacher’s aide, I researched the special needs school and students I would be working with, both in work placements and my future work. I researched autism and students on the spectrum, looking at how different students may respond to stimuli within the school environment or having another teacher’s aid to their usual one. Students with special needs often react in unusual ways to new and changing circumstances, so it was important that the research papers I was working on were relevant and gave me valid analytical accounts and theories. 

The research I did, both within teachers aid training and independently, had to be applied in day to day practical ways, rather than just understanding the theory. I completed several projects on the topic, which required extensive literary research and analysing statistical data.

When I did my two-month-long work placement at St John’s primary school, I regularly applied the theories and concepts I had come across in my research in everyday situations. There was one student who particularly struggled with writing due to the texture of the pencils and pens. My investigation into textural sensations for students with autism helped me find ways to alter the pencils with everyday items, such as blue tac, which made it much easier for him to write. By applying the research to practical everyday learning, I helped increase class participation — not just for this student but also for students in other classes. This potential to improve learning outcomes is one of the most rewarding aspects of being a teacher’s aide.

Selection criteria: Proven ability to use interpersonal skills in everyday workplace situations

Here is a common way of phrasing interpersonal skills selection criteria. Interpersonal skills refer to, basically, people skills. Communication skills are a part of it because if you can’t communicate effectively, you’re not going to be much of a people person — but generally, they are separate.

Interpersonal skills criteria example

When working as a bartender at the Northern Hotel, there were many times when my interpersonal skills were called upon to improve difficult situations. In a busy hotel on a Saturday night, especially when customers have had a few too many drinks, relating to customers and talking them down from becoming angry is a crucial skill that I honed over the four years I worked there.

One night, a particularly irate customer was getting angry at one of our newest staff members who had cut him off. I didn’t want to get involved too early because this can often make new staff members feel undervalued, but I stepped in when he started getting personally offensive. The customer was a regular I knew relatively well, so I explained that I would have done the same thing and helped cool him down. I ensured that the new staff member was still involved, checked up on her several times throughout the night, and gave security and management a heads up. 

Two years later, she told me that one of the reasons she had stayed working with us for so long was because she knew, from that first shift, that other staff members would always support her on shift. Management recognised my interpersonal skills formally, and I won the ‘most supportive staff member’ award at our annual awards nights organised by management.

Selection criteria: Job applicant must be competent with a high level of administration skills such as database management, Microsoft Office and basic computing

Employers are looking for individuals skilled in specific programs that ensure efficiency and modernisation. In the 21st century, organisations expect anyone with a level of administrative background or skills to be competent with multiple programs and the general handling of a computer system.

Administration skills and database management criteria example

Whilst completing my Diploma in Administration, I was fortunate enough to take an Internship at Elixir Wealth Advisory, where I was an assistant to the Administration Officer. The opportunity allowed my database and computing skills to improve significantly, whereby I became efficient in using multiple Microsoft and Google applications. Working in administration involved working with clients’ details, answering phone enquiries and ensuring I organised notices and meetings for all staff members. 

One of the memorable days during my internship involved a client urgently requesting an appointment with his advisor. As the Administrative Officer was away sick that day, it was my job to fit the client into the busy schedule of the small business. I used our database system MySQL to rearrange the specific advisors day, then telephoned and used Microsoft Office to email other clients to inform them of their short-notice change to the day. Despite being short notice, the day’s meetings ran smoothly, and we could fit in the urgent session. Without using the databases and applications, the Advisory wouldn’t have known who the client was before they met and would not have been prepared to act quickly.

Selection criteria: Job applicant must have the ability to demonstrate sound written and oral communications skills

In many jobs, you need to show how you can effectively communicate as part of a team and to various people. Strong written and oral communication skills are vital in all departments and come in useful for daily tasks.

Written and oral/verbal communication criteria example

In my first full-time job at Flight Centre, oral and written communication skills were essential to being a successful travel agent. Many clients depended on me to tailor travel itineraries to their preferences during this career.

To ensure clients were satisfied both before and during their travel, communication was crucial to inform them of alterations to their plans. Once clients start their journeys, sometimes unexpected changes occur. One such situation was a significant weather disruption. A family of 4 were unable to travel to New York and spend the desired four days there. Due to their stopover in LA, I needed to organise four days of activities elsewhere. I made multiple phone calls to the clients to brief them on planning and status, understand their requests for the four days, and comfort them during this stressful time. Organising accommodation and activities in a different time zone required me to send many emails confirming availability on short notice. After constant communication with the family and many managers, I successfully reorganised the days spent in LA instead of New York, where the family enjoyed their altered stay. They even brought back a thank you gift for my consistent communication and quick thinking. Without being confident in my communication skills, being a travel agent would have been extremely difficult. It was crucial to organise, control, reach out to multiple people, and ensure clients were always satisfied with my service.

Selection criteria: Have the ability to prioritise tasks accordingly and demonstrate a high level of organisation

Organisational skills are a vital capability for working in any job in any field of work. The reader would be looking for an example of when you demonstrated your organisational skills at a time of need — or in your everyday work — that you can continue to display if they hire you.

Organisation criteria example

In my current position as the Year 6 teacher at Saint Mary’s Primary School, my job is to help the students become more mature before they reach high school and ensure their numeracy and literacy skills are all up to the standard. It is essential to teach them skills that will carry on throughout their schooling careers, such as organisation, socialisation and dedication. 

One of my tasks as a teacher includes converting weekly objectives into achievable tasks that the students will understand, such as homework or in-class activities. For example, a typical Friday will mean the collection of homework. I analyse the homework and monitor which areas the students struggled, passed or excelled in and use this to integrate into the following week’s lessons. I will develop the week’s timetable appropriately, considering any activities the students have to attend, allowing me to determine the relative importance of each task. 

By Monday morning, I am aware of the students’ weekly progress and tasks and have set the week’s goals. It is imperative as a teacher to remain constantly organised and prioritise the student’s needs and difficulties to ensure they can get the best education.

Selection criteria: Demonstrated time management skills with delegated tasks and ability to meet deadlines

Time management means that you need to demonstrate how you can work effectively. Employers expect all staff to make optimal use of their time and allocate it appropriately. Managing time is a crucial aspect of a business, and an employer needs to know how to use your skills to benefit the company.

Time management criteria example

While studying Business as a full-time university student, being part of a competitive dance team and having a part-time job at Kmart, my early 20’s were very busy. In addition to plenty of daily activities, I kept up with housework, grocery shopping and cooking, and proactively managed my full study load.

Whilst I considered myself a busy person, one week seemed particularly busy where I knew I had to manage my time well. That week consisted of two university assignments to complete, a total of 4 shifts at Kmart, and an extra dancing practice as there was a competition that weekend. I had to organise the appropriate time to allocate to each activity, as my Kmart shifts, university lectures and dancing classes were all at set times. To remain organised, I designed a timetable for the week, allocating my set activities first, and filling the blanks with when I could cook, study, sleep and attend to other activities. As one of the two assignments was due on the Friday of that week, I prioritised that task to complete first before I did the other one, which was due the following week. By Saturday, I had managed my time successfully as I met all my set commitments and had finished the first assignment Wednesday, leaving ample time to complete the second assignment during the rest of the week. It was continuously crucial in my 20s to manage my time appropriately in my day-to-day life and prioritise tasks based on their importance.

Selection criteria: Ability to approach difficult tasks and sudden changes appropriately

Employers are looking for an individual who can develop ideas to assist in formulating, creating and evaluating several possible solutions to a problem. Problem-solving skills are vital in high-stress scenarios and demonstrate quick thinking and versatility in the workplace.

Problem-solving criteria example

When working as the Head Waiter at Ballara Receptions, it was common for me to take control of multiple situations and lead the other waitresses by example and as a leader. The position itself entailed allocating specific tasks to the waiters and ensuring a smooth flow of the night. One night, there was an error in the number of guests attending the wedding. Whilst this issue needed to be dealt with quickly, there was not enough staff to meet the number requirements. I had to re-organise my plan for the night and allocate extra tasks to the other waiters to make up for the lack of staff and the additional people. There were many situations to rearrange, such as seating, the number of staff allocated to each job and the extra materials needed to serve the guests. 

Whilst it was lucky a staff member was willing to work that night, without the ability to adapt quickly and evaluate a situation, the night would not have gone smoothly with the multiple changes that occurred.

Selection criteria: Strong analytical skills and attention to detail

Analytical skills are essential in the workplace as they tie in with problem-solving. An employer wants to understand how you gather information, analyse it, and solve problems that ensure a smooth workplace productivity flow.

Analytical skills criteria example

It is essential in any job to constantly evaluate simple and complex problems in the workplace using skills such as paying attention to detail and researching and analysing problems. 

When I was completing my Certificate IV in Bookkeeping, I was required to undertake a group assignment that required us to record an actual business’s financial affairs for a month. We worked with Benjamin’s Patisserie to help ensure his sales and costs were accurate. Whilst spending time at the café and working closely with the staff, I noticed that all staff completed multiple jobs throughout their shift with no allocated task for each. It became noticeable that some team members were more suited to a specific task such as serving, making coffee and working the cash register. I suggested to the owner Benjamin that he allocate tasks to each staff member based on their strengths and weaknesses. Immediately I noticed that sales increased as there was a smoother flow of productivity in the café, tasks were completed efficiently and at a higher standard than before. It is crucial always to analyse ways an organisation can improve or if there is an issue that you can resolve as it helps to increase success in the workplace.

What is the difference between selection criteria and selection process?

Selection criteria play a role in the selection process, and are used as a tool to choose the most suitable applicants for a position.

The selection process is the procedure an organisation uses to hire new people. Usually, the company will form a selection panel of two to three staff who will review all applications, then choose a group of applicants to advance to the interview stage. This process can include an interview, a written assessment, and psychometric testing. In most cases, this takes 4 to 8 weeks.

How do you write a good selection criteria?

To write a good selection criteria response, use the specific language from the job description, use concrete examples that prove you meet the criteria, and provide measurable outcomes where possible.

What is the difference between selection criteria and job qualifications?

Qualifications are a type of selection criteria, and are used in some jobs to ensure that a new hire has the appropriate certification to work in this role, as required by the industry.

How long should a selection criteria response be?

Generally, a selection criteria response should be around 250 words. This will vary depending on the question asked, however. For example, some criteria may only require you to state your qualifications. On the other hand, some may ask you to give a more detailed description of a scenario.

What kind of examples can you use in your selection criteria?

It’s usually best to use examples of times when you had to deal with an unusual or unexpected situation at work, but you can also use more general examples that show how you managed your day-to-day tasks.

What are some reasons for rejecting a response to selection criteria?

Hiring managers may reject an applicant who:

• Fails to proofread their selection criteria responses
• Fails to use concrete examples
• Uses irrelevant examples

Perfected your selection criteria responses?

… then you’re ready to polish your interview technique. Your interviewer is bound to ask some of these 38 interview questions — are you prepared for them?

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How to write & talk to selection criteria: The response structure

Looking for a new opportunity?

A selection criteria response structure.

Job applicants can become stuck on how to respond to selection criteria. There are several ways to construct a response. Here is one that can form part of your toolkit.

This is a three-part structure. I’ll illustrate it with the criterion: Well developed analytical and research skills. The context of the job is a strategic HR unit.

Part 1: General statement about the criterion.

This is a short paragraph that makes a broad statement about meeting the criterion. Make sure you use the language of the criterion so that the reader knows you are talking about the right skill set.

My well developed analytical and research skills have been demonstrated during five years working as an academic research assistant and in implementing a government grants program. In both roles I researched and analyzed information about complex social issues including homelessness, obesity and literacy problems.

Part 2: Specific example/s to support the criterion.

The examples are specific instances of applying research and analytical skills. They can be structured using the SAR model:

Situation: Briefly outline the context of the example and what your role was.

Action: Give details of what you did, how and why.

Result: Briefly outline what the result was. This could be a tangible item, such as a report. If this result is measurable, then include this information. Measures can be quantitative (e.g. numbers, cost) and qualitative (e.g. standards).

While Project Officer for the Community Grants Program, I researched and analyzed options for a consultative process with community groups. My role was to prepare an executive briefing paper which identified options and recommended a course of action.

I reviewed eight consultative processes used by various government agencies, three recommended by private consultants, and completed a literature review covering the last ten years. Using a set of criteria I established based on this material, I summarized the processes, selected four that best met the Community Grants Program needs, evaluated them based on the criteria and recommended one. My recommendation was accepted by the executive, with commendations on the quality of the briefing paper. I am now developing a strategy for introducing this option into the program.

Part 3: Link to job in hand.

If there is a gap between the examples provided and the work to be done in the new job, you may wish to close with a short statement that signals the transferability of your skills to the new job.

I anticipate that these research and analysis skills will readily transfer to researching and analyzing strategic HR issues such as staff engagement, talent management and workplace planning.

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Doing It Better – The Ultimate Selection Criteria Training & Selection Criteria Examples

Selection criteria are the favoured job application and selection tool for government jobs.

My selection criteria courses and dozens of free blogs will give you skills and your own selection criteria examples for applying for jobs using key selection criteria, in less time than it’ll take you to research and modify 5 five example answers on the internet.

Check the courses out or read on here to get a high-level overview of the course content, so you can learn how to write selection criteria responses. If you’re looking for the examples, they’re about halfway down. The first half deals with the STAR method, differences between resume and selection criteria responses, and why your examples don’t need to be job-specific.

Answering Selection Criteria

Good selection criteria responses are key to getting an interview; they are the primary interview selection tool, not your resume.

Let’s begin by looking at selection criteria example responses. Selection criteria responses need to be formatted to:

• Make it easy for you to showcase your work examples, and,
• For the reader to understand what you’re saying.

STAR Method

The STAR Method refers to Situation Task Action Result model of presenting your answer. There would be a million key selection criteria examples written in the STAR Method, plus blogs on how to use it.

My advice: The STAR selection criteria template is simply a layout. [ Since I wrote this in 2021 I have done an updated and more succinct blog on overthinking STAR ].

Don’t overthink it and try to think it is like a potion or spell – which you need to mix ingredients in precise measure, or it won’t work.

In the selection criteria examples for government, further on in the blog, there are two of the three examples where you can see the STAR Method in use. You won’t see the headings of the individual sections, but, when you read them they will make logical sense. You’ll know where the person was working, and in what role. You also get a sense of what they were dealing with, and the details of how they dealt with a situation or completed a task. You then read the outcome and it connects to the rest of the paragraph.

For your selection criteria template, I would advise joining Situation and Task because they’re often hard to separate, and to address an example simply with:

• Where were you working
• What role were you in
• What were you dealing with
• Breaking your example down into the level of detail someone can feel as if they were observing you work.
• Simply what was the outcome of what you did.

SAO instead of STAR

Joining them in your selection criteria template will make no difference to your response. Indeed, Situation Action Outcome (SAO) is a similar model that gives you identical formatting to a response as using the STAR Method.

For all the thousands of articles on the STAR Method, what they don’t deal with is your example. Even good key selection criteria examples you can buy off the internet won’t help you because your examples are unique to you. If you’re trying to answer with selection criteria examples bought online, they will not give you is an in-depth view on the STAR Method, and, they won’t explain what you have done. They can’t. They weren’t there to know what you did. That’s how Criterial is different; I teach you how to get your skills into a key selection criteria template that is easy to read, because it’s based on the STAR Method.

I’ll briefly touch on the difference between a resume and a selection criteria, for those with private enterprise backgrounds, and then go into some examples. If you want to just skip ahead, go to the Selection Criteria Examples section further down.

Selection Criteria versus Resume

I’ll look at your resume first because people are most familiar. Your resume is your career in a few pages. It’s the jobs you’ve had, the qualities you possess, and the education and training you’ve done. Within the list of jobs will be your achievements and the responsibilities you had in the role. Your resume usually contains your referee and contact details too.

It is not a document where you go into too much detail of anything in terms of what you did, how, when, why, with what skills etc. If your career was a book, your resume is the dust jacket. It’s the synopsis of the whole story in the book.

Selection Criteria Response

Selection criteria are statements of competencies, or in other words, things you need to be able to do. Ability to work in a pressure environment is a competency/skill some people have, and some people don’t have. With selection criteria examples for government jobs, you need to give examples of things you have done that demonstrate you have that competency. It’s like giving a detailed case study of one event or thing you have done in your career that shows you possess those skills.

In answering selection criteria examples for the “ability to work in a pressure environment”, you may have been a nurse working at St Vincent’s Hospital ER on a full moon Halloween night and triaged thousands of patients, some of whom were critical. The STAR method will explain what the situation was, and, what skills you used to handle that situation. These would include:

• Application of medical knowledge in making assessments of patients in triage,
• Organising patients to be moved into ward beds or discharged to free up space for emergencies – communicating with other team members and wards,

The Difference Between Answering Selection Criteria and Your Resume

You would tell the story as if it were a chapter of the book and someone could read it and feel like there were there watching you.

That is the essential difference between a resume and a response to selection criteria; the depth of detail you go into in describing something. Still not making sense? The picture below shows it visually:

Your resume is your career in brief detail.

Your selection criteria examples are in-depth case studies or stories in specific detail from single events in that career. The selection panel read this and use those details to compare your skills to the other applicants to find the best, most competent person for the job. They do this by comparing the strengths of the examples. If your example of working in a pressure environment is the St Vincent’s ER, and, another applicant is in a coffee shop with the line out the door, the panel get a sense of who has the better skills in handling pressure. In this case, life and death versus a customer waiting for their latte.

Your criteria responses give you the opportunity to give key selection criteria examples describing the work you have done.

Go deeper. learn more. Enrol now!

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Free Selection criteria examples 

Examples don’t need to be occupation-specific.

You can use any example to address any criterion, because they are generally competency-based. What are competencies? Quite simply, “the ability to do something successfully or efficiently”.

A selection criterion about working in pressure situations could apply to many jobs; it can also be answered by experience in many jobs. To say it another way with an example, a nursing role will almost certainly include the need to work in pressure situations. Nurses however are not the only people who work in pressure situations. Other professional experience could address the criterion.

The examples I give shortly will show how experience from any job can speak to competencies.

Selection criteria examples government

Applying for federal government jobs is something that you possibly want to do if you’re reading this blog; either that or apply for a state government job. I’m going to discuss and give examples of some broad classifications of government roles using the administration stream and a basic communication selection criterion. I’ll show the STAR Method as well and show how most of your response needs to come from your experience, not from a template you buy from the internet.

Selection criteria examples for administration

My training courses discuss that administration roles are a broad class of both federal public service jobs as well as state government jobs. They are one of four streams that cover:

• Administrative (AO)— usually undertake department or agency administration, human resource management staff, finance officers, customer service roles, policy advisor, information, and advisory services.
• Professional (PO)— these positions have a mandatory requirement for a degree qualification or equivalent. These positions cover practitioners and specialist responsibilities, or a specific profession specialisation like an accountant.
• Technical (TO)— these positions require a diploma, advanced diploma or certificate level competency. Duties include some practitioner and/or specialist responsibilities, usually in support of people in the PO or sometime AO stream.
• Operational (OO)—People in these positions work in various functional areas, with a range of specialist skills.

Competencies

The most common types of competencies you will have in administration roles will be:

• Written Communication
• Oral Communication
• Customer focus
• Computer literacy skills in databases
• Computer literacy in Software (I will address Microsoft Office separately below)
• Time and priority management.
• Managing own work and/or leading management of a team’s work.

When applying for administration or professional stream roles, the criteria you need to respond to will usually be more or less the same. The biggest difference is professional roles will have a mandatory criterion for possessing a degree. Legal roles (lawyer, prosecutor) will mandate possession of a law degree. Social workers in hospitals would need psychology or social work qualifications as well as admission to the relevant professional association. For accountants it would be degree qualification and perhaps membership or admission as a CPA.

STAR Method selection criteria examples for an administration role

To provide prewritten STAR Method selection criteria examples administration roles, is problematic as your experience is unique.

As a broad example/indication of how one might read, this is a basic written and verbal communication skills selection criteria example:

Communication skills, oral and written I have demonstrated my well-developed written and verbal communication skills while working as Executive Assistant at ABC Association. In the role, I was responsible for communication with over 26,000 members from different industries via telephone and in person. A good example of my communication skills can be seen when a member had telephoned the office with a specific workplace problem. I documented the issue over the telephone by asking the member relevant questions, listening and making clear notes. If I needed to clarify details, I asked specific follow-up questions until I was satisfied I had the details I needed. I told the person very clearly what action I would take and when so that they knew their problem was being addressed, and, communicated the issue by email to the relevant manager to follow up and respond to the customer. To do this, I structured the email clearly using an upfront synopsis and headings in the body of the email to clearly identify issues. The outcome of this was the manager was able to resolve the customers issue on first contact because it was so clearly captured; the manager thanked me for taking the little bit of extra time to be so clear in what I communicated.

There are some more examples below with the STAR Method shown, if you jump to Microsoft Office/Suite example later in this blog.

Your Unique Content

If you have viewed my free 10 minute video Three simple actions for easily improving your selection criteria responses you will know I explain:

• How to easily structure your examples using a very simple template you can apply to any criterion, and,
• Why to avoid copy/paste as what you need to talk about is what you did.

You will see from this example the bulk of the selection criteria example is describing what the person did. There is nothing in most of that content you can copy/paste off the internet because it is unique to the person. It is also what panels need to read about because they need to see your skills and capabilities.

For me, as a government recruiter of more than 20 years of experience, I will say very clearly – the layout you see above is is what I need to read and why I have compiled the courses I did.

Answering selection criteria examples

Another common selection criterion you will have in an administration role will revolve around software and computer skills. Once again, the experience individuals will have in working with databases and software will be infinite and you should always write your response using the STAR Method using your own examples.

One recurring and almost guaranteed criterion will be for Microsoft Office, so I will address that now to give you some specific advice.

Microsoft Office/Suite experience 

Microsoft Office is some of the most ubiquitous software in the world now…but…long gone are the days that Microsoft Office is Word, Excel and PowerPoint.

The basic parts of Office are:

• Skype for Business

And once you extend to Office365 the additional apps and services are:

• MyAnalytics
• Power Automate
• Viva (unveiled literally the day I was writing this blog – Viva is an Employee Experience Platform)
• Workplace Analytics

If you were unaware there are so many, then read on closely.

Addressing Microsoft Office/Suite experience

What you will often need to do is respond to a criterion that asks for well-developed skills with Microsoft Office. Arguably the question is so broad it is pointless to ask, however, if the question is where you need to respond. So the best thing you can do to respond is to benchmark/describe your skills. Don’t just say you have excellent skills in Excel. Excel is a complex mathematical program at its heart and new versions do a lot of database-type functions as well as interact seamlessly with cloud-based analytic databases.

There are very few people who truly have excellent skills with Excel. If you’re applying for an entry-level administration role, you might get away with it, if you’re applying for a data analyst role you won’t. Say you have a good or comprehensive range of skills with Excel and then say the most complex of what you can do, and naturally give examples.

By giving specific examples you are moving away from a subjective judgment of good, bad, or otherwise, and by describing what you can do the reader can get a sense of your skills. If the most complex thing you can do is a pivot table, you have pretty average skills in the normal office, but you have almost no skill if you’re a data analyst. Here’s an example:

Microsoft Office/Suite example

Following this example, there is a breakout showing the STAR Method elements:

Proven skills using Microsoft Excel in an office environment . I have demonstrated my range of experience using Microsoft Excel in the two most recent office administration roles listed in my resume. An example where I proved my ability to support office functions was when I was working at ABC Pty Ltd as the office manager. The company finance system was not user friendly for managers to see dashboard information for their teams. I extracted data from the finance system in csv format and using Excel I imported the information into one main worksheet. I then used pivot tables and charts to represent that information graphically on a worksheet for each manager. Based on feedback I adapted some of the specific worksheets to include a forecasting function using formulas to allow managers to increase or decrease revenue and/or expenses to see changes in reporting and bottom lines. Feedback from the managers was that this spreadsheet was significantly easier to use and helped them save thousands of dollars in expenses by better managing cash flow and job allocations.

There are some more examples below including an analysis of poor, good and strong examples, if you jump to Criterial Courses later in this blog.

You can see the description of the Excel skills without saying they were excellent or poor, and you can also see the link between Excel and outcomes in the office.

If you have more advanced skills and want to incorporate more of the Microsoft platform in your answers, you could talk about hosting that spreadsheet on OneDrive or SharePoint and connecting it to a Power App you developed to allow managers to input data from their mobile devices.

Once again, you will see from this is the bulk of the selection criteria example is describing what the person did.

Microsoft Office/Suite example – STAR analysis

Touching briefly on the STAR Method again, you can see in that response the STAR Method is evident, and as a result when you read it, it is easy to understand what the person was doing – it’s almost as if you were there.

Situation and Task

…when I was working at ABC Pty Ltd as the office manager. The company finance system was not user friendly for managers to see dashboard information for their teams

…I extracted data from the finance system in csv format and using Excel I imported the information into one main worksheet. …… to allow managers to increase or decrease revenue and/or expenses to see changes in reporting and bottom lines.

Result/Outcome

…Feedback from the managers was that this spreadsheet was significantly easier to use and helped them save thousands of dollars in expenses by better managing cash flow and job allocations.

A Word on Microsoft Teams

Have you heard Microsoft Teams is taking over everything? Not quite, but if you don’t like Teams you’d better get used to it. Soon.

If you haven’t noticed, Teams has app connectors for the other Office365 Apps. The storage for Teams can be in SharePoint or OneDrive. Teams is replacing Skype for Business and if your organisation has Yammer, you’ll have probably thought the chat features in Teams feel very much like Yammer. Planner recently got integrated into Teams as “Tasks by Planner”. Long story short, Teams is becoming a very focussed collaboration point for users and Microsoft apps. If you want a Microsoft app to become familiar with, make it Teams as it will serve you well into the future.

Do You Have Questions? Book a Free Consultation

If you have any questions from reading this or anything else, feel free to book a no obligation, free, 15 minute consultation.

Criterial Courses

My courses can teach you – in a little over an hour – how to write selection criteria responses for yourself.

How long does it take you to randomly try to assemble selection criteria responses from free examples on the internet for one application? Is the result any good anyway?

Shown and explained below from those courses is what distinguishes a poor from a good from a strong response:

• A poor response fails to give an example of how you have displayed the competency required,
• A good response gives an example of how you meet the competency required, and,
• A strong response gives an example of how you have exceeded the competency required, and if you want to make it even better, explains how your example aligns with the organisation’s values and/or mission.

Writing a selection criteria response to achieve the highest standard is explained in depth in the course. After all there is no point in just learning how to do a good response, if others are writing better ones!

Once the course has explained how to write an outstanding response based on the STAR method, it gives examples and explain why they are either poor or good. Here, I’ll use the criterion “ Demonstrated highly developed communication skills (verbal and written) ” as a selection criteria example.

I believe that good communication skills are important in dealing with difficult people. At all times in the workplace I use these skills, and have done this across a range of roles and organisations. As a club secretary I write emails to other people and clubs and also was involved in developing our companies corporate intranet where I developed all the content for my team. I use the phone to communicate with people wherever possible and confirm conversation by way of email if needed to ensure understanding. I will bring all of these skills with me to this role and believe I will be able to do the job.

Can you pick why that is a poor response?

Look at the standard in the criterion ‘ Demonstrated highly developed ’ and look at the response ‘ I believe that good communication skills ’ so the response is not at the level it needs to be. The skills described are sending email and making phone calls, which also do not meet the ‘ highly developed ’ standard. The ‘ developing content ’ may be an example of a highly developed written skill, but, the answer does not give enough level of detail. Referring to the explanation of resumes and selection criteria at the start; the detail given might be okay in a resume but not in a selection criteria response. The response itself is wordy and not brilliantly written – the frequent use of ‘ and ’ makes the sentences long. Remember, how you write your selection criteria response is evidence of your written skills!

I have good communication skills and have experienced dealing with difficult people as a sales representative in a large department store; when customers attempt to return goods without receipts which we cannot do by policy, so they can become irate. I can handle these situations and treat people fairly and with respect. An example of when I handled an irate customer was in the post Christmas sales recently. The customer became enraged and began raising their voice. I asked them to lower their tone, or alternately, move to an area away from other customers. Fairly but firmly I explained the policy and the options they had. I caught the attention of a nearby manager to reiterate the policy. As a result the customer settled down and decided on pursuing one of the options they had been given.

Can you pick why that is an okay response?

This selection criteria example cites dealing with ‘difficult people’ and in a retail context. It gives the situation and actions taken, as well as the result so the STAR Method is evident. It is formatted well, easily read and the communication skills are valid. What the example lacks in strength is due to the complexity described. It is one customer interaction where one policy is applied to one situation. When it is compared to other applications to find the best, most competent person for the job – the strength may be found wanting.

I have outstanding communication skills which I have displayed in dealing with situations involving complex highly emotive issues as a mediator in the Disputes Court. In many matters there are complex issues of law, relationships, financial stress, emotional difficulty and at times mental health. A recent example was a Court ordered mediation which I conducted for a long running matter as a last resort before a trial. I first ensured all parties had written advice as to the process and how it would occur on the day. I clarified with everyone that they understood the process and were clear on when it was occurring. In the mediation I used my active listening skills to ensure parties were heard and clarify any misunderstandings. I ensured all parties had equal time to give their views and kept the session focussed. I applied policy and law fairly but firmly; to try to negotiate agreed outcomes between parties. This not only achieves agreement between parties but also achieves Court strategic outcomes by minimising rework as there is higher chance of agreements being complied with. The result of the mediation was that the parties agreed, which I then documented on the day. The parties thanked me for my skill and patience in resolving the dispute that, to date, they and other mediators had not been able to.

Can you pick why that is a strong response?

The level the skills are described at is outstanding, which exceeds the standard required. In addition, the example given shows skills at the level. There is no point saying you have outstanding skills and not backing that claim up. The point of difference to the previous example is clearly the complexity. It draws on law, relationships, financial stress, emotional difficulty and mental health. The STAR method is evident and as a result it flows easily. The response connects the skills and the situation to the strategic outcomes “This not only achieves agreement between parties but also achieves Court strategic outcomes by minimising rework as there is higher chance of agreements being complied with”, which shows the reader this is a person who understands not just what they do, but, also how it contributes to their team and their organisation.

If you can give five key selection criteria examples like that in your next job application, you’ll be getting an interview, for sure.

Why You Should Write your Criteria Responses Yourself, not use Selection Criteria Examples

In my first blog , I addressed how to write a selection criteria. A strategy some people use to write a response to a selection criteria response is a sample they can follow; like Selection Criteria Examples or templates. That’s a little like paint by numbers. You can fill in the boxes for that selection criteria example, but can’t apply it to a different job context. That’s like trying to take a paint by numbers flower and make it a beach scene. You don’t know how to get the numbers on the page in the first place. You will need a lot of selection criteria templates to address all the possible criteria you’ll want to address – especially when you consider the examples presented above, the content of which are almost completely specific to the individual and what they did.

With paint by numbers, there is also no understanding on the part of the person why they are putting blue where it has the number 3 and yellow where it has 4; other than the fact “it works”.

With the scene set (pardon the painting pun), let’s look at how Selection Criteria Examples and templates are very limited when writing a good criteria response.

Reason #1 – Paint By Numbers

You buy a set of Selection Criteria Examples, but they have limited re-use. If you buy an administration selection criteria example, how are you going to apply that to a project officer role? How do you apply an IT selection criteria example to a customer service role?

Once again, it’s paint by numbers; as long as you have a blue colour to put in the shape with the 3 in it, you’re okay. What happens when you have no blue, or one of the shapes doesn’t have a number? Do you go back to the manufacturer and say your paint by numbers is faulty?

Templates have very limited application in much of life. If you were going into business, I could give you a profit and loss template, but unless you understand:

• Cost of goods sold
• Gross profit
• Expenses, and,

What can you do with the spreadsheet? Assuming you put the numbers in the right places, you’re still not going to understand it.

Reason #2 – Changing Frameworks Making Selection Criteria Examples Redundant

Government frameworks are practically endless, and they change all the time; these were discussed in depth in a recent blog . Queensland alone has had the following frameworks in recent years:

• 2009 – Capability and leadership framework (153 pages)
• 2015 – Workforce capability success profiles (9 pages)
• 2021 – Leadership competencies for Queensland (16 pages)

Roughly on average that’s a new framework for grading public service jobs every five years. If you think a framework goes from 153 to 9 and then to 16 pages and your templates still fit – I have to tell you in the immortal words of The Castle, “Tell her she’s dreaming”.

What will stay current over all those changes are your skills when you learn to read, understand and respond to criteria. All of them. Not just specific Selection Criteria Examples.

The skills I learned as a young public servant in the late 1990s still apply today and, with repeated use, are very quick and easy to use.

Ask yourself, how hard is it to spot a selection criteria example off the internet? The reader will never spot it, surely?

Reason #3 – Plagiarism

Plagiarism is surprisingly easy to spot in a job application, or a school assignment or a university paper. There are a few kinds that really stand out:

• Same content as someone else has used,
• Content that is obviously written by different people, and,
• The subset of that which is a selection criteria and resume that are obviously written by different people.

Detecting plagiarism is easily done with various tools, and, it is easy to see in the writing styles of different authors. I’m not aware of any being used in government job application screening. That’s not a green light to plagiarise. Tools are easily replicated by basic internet searches using some pretty simple Boolean techniques.

Consider this, if I as a reader think you have plagiarised, it is going to take me a few extra seconds to open a browser and do some searches. If I find you have plagiarised your application, your credibility is pretty much done. That’s a high stakes affair as a job applicant. Assuming you want the job and you’ve taken the time to apply for it, why risk your credibility? Do you think misrepresenting yourself or lying, are qualities I want in a person I employ? If you answered yes, please phone a friend and guess again!!

Reason #4 – It’s Easy to DIY

Learning to respond to selection criteria can be learned in an hour or two. Seriously. It can. I have taught hundreds of people how to do it. You can learn a reusable skill to address any selection criteria for any job for:

• The same money you’ll pay for a pack of single use templates, and/or,
• The same time you’ll spend reading through those templates like a 1970’s clerk looking for one

It’s an absolutely learnable skill, just no one has bothered to teach it so easily, before now.

Don’t Spend Your Money on Buying Selection Criteria Examples

Purchasing Selection Criteria Examples or templates are a high-cost way of applying for jobs. They have limited reuse over time as frameworks change, and limited application for roles other than they’re specifically for. They’re going to be hit-and-miss to use because you don’t understand why you’re putting in the words you are, and how do you know you’ve selected the right template? Without the basic skills of understanding what you’re doing and why, you’re feeling your way in the dark.

For the same cost that you could purchase some Selection Criteria Examples, you can very easily learn the skills yourself. Learning the skills is a one-off cost you’ll get value from for life, and you’ll be able to apply the skills to any role you apply for.

My working life went from social welfare officer, to police officer, to intelligence analyst, to IT account manager, to IT system manager and now a manager of a big data/Cloud analytics team. There are no Selection Criteria Examples that allow you to make that transition; that is simply having the skills to read a job description and apply your relevant skills to the application.

That is exactly what I set out to teach in Criterial’s online course s .

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Guidelines for Developing Selection Criteria

In preparing to fill a vacancy, the search committee should carefully identify and agree on a set of written criteria to use to evaluate applicants for a particular position. Essentially, selection criteria are the required qualifications for effective job performance. In defining selection criteria, the committee should focus on the department/library’s mission, programmatic needs, functional requirements for the position, and critical competencies.

The primary requirements for developing selection criteria are clarity and specificity. That is, fully and clearly stating a criterion and leaving no required criterion implied. Selection criteria inform potential applicants about the yardstick by which they will be measured and are usually summarized in the following categories: education, experience, and personal attributes, such as strong communication skills, the ability to work collegially with others, the ability to be innovative and creative, and a demonstrated appreciation for diversity. All selection criteria should be established prior to the recruitment and selection process.

I. Basic Selection Criteria

Basic selection criteria are those qualifications and experiences that job seekers must minimally possess in order to be considered an “applicant.”  Basic selection criteria are:

• Non-comparative -- e.g. three years' experience in a particular position, rather than a comparative requirement such as being one of the top five candidates in terms of years of experience;
• Objective -- A basic selection criteria is objective if someone, without more information, would be able to evaluate whether the job seeker possesses the qualification; for instance, a Bachelor's degree in accounting versus a technical degree from a good school; and
• Relevant to performance of the particular position.

Carefully crafted criteria will result in a better quality and more targeted applicant pool.  Consider the following two examples of basic qualifications that might appear in a position announcement:

Basic Criteria - A

Applicants must possess a Ph.D in Art History or a closely related field, commitment to scholarly research and demonstrated teaching ability.

This list of basic qualifications is overbroad and would likely result in a pool of applicants where many would ultimately not have the necessary qualifications for the position.

Basic Criteria - B

Applicants must possess a Ph.D in Art History or a closely related field, commitment to scholarly research as evidenced by publications in scholarly journals or scholarly works in progress, a minimum of three (3) years teaching experience at the university level and demonstrated teaching excellence as indicated by research presentations and teaching assessments. 

This list of basic selection criteria will likely result in a pool of applicants more targeted to the legitimate needs of the department.

Once established and published, a department/library cannot change the basic selection criteria. If questions or problems arise regarding the selection criteria during the recruitment process, please contact the Recruitment Specialist.

II. Preferred, Desired, and/or Additional Selection Criteria

Basic Selection Criteria are intended to identify those job seekers who meet the minimum required qualifications in order to be considered an “applicant.” Preferred, desired and/or additional criteria may only be used for librarian postings. Libraries must be able to demonstrate the legitimacy of additional criteria (i.e., that they are relevant, and are supportable by nondiscriminatory business reasons).

Additional criteria should be established prior to the position announcement or use of an external database to build an applicant pool.

III. Inclusiveness

Thoroughly review all qualifications, with an eye for inclusiveness to prevent jobseekers, including those from underrepresented groups, from being unintentionally excluded from the applicant pool for a particular position.

IV. Recordkeeping

Departments/libraries must create and retain a record of all selection criteria: basic, preferred and other criteria used to develop an applicant pool.

V. The Recruitment Plan

A comprehensive list of selection criteria (basic, preferred, etc) must be submitted with the Recruitment Plan.

How to write key selection criteria

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• Job application checklist
• What happens after you apply
• Checks we need to make
• Interview tips
• Getting help
• Public sector values and integrity
• Grades, salaries and enterprise agreements
• Organisation contacts

Well written key selection criteria may help you get an interview.

Many roles in the public sector ask you to write responses to key selection criteria. But some don’t.

Check the job advertisement and position description to see if you need to respond to key selection criteria.

If you do, a selection panel will read your responses to work out if they want to interview you.

Use your responses to help prepare for your interview, as they’re good answers to refer to.

Step 1: brainstorm key words and ideas

Copy and paste the criteria from the position description into a new document.

For each criterion:

• highlight the keys words you think the employer is looking for
• list examples of your skills, experience, incidents, training, personal qualities and expertise

Step 2: write a statement using the SAO approach

Write a statement under each criterion of 60 to 120 words using the SAO approach:

• Situation, where and when you did something
• Action, what you did and how you did it
• Outcome, what was the result of your actions 

Step 3: proofread your statements

Each of your responses to the criteria should be:

• free of errors
• concise, precise and relevant
• factual and positive
• about your capabilities and experience

Key selection criteria examples

KSC1: Problem solving - Seeks all relevant facts. Liaises with stakeholders. Analyses issues from different perspectives and draws sound inferences from available data. Identifies and proposes workable solutions.

Problem solving has been a critical part of my roles over the past five years. While working as Customer Complaints Officer at Acme Department Stores, I dealt with a variety of problems. While many could be resolved easily, two to three per week were more complex and required a detailed process to resolve. I had to investigate what had happened from the staff and customer's points of view, clarify the facts, and work out what had gone wrong and why. I then had to propose suitable solutions and negotiate a mutually satisfactory outcome. I was often commended by my manager for my sensitive handling and speedy resolution of these problems. Less than one per cent of complaints had to be escalated.

KSC2: Advanced computer skills - Uses a wide range of software features for word processing, spreadsheets, etc. Helps others solve problems with software.

As Personal Assistant to the Marketing Manager at SYZ Enterprises, about half my time was spent preparing letters and reports for clients using Word. I also used detailed information in Excel spreadsheets to prepare graphs and tables, to demonstrate the results of our market research and to analyse client company performance. I often prepared major PowerPoint presentations for my manager and maintained a database of her contacts. I also managed many daily emails and searched for information on the Internet to answer questions.

KSC3: Sound communication, interpersonal and negotiating skills, including well-developed written and oral skills, and the ability to develop and deliver interpretation and education services.

In my five years as a teacher, strong communication, negotiation and interpersonal skills have been essential. I have dealt with a wide range of people, including parents, colleagues and students. I was involved in a community project where I co-wrote a booklet on helping children learn and have fun. As part of this project, I led successful negotiations with the local council and three schools in the area who agreed to run a series of weekend family science programs for kids in the area.

Australia’s Best Selection Criteria Examples (2023)

• Post author: Joel Smith
• Post published: November 10, 2021
• Post category: Australian Public Service / Cover Letters / Selection Criteria
• Post comments: 1 Comment

Selection Criteria Examples

Selection criteria example responses for a range of industries and capabilities to get you started.

By Joel Smith

Navigate to:

What's in this article.

Our selection criteria examples will help you get started with your responses. When applying for a job, it’s important that you nail your responses to the selection criteria. Sometimes, this is all the panel looks at. And the selection criteria can be can be difficult to interpret.

This article will give you access to strong selection criteria examples for a range of capabilities on which selection criteria are primarily based. Check out the table of contents above to navigate to the content that you want.

The range of capabilities  are drawn from the overarching six capabilities that essentially underpin all people’s work related behaviours.

Each selection criteria example has an image of the response, and the accompanying text version for you.

We write these for our clients. If you need help, get in touch for a custom quote.

Before you get started

We’ve written extensively about responding to selection criteria, and the best way is still to use the   STAR method . The selection criteria examples below will all follow the same format:

• Restate the capability.
• Explain the  situation  in one or two sentences.
• Explain your  task  and responsibilities related to this situation.
• Explain the  action  you took to resolve the issue – this is the majority of your response.
• Explain the  result  of your action.

Hence, STAR.

Remember to familiarise yourself with the available capability frameworks if you’re applying for a Government job. You can find them here:  Federal ,  NSW ,  VIC ,  QLD ,  SAES ,  WA ,  NT ,  TAS (Senior Executive) ,  ACT .  

The capabilities

• Technical problems
• Non-technical problems
• Research and analysis
• Non-verbal/interpersonal
• Partnership building
• Relationship management
• Niche expertise
• Subject matter expertise
• In projects
• Time management
• Priority management

Leadership:

Leadership: selection criteria example questions.

Leadership pertains to many things, but in this example, we are focussing just on leadership of people.  

Selection criteria like the below usually need a response about your ability to lead a team through challenges, develop their capability and autonomy, improve organisational culture, and essentially, coach, mentor, and manage people to deliver better results for an organisation.

• Demonstrated ability to lead and manage a high-performing team.
• Demonstrated ability to mentor, coach and monitor a team’s output.
• Demonstrated ability to manage and delegate staff and requests.

Leadership: selection criteria example response

During my role as Manager with XYZ, I demonstrated the ability to work effectively in a team environment and provide supervision to staff  (restate the criteria).  When I began my role, I undertook a leadership position with a team of 12 which was suffering from ennui due to change fatigue. (situation).  To facilitate team cohesion,  (task)  I consulted with each team member individually to understand their frustrations, working styles, strengths, and areas for development. From these consultations, I assigned tasks and challenges which suited each team members strengths and interests. I implemented weekly meetings to brief the team on the week’s goals, my expectations, and single out particularly hard-working individuals for congratulation. I implemented team building activities and exercises including paintball and skydiving and providing leave for those interested to attend annual professional development seminars. I continued to maintain frequent check-in meetings with each individual team members to mitigate and address any issues or concerns which might arise. I frequently accommodated special circumstances including renegotiating duties for those with family commitments or mental or physical health issues and offering flexibility of work hours  (actions) . As a result, the work environment improved, and team productivity rose 45% from the previous year  (result) .

Project Management: selection criteria example questions

Selection criteria, frequently listed in position descriptions like the below dot points, usually need a response about your ability to manage projects.

Here’s some  project management  selection criteria you are likely to encounter:

• Highly developed level of knowledge and significant experience in project management and understanding of contemporary project management practices.
• Demonstrated ability to set priorities, pay attention to detail, and deliver quality and accurate results on time in a project / program context.
• Experience in the design, planning and execution of projects which utilise a range of selected tools and methodologies and are underpinned by an understanding of the related discipline.
• Demonstrated ability to manage the daily administrative and secretariat functions associated with supporting projects, with particular experience in project support, procurement and contract management.
• Project management and delivery experience in a transformational and fast-paced environment.

Project management: selection criteria question example

I have demonstrated my ability to apply contemporary project management strategies to effectively deliver key outcomes on time and within budget ( restate the criteria ). I demonstrated this most recently in my role as an IT Project Manager with the Organisation XYZ ( situation ). In this role, I managed the rollout of a new client management system ( task ). To manage the implementation, I first developed a sound procurement plan. This included broad consultation with a range of key internal stakeholders, including sales, marketing, and finance teams. This allowed me to establish minimum capabilities required for the new system. I then approached the market and assessed seven responses against the established system requirements. This allowed me to identify one provider who represented the best value for money. I developed a business case based on this, and the senior executive team approved engaging my recommended provider. I then developed a detail project plan, establishing milestones, key deliverables, transition activities, user acceptance testing, and training programs. I developed this in consultation with the chosen providers as well as the business units to ensure continuity of service. In managing the roll out, I applied contemporary project management principles, rallying the wide range of stakeholders towards critical deadlines through ongoing communication and consultation, while also applying my technical IT capability to resolve issues as they arose. This also allowed me to identify several improvements to sales and marketing workflows ( actions ). As a result, the project was delivered on time and to budget. The improvements I implemented also created significant efficiencies, automating lead and post-service follow ups, which has led directly to increased sales and improvements in user ratings across our website and social media accounts ( result ).

Change management: selection criteria example questions

Selection criteria, like these, need a response about your ability to manage change. Examples are:

• Act with courage to bring change activities to realisation.
• Demonstrated ability to lead and manage change and organisational transformation.
• Demonstrated ability to influence stakeholder participation in change initiatives.

Change management: selection criteria example responses

During my tenure as a Change Management Specialist at DEF Ltd, I was responsible for leading transformational initiatives within the organisation (restate the criteria). Upon my arrival, the company was facing a major transition as it planned to implement a new enterprise software system, which created uncertainty and resistance among employees (situation). As my role was to guide this change (task), I initiated a comprehensive change management plan that started with an organisation-wide assessment of readiness and concerns. I met with various stakeholders, including senior leadership and frontline employees, to understand their perspectives and gather insights. I then developed tailored communication strategies, training programs, and support mechanisms, ensuring that they were aligned with the unique needs and culture of our organisation. I launched a series of workshops, created user-friendly guides, provided one-on-one coaching, and established a feedback loop that allowed continuous improvement and responsiveness to emerging challenges (actions). By orchestrating these efforts, I was able to facilitate a smooth transition to the new system, resulting in 75% adoption within the first three months and a 20% increase in operational efficiency (result).

Collaboration:

Relationship building: selection criteria example questions.

Selection criteria, like the below, usually need a response about your ability to manage relationships:

• Exercise a significant degree of independence and while collaborating with colleagues across the Department and the public sector.
• Manage challenging relationships with internal and external stakeholders.
• Influence and Negotiate: Gain consensus and commitment from others, and resolve issues and conflicts.
• Works with suppliers and staff to create relationships which achieve mutual goals and objectives.
• Ability to build and maintain effective relationships with multidisciplinary team members, patients, and other stakeholders, including participation in relevant networks.

Relationship Building: example response

I build and sustain effective and long-term relationships, and leverage these to achieve key organisational outcomes ( restate the criteria ). I demonstrated this in my current role as a Human Resources Manager with Organisation XYZ, where I managed senior relationships with key internal stakeholders ( situation ). As an example, I negotiated the organisations enterprise bargaining agreement while maintaining a positive organisational culture ( task ). To achieve this, I established a clear strategic direction with senior management in advance of bargaining, and began building critical relationships with key negotiators including the union and smaller representative groups within the organisation. Throughout negotiations, I relied on my detailed working knowledge of the complex workplace bargaining legislation to maintain my reputation as a knowledgeable expert. This included operationalising the good faith bargaining principles, by maintaining reasonable meeting schedules, disclosing information in a timely manner, responding genuinely to proposals, and recognising other bargaining representatives. I also identified key areas of negotiation for management and brought data-driven insights which demonstrated areas for improvement in the current enterprise agreement. For example, I used HR and research data to demonstrate to management that requiring doctor certificates for single sick days did not improve under-attendance but did create a culture of over-attendance. This convinced management of the benefits of changing this policy in the agreement, and allowed me to present the bargaining representatives with genuine improvements ( actions ). As a result of my careful relationship management, I successfully negotiated the bargaining agreement while sustaining positive relationships between all partners ( result ).

Teamwork and collaboration: selection criteria example questions

Selection criteria like the below usually need a response about your ability to work within a team and collaborate with others to achieve outcomes.

• Demonstrated ability to work with a multidisciplinary team including the ability to work collaboratively with all industry stakeholders.
• Demonstrated ability to work either independently or as a member of a team and exercise initiative, judgement, discretion and sensitivity in a workplace subject to work pressures and changes.
• Demonstrated ability to work in a team environment whilst working autonomously to deliver results within specified timeframes set to meet client expectations.

Teamwork and collaboration: selection criteria example response

During my time as Project Coordinator at ABC Corp, I was tasked with fostering collaboration among diverse teams (restate the criteria). Within our department, there were four distinct teams that had historically operated independently, leading to inefficiencies and misunderstandings (situation). To build synergy and collaboration (task) , I initiated a series of cross-team meetings, workshops, and social events to encourage communication and understanding among all team members. I personally facilitated collaboration sessions, where I encouraged open dialogue about each team’s objectives, strengths, and challenges. I worked closely with team leaders to align project goals and ensured that everyone had clear and shared expectations. I implemented regular check-ins, created shared online workspaces, and even coordinated a team-building retreat to foster trust and camaraderie (actions) . Through these focused efforts, the teams were able to work together seamlessly, share resources effectively, and achieve a 30% reduction in project completion time, leading to a more innovative and productive work environment (result).

Partnership building: selection criteria example question

Partnership selection criteria questions could look like:

• The ability to forge lucrative and mutually beneficial partnerships.
• Proven ability to establish and maintain partnerships at all levels of the organisation.
• Proven ability to achieve buy-in from important partners.

Partnership building: selection criteria example response

In my role as Business Development Manager at STU Tech, the task of establishing and nurturing strategic partnerships was central to my responsibilities (restate the criteria) . When I took over the position, I identified that the company had limited collaboration with industry partners, which was hindering our growth and innovation potential (situation). Recognising the necessity to forge strong partnerships (task), I set out to identify potential allies aligned with our business goals and values. I initiated meetings with key decision-makers, understanding their needs, and aligning our mutual interests. I worked closely with our legal and product teams to draft partnership agreements that were fair and mutually beneficial. I also implemented regular check-ins, joint marketing initiatives, and collaboration on product development with our partners. I made a point to attend industry events, maintaining a network that could lead to future partnerships, and always keeping an open line of communication (actions) . As a direct result of these partnership-building efforts, our company expanded its market reach, improved its product offerings through collaborative innovation, and increased annual revenue by 15% (result).

Communication:

Communication: selection criteria example questions.

Communication are separated into non-verbal, verbal, and written. 

Selection criteria like the below usually need a specific response addressing each of these three ways of communicating :

• Presenting and Communicating Information – Speaking clearly and fluently, expressing opinions, making presentations, responding to an audience, showing credibility.
• High-level report writing and written communication skills. 
• The ability to communicate effectively and work collaboratively within a team.
• Superior communication and customer service skills.
• Capable of explaining technical concepts to non-technical stakeholders with the ability to tailor the communication style to the audience.

Written communication: selection criteria example responses

In my role as Communications Specialist at GHI Inc., I was charged with enhancing the effectiveness of our organisation’s written communications (restate the criteria) . At the time, the company was struggling with unclear messaging and inconsistencies across various channels, leading to confusion among both clients and internal stakeholders (situation) . Recognising the need for clarity and cohesion in written communication (task), I conducted a comprehensive review of all existing written materials, including emails, reports, marketing collateral, and web content. Based on my findings, I developed a unified style guide that reflected the company’s brand voice and tailored guidelines for different audiences. I led workshops to train staff in effective writing techniques, provided individual coaching, and implemented a peer-review system to ensure quality and coherence. I also created templates and examples for common communication scenarios and made myself available for consultation on critical documents (actions). These efforts led to a significant improvement in the clarity and professionalism of our written communications, resulting in increased client satisfaction scores and a 25% reduction in internal queries and misunderstandings related to communication (result).

Verbal communication: selection criteria example

As a Customer Service Manager at JKL Enterprises, I recognised the vital importance of clear and empathetic verbal communication (restate the criteria). When I assumed my position, customer satisfaction rates were declining, and analysis indicated that the root issue was misunderstandings and dissatisfaction with the way information was verbally conveyed (situation). I set out to enhance our team’s verbal communication skills (task) by conducting a thorough evaluation of current practices, listening to recorded calls, and identifying specific areas for improvement. I designed a series of training sessions focusing on clarity, tone, active listening, and effective questioning techniques. I personally facilitated role-playing exercises, provided constructive feedback, and encouraged team members to practice these new skills. I also instituted regular team meetings for sharing best practices and created an open-door policy for individual guidance (actions). By fostering a culture of excellence in verbal communication, customer satisfaction rates increased by 40%, and employee confidence in handling complex customer inquiries grew significantly (result).

Non-verbal communication: selection criteria example

During my tenure as a Human Resources Specialist at MNO Company, I identified the need to focus on non-verbal communication within the organisation (restate the criteria). I noticed that misunderstandings and tensions were occurring, not due to what was being said, but how it was being conveyed through body language, facial expressions, and tone (situation) . Seeing the opportunity to improve these non-verbal cues (task) , I conducted a series of workshops aimed at raising awareness of the importance of non-verbal communication. I started by evaluating current employee interactions, then designed customized training materials focusing on body language, eye contact, posture, gestures, and tone of voice. I engaged the staff in interactive exercises, provided video examples, offered personal coaching, and encouraged reflection on how non-verbal cues could affect their daily interactions (actions) . As a result of this concentrated effort, employee surveys showed a 35% improvement in interpersonal relationships, and the company saw a notable enhancement in teamwork and collaboration across departments (result).

Strategic thinking: selection criteria example questions

Expertise can be judged in a number of ways, but our ability to think strategically marries our knowledge  with our capabilities to achieve outcomes for an organisation. 

For that reason, strategic thinking will sit under expertise.

Selection criteria like the below usually need a response about your ability to think strategically at the junior level:

• Be aware of how your work contributes to team, branch, and organisational priorities.
• Demonstrated ability to review and analyse data to make sound evidence-based decisions and problem solve in line with current legislation with minimal supervision.
• Demonstrate the ability to “think outside the box” to service clients’ needs whilst adapting to change.

Selection criteria like the below usually need a response about your ability to think strategically at the senior level:

• Create and share a vision by leading and translating the strategic direction.
• As a leader, you will set strategic corporate direction and apply astute judgement, a strong focus on results, and the ability to solve complex issues to build organisational capability.
• Demonstrated experience implementing critical business solutions in an operational environment, managing organisational change & the realisation of organisational benefits.

Strategic thinking: selection criteria example response

While serving as the Strategic Planner at PQR Corporation, my role required me to apply strategic thinking to steer the company through a rapidly changing market landscape (restate the criteria). During a critical time, competitors were outpacing us with innovative products, and we were losing market share (situation). To counter this trend and position the company for growth (task), I embarked on a comprehensive analysis of the market, competition, internal capabilities, and emerging trends. I consulted with cross-functional teams, industry experts, and key stakeholders to gather insights and conducted SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis. Collaboratively, I designed a forward-looking strategic plan that identified new growth opportunities, including potential partnerships, product diversifications, and market expansions. I created detailed roadmaps, established key performance indicators (KPIs), and fostered a culture of ongoing strategic review to ensure alignment and agility (actions). Through these strategic thinking initiatives, the company successfully launched three new product lines, entered two new markets, and increased revenue by 20% over the following two years (result).

Organisational:

Time management: selection criteria example question.

Time management questions might look a bit like:

• Ability to manage a range concurrent priorities in time-pressured environments.
• Proven ability to achieve concurrent timeframes and manage own priorities.

Time management: selection criteria example response

As a Project Manager at VWX Services, mastering time management was key to my ability to deliver complex projects on schedule and within budget (restate the criteria). When I took charge of a critical project that had multiple interdependent phases and a strict deadline, I observed that previous delays had caused a tight and potentially unmanageable timeline (situation) . I knew that precise time management would be essential to success (task), so I meticulously analysed each phase of the project, identifying potential bottlenecks and opportunities for parallel execution. I created a detailed project timeline, assigning realistic deadlines and clearly communicating them to the team. I implemented daily stand-up meetings to monitor progress, used project management tools to track tasks, and prioritised activities according to their criticality. I also provided one-on-one coaching to team members who needed support in managing their time efficiently and built contingency into the plan to account for unexpected delays (actions) . My rigorous focus on time management led to the successful completion of the project two weeks ahead of schedule, pleasing our client and contributing to a 10% profit increase for our department (result).

Process improvement: selection criteria example question

Process improvements salvage wasted resources, streamline processes, and improve the overall business. Selection criteria questions for process improvements look like:

• Demonstrated ability to lead improvement projects.
• Demonstrated ability to identify resource saving measures.
• Demonstrated continuous improvement knowledge and experience. 

Process improvement: selection criteria example response

As a Process Improvement Analyst at YZA Manufacturing, my main objective was to identify and implement efficiencies within our production line (restate the criteria). Upon review, I discovered that certain outdated practices were causing bottlenecks and increased costs within the manufacturing process (situation). Committed to enhancing our operations (task) , I employed methodologies such as Six Sigma and Lean Manufacturing to analyse current workflows and identify areas for improvement. I gathered data, interviewed staff, observed production firsthand, and used process mapping techniques to visualise existing practices. Collaboratively working with the production team, I developed and tested new procedures, eliminating unnecessary steps, automating manual tasks where possible, and reorganising the production layout to minimise travel time between stations. I also provided training and ongoing support to ensure that employees were comfortable with the new processes (actions). Through these process improvement efforts, the production line’s efficiency increased by 25%, resulting in a reduction of waste by 15% and an overall cost savings of 20% for the company (result) .

Problem Solving:

Problem solving: selection criteria question example.

Problem solving selection criteria questions might look a little like this: 

• Demonstrated ability to produce solutions to a range of problems.
• Ability to solve complex IT problems.
• Ability to research to source information for decision-makers.

Problem solving: selection criteria response example

As a Lead Engineer at BCD Technologies, my role required constant problem-solving to overcome technical challenges (restate the criteria) . During the development of a key product, we encountered an unexpected issue with our software that threatened to delay the launch and increase costs significantly (situation) . Recognising the urgency and complexity of the problem (task) , I assembled a multidisciplinary team and led a systematic investigation into the root cause of the issue. I encouraged collaborative brainstorming, fostered an environment where all ideas were welcomed, and utilised analytical tools like failure mode effect analysis (FMEA) to evaluate potential solutions. Through rigorous testing and iterative refinement, we were able to pinpoint the problem and develop a creative solution that not only resolved the immediate issue but enhanced the overall performance of the product. I made sure to document the process and learnings for future reference, and maintained open communication with stakeholders throughout the process to manage expectations (actions) . Thanks to our focused problem-solving efforts, we were able to launch the product on time, achieving a 15% higher performance benchmark than initially targeted, and receiving high praise from both clients and internal stakeholders (result) .

Research and analysis: selection criteria question example

Research and analysis is ultimately about finding a solution to a problem. Selection criteria examples for this look like:

• Ability to conduct research and make factual, independent decisions which comply with legislation.
• Proven experience managing research and development opportunities.
• Proven experience making commercially sound decisions from research and analysis of financial information

Research and analysis: selection criteria response example

In my role as a Research Analyst at EFG Pharmaceuticals, I was responsible for conducting critical research to inform the development of new medical treatments (restate the criteria). During the preliminary phase of a significant project aimed at finding a cure for a specific disease, we were faced with an overwhelming amount of data from various sources and needed a coherent analysis to drive our next steps (situation). Tasked with synthesising this information (task) , I designed a comprehensive research strategy, incorporating both qualitative and quantitative methodologies. I gathered and critically analysed data from clinical trials, academic journals, competitor studies, and patient interviews, utilising statistical tools and specialized software. I collaborated with cross-functional teams, ensuring that the research was aligned with our project goals, and provided ongoing updates to the stakeholders. My work included identifying trends, drawing insights, formulating hypotheses, and presenting findings in easily digestible formats tailored to different audiences (actions). Through this rigorous research analysis, we were able to identify promising paths for development, leading to a successful phase-one clinical trial and attracting significant investment for further research (result).

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Candidate Selection - Criteria, Process, and Examples

If you want to get the very best for your organization, then picking the best candidates is going to be key. Good recruitment is the cornerstone of any successful business, and we will have all had experiences from a candidate’s perspective on what a good process and a bad selection process can look like. 

As you will discover in this guide, selecting a good candidate for the open position can be a tricky one and understanding just how important the selection process is to the success or failure of your work or organization is equally important. Remember, up to 85% of job applicants lie on their resumes. Without effective candidate selection tools in place, your business risks making bad hires.

In this guide we are going to discuss candidate selection, why it is important, the criteria you can use, common mistakes and how to improve your candidate selection process. 

What is candidate selection?

Candidate selection is the process of finding the right person to fill a given position at your organization. Importantly it covers all steps from initial resume screening to making a final hiring decision and preparing a job offer. It can include skill assessments, an interview, and a background check. Candidate selection is also part of the process required to evaluate job applications and CVs. 

The whole process will follow the usual steps which include things such as, application, candidate screening, candidate pre-selection, assessments , interviews, background checks, decision making and finally, job offers. 

Candidate screening - which can be commonly misunderstood as candidate selection - is where you either manually sift through CVs for good candidates or use application based technology to highlight any particular candidate based on the criteria you set - i.e. years of experience or keywords in the resume that may stand out. 

Candidate pre-selection is where you get to look from the shortlist provided from the screening phase in order to then bring in the candidates you want for further assessments or even begin the interview process if you have used assessments in the screening stage. 

Why is the candidate selection process important?

Good candidate selection is based on effective recruitment that happens from the get go. Being able to screen candidates, understand their level of skills, understanding of the role and even the abilities they have on a personal level is going to make the difference in finding a suitable employee. 

But candidate selection is important for many other reasons as well. As highlighted in the introduction, as many as 85% of job applicants lie on their CVs and that without the correct level of screening or procedures to find a suitable candidate, there is a risk of making bad hiring decisions which can cost the company time, money and even potential legal issues the further it develops. 

Finally, making a bad hiring decision can be bad for your organization but it can also be bad for the candidate as well. 

Candidate selection criteria

We have come to understand that finding the best candidate is not the easiest job and that making critical mistakes in this area can really have an impact on the future success of the business. That’s why being able to develop your own candidate selection process is essential but also why things such as qualifications, skills, knowledge and experience included in the person specification, form the basis of the selection criteria used throughout the selection process.

You need to be able to establish the criteria that is going to be used throughout the selection period. From the initial person specification in the job description through to making the job offer. 

This is why developing the appropriate selection criteria, often referred to as the person specification, is a crucial part of the whole recruitment process . Think of it like picking the most ideal person for your sports team or for a home project - you want to match what is required with the person that can achieve it. 

So what are the typical candidate selection criteria that you can use for your own process? Here are just some ideas.  

What’s essential for the role vs what’s desirable

Essential criteria are the qualifications, experience, skills or knowledge you must have to apply for a role. For example, filling the role of a database engineer will require someone who has the knowledge of this specific area of I.T. They will also have the necessary skills or knowledge to be able to complete tasks. 

Desirable criteria are skills and experience that an employer would prefer - following from the example above, this would be things such as a wider area of knowledge in I.T to be able to support other areas in the business or it could even apply to softer skills such as presentation abilities.

The realistic experience / skills / qualifications needed

Every business wants a superstar in their team. Every business wants someone who can hit the ground running and be able to solve problems or push the business forwards in leaps and bounds. This isn’t always possible though as expectations can sometimes out match what is being offered - or is truly required. 

For example, if you are recruiting from graduate level you will be trading off experience for skills and qualifications. If you recruit from a senior perspective, you may be trading off what you can offer in monetary terms vs all the years of experience, skills and qualifications. 

What’s needed for the future

You have to think about future proofing your business and your employee skill based requirements as well. Do you need someone who has the knowledge or the ability to learn the required knowledge to help the business in the future? Can you identify candidates with skills that can be adapted for other roles?

Any specialist skills / attributes required

There will be very specific criteria within the business or the recruiting managers area that needs addressing. What do you need from the ideal candidate that will allow them to complete the work required in the role? Answer that question to then include in the person specification. 

Metrics and measurements used in the selection process

The point of using metrics to measure the recruitment process is so that it can give you and your organization a view of what you are doing well and what you need to do to improve the candidate experience.

You want to create a positive candidate experience, which makes it easier for your employer brand to be able to attract the best candidates.

Using several different key metrics, depending on how and what you like to measure, being able to clearly identify what you want to measure is key. For someone who is new to key metrics and HR analytics, it can be difficult to keep track and understand what the different metrics are.

We are going to take a closer look at some of the metrics that can be used to measure the candidate selection and recruitment process, with a short explanation of each.

The summary will specify what the key metrics mean, why they are useful and most importantly, how you calculate them in order to be able to work with them today and take your candidate experience to a new level.

Application completion rate

This measures how many started applications are completed.

Understanding the quality of the application process and making sure that you do not lose candidates even before the applications. If you are not scoring highly, this would indicate that you have too much of a complicated application process. 

Calculate by taking the number of started applications vs the number of completed applications. 

Time to fill the role

Measures the number of days it takes to fill an open position, from the date a job requisition is posted to the date a new hire accepts the position. This metric is often expressed as an average number of days when divided by the total number of hires or positions filled.

Calculate this by taking the average time for the number of days it took from the first contact with a candidate until the candidate leaves the process.

90 day & first year attrition

It’s sensible to assume that if new hires are leaving within the first three months, that's the sign of a bad hire. The estimated costs of a bad hire differ between sources but can be between 50% to 200% of their annual salary. 

You want to analyze this figure carefully so that you are not creating a more critical HR incident and ensure that your selection, onboarding and management of new hires is done with care and attention. 

This is also applicable to the 1st year attrition rate which has less of a financial implication but equally shows areas for improvement.

Candidate experience

Candidate experience is based on the metric of how long your candidate will choose to join your organization. Naturally, candidates would have a time to hire of two weeks rather than two months. A faster time to hire will lead to a better candidate experience. 

Measure this through regular assessments, attitudes and feelings towards the company and so on.

Selection process funnel effectiveness

Your recruitment process goes through a funnel with multiple steps, and knowing the effectiveness of those steps, helps. 

For example, you don’t want 50% of your 100 applicants to pass through the interview stage otherwise you will have a very long winded process taking too much time. Yield ratio is a valuable way of analyzing how effective your candidate selection process is. Yield ratio is a recruiting metric that indicates the percentage of candidates that move from one stage of the recruitment process to the next.

Quality of hire

How well is a new hire performing after a year in the job? This is usually rated by their manager in an annual performance appraisal. If the quality is consistently good, it is an indication that the selection process works.

Candidate net promoter score (CNPS)

This measures the candidate experience during the recruitment process. 

A good candidate experience increases the chance for candidates to re-apply if they didn’t get the job first time round or recommend others to your recruitment needs. 

You want to better understand from candidates just how likely it is that you would recommend Brand X to a friend or a colleague. If the candidate answer 0-6 they are a Detractor, 7-8 are Neutral, 9-10 or Promoters. The CNPS results are shown on the range -10

First year churn

This is a measure of how many new hires quit within the first year.  You want to ensure that the quality of your hire is reflected in how effective your recruitment is. Important to maintain competency within the organization.

Calculate this by counting the amount of new-hires who quit within the first year / Amount of new-hires.

Common mistakes and pitfalls in candidate selection

There is a need for organizations to be aware of common mistakes and pitfalls in the candidate selection process in order to avoid them. By doing this early in the selection processes, you can avoid costly mistakes. 

These common mistakes can include:

Unstructured candidate selection process creates a bad impression

The candidate can feel that they are being overlooked or treated unfairly throughout the whole process. Things like taking too long between interviews, not sending across the correct assessment documents or being completely unstructured during an interview can leave candidates feeling disillusioned with the role. 

Unstructured processes are not scalable

The less structure, the less possibility to extend this across the business. You want a uniform process that any department can pick up and manage. 

Roles often require role-specific selection processes

This is what skills assessment tests are specifically for - especially in some very technical or engineering roles where the role is predicated on having the necessary knowledge to complete the task at hand. Taking into account role related skills, competencies, experience, qualifications etc.

Long, drawn out selection processes lose candidates

If you leave the interview stages with months in between, you risk losing a candidate because they have lost interest in either you, the role or they had a business willing to invest in their time and potential. 

Never discount the data

Some recruiters and managers rely on their ‘gut instinct’ rather than data. This can lead to mis-hires. Think about how standardization can limit this process, you are basing ideas on who has the more skills, problem solving solutions or criteria that you can measure freely from the selection process. 

Overlooking candidate experience

Clearly, finding someone with experience is important and can help with the general business as well. A mentor's voice for younger or inexperienced candidates is a prime example of this. But the whole selection process needs to have a sense of experience and not just simply overlooking it.

Failing to take up references

It has been noted that selection processes sometimes fail to check prospective employee references and background checks. This is a dangerous tactic as this phase of the selection checks can reveal how truthful the candidate has been or if they have the necessary skills or knowledge to deal with the role. 

Elements of the candidate selection process

The candidate selection process can be broken down into these steps / stages.

Application

• A candidate’s initial application is used in the selection process
• You are waiting for the candidates to reply to a job advertisement. This is a passive process

Resume screening

• Reviewing lots of CVs is time consuming and error prone
• You need a CV review process, something that can make the process run smoother and minimize errors
• You may select a digital screening platform to do this part of the selection
• Reviewers need to be aware of inaccuracies and lies in CVs.
• Note aspects to assess further at the interview stage

Skills assessment testing

There are many ways to perform skills assessment exams and dependent on where you have selected the candidates into their respective piles - “promising”, “maybe”, and “disqualified” (naturally, the last ones will not be sent a skills assessment) 

A skills assessment is a standardized way to understand just where the candidate's skill level is and what can be done to best measure against other candidates. 

There are a variety of skills tests that may be used such as: 

• Cognitive ability tests - e.g., reasoning, perception, memory, verbal and mathematical ability, and problem solving
• Numeracy tests - it is designed to assess the testee's ability to manipulate basic mathematical concepts without the help of a calculator
• Language tests - this is the practice and study of evaluating the proficiency of an individual in using a particular language effectively
• Problem solving assessment - problem-solving abilities can be assessed in three ways: by asking for examples of times when you previously solved a problem; by presenting you with certain hypothetical situations and asking how you would respond to them; and by seeing how you apply your problem-solving skills to different tests and exercises
• Role-specific skills assessment - a role specific skills assessment is based on a skills assessment but only for the role being applied for

Screening calls

• Screening calls might be carried out by telephone / video-call - this is becoming more common as it helps to speed up the total assessment phase
• This helps to save time for everyone involved and give assessors the information to make a decision
• They enable both candidates and prospective employers to ask useful questions about the role, the business and what is expected of successful candidates
• The formal interview stage comes after a lot of candidate selection and shortlisting has already been carried out - minimizing wasted time
• The interview stage is the most expensive in this process - hence the need for efficiency in the previous stages
• Video interviews help to cut costs and also make interviewing more accessible for those that can not afford travel costs
• There is a need for candidates to sometimes undergo multiple interviews - and these interviews will have different specific requirements to be checked off

Background checks

• There is a need to carry out pre-employment background checks. They are hugely important to the success of the candidate and of the business
• For some roles (e.g. teaching, coaching, working with children or special needs patients), background checking is mandatory

Reference checks

• Be sure to check all references and that the candidate hasn’t lied about previous experiences or where they have worked
• Although this stage has been listed at the end - it is often best carried out before the interview stage as it provides useful feedback that can be used in the interview

Once completing this process, it's time to make a decision (or decisions). It’s not all about the candidate with the best qualifications and relevant experience - future needs must also be considered. What direction is the business going? What are going to be the necessary things to pay attention to in the future that the candidate needs to be equipped or qualified to do. 

There is also a case of understanding the candidate’s attitudes, positivity, drive and inclination to learn must also be considered. The process will end with a job offer(s) going to the best candidate(s).

How to improve your candidate selection process

There are some practical recommendations that can be used to improve an existing selection process. For example these can include: 

Review and revise your current selection process

• Make certain the process is up to date and include video call and interview stages

Optimize the application process

• Recognize that the job vacancy / application is likely to be the first point of contact for many prospective candidates
• Aim to give them a great experience and first impression

Get more from screening calls

• Pre-prepare with a list of questions
• Recommend to candidates that they too draft some questions they want to ask
• Be sure to have read the candidate’s resumes and possibly derived some references
• Do a search of their LinkedIn profile to get an understanding of their qualifications and skill base as sometimes this is more up to date than their CVs

Make the interview process more objective

• As noted - interviews are the most expensive stage in the selection process
• Aim to keep the number of interviews to a minimum
• Use structured questioning
• Provide candidates with interview details including:

- Interview duration - Interview scope - Details of those present (name / roles etc.) - Date and time - Location - What the candidate should bring along / be prepared with (e.g. questions they might want to ask).

Conclusion 

If you want to get the very best for your organization, then picking the best candidates is going to be key. Good recruitment is the cornerstone of any successful business, and we will have all had experiences from a candidate’s perspective on what a good process and a bad selection process can look like.

Candidate selection is important for many other reasons as well. As highlighted in the introduction, as many as 85% of job applicants lie on their CVs and that without the correct level of screening or procedures to find a suitable candidate, there is a risk of making bad hiring decisions which can cost the company time, money and even potential legal issues the further it develops. 

Turn to assessment tools to help give you a balanced, non-biased idea of a potential employee's characteristics and capabilities and be sure to log the best candidates in a tool that will help identify talent for the future of your business. The Thomas Recruitment platform helps your business by bringing together a candidate’s whole portfolio via specialized recruitment tests . From C.V. to assessment scores and for eventually successful candidates, the onboarding process. 

If you would like to find out more, please speak to one of our team .

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10 selection criteria examples for your resumé

When you’re browsing job ads, you’ll notice that many of them ask you to  respond to selection criteria in your cover letter. But what are they exactly? They’re the skills, knowledge and qualifications the employer thinks are essential for succeeding in the role. 

By addressing these criteria in your cover letter, you can improve your chances of advancing to the next stage of the recruitment process . In this article, we explore more about what ‘key selection criteria’ is, look at common criteria on job ads, and provide a selection of criteria response examples you can use as a guide for your cover letters.

What is ‘key selection criteria’?  

Key selection criteria are the qualities, skills, knowledge and experience that a job seeker needs to be able to perform in a role. A list of key selection criteria on a job ad tells you which attributes the employer thinks you need for the position. This list allows hiring managers to efficiently assess the job applications they receive.

As a job seeker, it’s important to pay attention to the key selection criteria of every job you apply for, to figure out whether you’re a good fit for the role. If you match these criteria, you can use the selection criteria list as a guide when preparing your job application, to ensure you address the job role’s essential requirements.

Common types of key selection criteria 

There are different types of key selection criteria, often categorised into three main groups: technical skills, soft skills and personal attributes. By addressing each of the different types of key selection criteria, you can show the hiring manager that you’re suitable for the role.

1. Technical skills 

Technical skills refer to specific knowledge and abilities required to perform particular tasks. These are often acquired through education, training or previous work experience and are directly related to the job’s duties. 

Examples of technical skills include:

• Proficiency in software like Microsoft Office or Adobe Creative Suite
• Familiarity with coding languages such as JavaScript and Python for technical roles
• The ability to operate specialised equipment (tools, machinery, medical equipment, electrical appliances, etc.)

2. Soft skills 

Soft skills are interpersonal skills that determine your ability to work and interact with others. While soft skills are less tangible, they’re just as important as hard skills, and essential for successful teamwork, stakeholder management and problem solving. 

Sought-after soft skills include:

• Communication skills, including both verbal and written
• Leadership and team-building skills  
• Time management and organisational abilities

3. Personal attributes 

Personal attributes are traits or qualities that shape how you approach work and collaboration. These are often reflective of your work ethic, attitude and personal values . 

Examples of valuable personal attributes include:

• Adaptability, or how you adjust to changes or handle unexpected challenges
• Attention to detail, or your ability to do accurate, error-free work
• Resilience shows that you can overcome setbacks

10 key selection criteria examples  

After identifying the job’s key selection criteria, it’s important to tailor your application to suit. Here are some common criteria often listed in job descriptions, along with a few tips for addressing selection criteria, with examples.

Communication skills 

Communication skills refer to your ability to clearly convey information, verbally and in writing, to different audiences. They’re important across a range of roles whether you’re working as part of a team, liaising with clients or customers, or taking on a leadership role .

Here are a couple of examples addressing selection criteria to do with communication.

I have a high level of communication skills, both verbal and written. In my previous role, I was often meeting facilitator and took minutes for my team’s weekly meetings. I also attended departmental meetings, providing updates on project milestones and addressing questions from stakeholders.

During my time as a customer service representative, I demonstrated exceptional verbal communication skills when dealing with guests. In most instances, I was able to diffuse situations by working with the customer to understand their issue and provide a resolution without escalating to my manager.

Strong analytical and problem-solving skills 

Analytical and  problem-solving skills refer to your ability to analyse situations, identify underlying issues, and implement practical solutions. Employees with strong analytical and problem-solving skills can help improve efficiency and productivity in their workplaces. 

My current role as a project manager requires strong analytical and problem-solving abilities. My responsibilities include identifying bottlenecks and testing solutions to streamline our workflow. 

Ability to work well under pressure 

When you work well under pressure, you’re able to maintain performance standards and manage priorities in challenging situations. These skills are important in the workplace for meeting deadlines while maintaining work quality. 

My current role as a graphic designer frequently involves juggling competing projects. To keep my work quality high, I have developed strategies to help me prioritise, and I truly enjoy the excitement and energy of working in a fast-paced environment. 

Demonstrated leadership skills 

Leadership skills refer to your ability to guide, motivate, and inspire a team toward achieving organisational goals. Whether you’re looking to move into a leadership role or wanting to take the lead on a project, leadership skills can help advance your career .

I have proven leadership skills, demonstrated in my last two roles, where I have led teams to exceed their KPIs. I currently manage a five-person team, delegating tasks, overseeing work, and encouraging collaboration, to meet and exceed project milestones. I have the lowest staff turnover rate of any team leader in my company. 

Commitment to continuous professional development 

Many employers value continuous professional development . Showing a commitment to lifelong learning shows that you’re proactive in developing your skills and knowledge, and will work to keep yourself an asset to your employer. 

I am dedicated to continuous professional development, actively seeking opportunities to improve my skills and knowledge in my field. I regularly attend workshops, webinars and industry conferences, and have a list of recent certifications. 

Technical proficiency 

Technical proficiency involves possessing specific technical skills or knowledge relevant to the role. This varies depending on your industry, with each role requiring specific skills and knowledge. 

I regularly update my skills through online courses and on-the-job training. I believe it’s important to stay informed about advancements in my field and also to contribute my own knowledge to help others. I keep up to date by subscribing to industry newsletters and attending local workshops. 

Ability to work as part of a team 

Effective collaboration involves working with others to achieve common goals. It’s important for all workplaces, because it means you’re an easy person to work with. Ability to work as part of a team includes things like supporting colleagues and keeping an open mind about others’ perspectives.

I believe I work best as part of a collaborative team, paired with other professionals who inspire and support each other. I have years of experience working in teams with diverse backgrounds and from different disciplines, and genuinely enjoy the social aspect of collaborating with others.

Effective time management 

Time-management skills are highly valued by employers. They refer to your ability to prioritise tasks and use your time efficiently to meet deadlines. Not only does this help improve the quality of your work, but it can also help reduce stress . 

Through years of being a private tutor, I have developed excellent time-management strategies, allowing me to book up to 20 students per week without sacrificing the quality of my teaching. I have many long-term students that I have helped throughout entire degrees to graduation.

Attention to detail 

Attention to detail means performing tasks with precision and accuracy. By paying attention to the finer details, you can reduce the chance of errors and produce higher quality work. 

I am detail-oriented and take pride in my work, paying close attention to small details and often picking up small errors that other people miss. 

Adaptability and flexibility 

Flexibility is a personal attribute that is highly valued among employers, so it’s often worth demonstrating your capability to adjust to new challenges, work in unpredictable conditions, and adapt to changes in the workplace. Example:

I am a flexible and adaptable worker who welcomes new challenges. I’m always open to learning new skills and processes, as demonstrated by my role as unofficial team trainer in my current position. I’m always the first to volunteer upskilling my co-workers.  

As a job seeker, it’s essential to identify the selection criteria listed in a job ad, and address each point in your job application. Pay close attention to what the hiring manager is asking for and adjust your resumé and cover letter to include these specifics. By matching your application to the selection criteria, you’ve got a better chance of making it through the application stage to an interview.  

What is the best selection criteria? 

The best selection criteria will depend on the role as well as the objectives and values of the hiring company. The best selection criteria to have are the ones that match the requirements and objectives of the job, as listed in the ad. 

What should be included in selection criteria? 

Selection criteria should include specific attributes, qualifications, skills and experience deemed essential or desirable for a job. The selection criteria should address all relevant aspects of the role: qualifications, experience, skills and personal attributes. 

What are the five selection criteria?  

Selection criteria typically fall under five categories, including:

• Qualifications
• Technical skills
• Soft skills
• Personal attributes

How do you answer key selection criteria in a cover letter? 

When answering the key selection criteria in your cover letter, use the STAR approach. The below example of key selection criteria responses for a cover letter demonstrates how you can use this method: 

• Situation: describe the situation where you used the skill/attribute.
• Task: follow that with the task or the role you played.
• Action:  explain the actions you took to address the situation or task.
• Result:  detail the outcome or impact of your actions, emphasising any achievements or successes.

How many kinds of selection criteria are there? 

There are a number of different types of selection criteria that fall into broad categories: qualifications, experience, technical skills, soft skills and personal attributes. Some positions might also have selection criteria that relate to ethical values or employee background.

What are selection criteria used to assess? 

Hiring managers use selection criteria to assess whether a job seeker’s qualifications, skills, experience, knowledge and personal attributes match the requirements of the position. 

For example, if you’re applying for a government position, common government selection criteria examples include:

• A bachelor’s degree or higher
• A clean background check (no criminal history)
• Working with Children Check (for the education sector)
• Australian citizenry
• Experience working in a large, complex organisation
• Strong computer literacy (for office positions)
• Stakeholder management

What are some examples of selection criteria? 

Here are some examples of selection criteria:

• Qualifications:  possesses a relevant degree, certification or qualification in the field.
• Technical skills: proficient in programming languages, including Python, Java and C++.
• Personal attributes:  analytical, adaptable, empathetic, creative, self-motivated.

How do you answer key selection criteria questions?

Answering key selection criteria requires a structured approach to ensure you provide relevant examples that demonstrate your suitability for a role. Start by understanding the selection criteria and identifying examples that match. From here, you can use the STAR approach to tailor your answer. Provide clear evidence of your accomplishments and keep your response concise.  

How can I spot key selection criteria hidden within a job listing? 

Selection criteria are either listed separately in a job ad or written into the job description. Look for recurring phrases or keywords, like ‘required skills’, ‘ideal applicant’, ‘ability to…’, and ‘proficient in’. This language often indicates key selection criteria. 

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Selection methods

Reviews candidate assessment methods as part of the recruitment process, focusing on interviews, psychometric tests, skill-based assessment tasks and assessment centres.

Selecting staff has two main stages: shortlisting and assessment. In both stages employers should ensure that their selection methods treat candidates fairly, without discrimination or bias, and that selections are made based on the candidate’s ability to perform the role, contribute to the organisation and their potential for development.

This factsheet focuses on the assessment stage of the selection process for the employer and candidate, including the methods of interviewing, psychometric testing, skill-based assessment tasks and assessment centres. 

• How are job candidates selected
• Selection process considerations
• The role of selection interviewing
• Psychometric testing
• Assessment centres
• Using references
• Useful contacts and further reading

Selecting candidates involves two main processes: shortlisting, and assessing applicants to decide who should be made a job offer. This factsheet focuses on assessment using interviews, psychometric testing, skill-based assessment tasks and assessment centres. For more on the recruitment process generally, see our recruitment factsheet . Our  Recruitment and selection law Q&As  for CIPD members give more details on UK law.

Recruitment processes should be designed to reduce the influence of bias. Clear, objective, structured, and transparent processes are fairer for candidates, supporting more equal outcomes. These processes also enable employers to attract more diverse talent pools and to select the most suitable candidates for the role. Even small changes to processes can have a big effect on who applies and who is selected, as well as improving the candidate experience. See our employer and people manager guides to inclusive recruitment. 

There’s a range of factors to consider when choosing a selection method, including the role itself, available resources and the method’s validity. Some methods are more reliable than others in predicting performance on the job, but may be more resource intensive to administer. Whichever method is used, the candidate experience and length of recruitment process is important.

Recruiters should tell candidates in advance what to expect from the selection process, including how long it will take, what technology, if any, will be used, the type of assessment they will undergo, and ensure the process is not unnecessarily long. Instead of waiting for applicants to request reasonable adjustments to the recruitment process, explicitly and proactively ask all applicants if they would like to request any once applications have been submitted. Reasonable adjustments are often considered once a candidate has been hired for the role. However, offering these modifications during the recruitment stage can support a more diverse range of candidates to participate in the recruitment process – see our guidance on inclusive recruitment and neurodiversity, as well as our  guidance with Disability Confident  and supporting neurodiversity in the selection process.

Technology plays an increasingly important role in recruitment ranging from attracting candidates through to the selection process and then digital work itself, as remote and hybrid working are common. Online recruitment can mean employers receive large numbers of applications, which automation can help to manage.

Our  Resourcing and talent planning survey found that 80% of organisations say their use of technology in the recruitment process has increased as a consequence of the coronavirus pandemic. Organisations report increasing benefits from this, including increased accessibility for candidates. In our most recent survey, a higher proportion say that their use of technology has improved candidate experiences and sped up the recruitment process. Organisations must, however, assess any technology before adopting it, making sure it’s been robustly tested, provides a good candidate experience, and is fair and inclusive. There’s more in our factsheet on Technology, AI and the future of work . Also, we offer learning points on leveraging technology to improve recruitment in our  Using technology to improve hiring and onboarding  article.

The CIPD Inclusive recruitment guides for organisations and managers , written by the Behavioural Insights Team, provide recommendations for five key areas of recruitment and contain practical evidence-based actions, aligned with international standards for inclusion and diversity, which employers and hiring managers can implement to make the recruitment process more inclusive. 

A head for hiring: the behavioural science of recruitment

Provides practical tips for avoiding bias in recruitment, attracting applicants, improving the candidate experience, and making better hiring decisions.

After a short-listing process, interviews are very widely used in the selection process.

For the employer, the interview is an opportunity to:

• Gauge candidates’ experience and ability to perform in the role.
• Explain the employee value proposition, including learning opportunities and employee benefits.
• Give the candidate a positive impression of the organisation as a good employer.

For the candidate, the interview is an opportunity to:

• Understand the job and its responsibilities in more detail.
• Ask questions about the organisation and the employee value proposition.
• Decide whether they would like to take the job if offered it.

Use structured interviews 

Structured interviews involve asking a predefined set of questions, in the same order, to all candidates. Candidate responses are then scored using consistent criteria against a set of pre-agreed criteria for each question. For example, a question might test whether a candidate is knowledgeable about the risks of a particular process. They could then be scored based on how many risks they identified, whether they covered key stakeholders in their risk assessment, or similar factors. 

Using structured interviews is an effective way to minimise bias and ensure there is a level playing field for candidates from marginalised groups. They make it easier for the interview panels to make direct and fair comparisons between candidates, using objective criteria. 

Elements of a well-structured interview 

A structured interview should incorporate the following elements: 

• Develop a set of questions and scoring criteria for use in the interview. During the interview, ask all candidates the same questions in the same order and score responses according to the objective criteria. This makes responses comparable and makes it less likely that decisions will be based on personal biases.
• Conduct interviews using a panel rather than a sole interviewer. Having multiple interviewers in the same interview has been shown to lead to fairer and more accurate results than having multiple interviews with only one interviewer (Huffcutt, A.I., Culbertson, S.S. and Weyhrauch, W.S. (2013)).
• Prepare interviewers for consistent interviewing. Provide them with the questions and criteria ahead of time and highlight the need for consistency in the interview. Encourage the panel to meet in advance to assign questions to individual members and take independent notes.
• Interviewers should assign scores to each candidate response independently before discussing them as a group. Discussing the candidates before this point means interviewers are more likely to be influenced by other interviewers’ opinions, and potentially by the opinion of the most senior person there (Behavioural Insights Team (2017)).

To ensure fair and successful selection, it’s best to use several methods in the decision-making process. Insights from the interview should be supported by other data where possible, for example psychometric tests or task simulation activities, which could be conducted at interview stage or with technology beforehand.

It’s important that selection interviews are conducted professionally. Everyone involved in assessing candidates should have the necessary skills (for example in interviewing and testing) and have been adequately briefed about the job in question and its requirements.

A poor interview experience can undermine an  employer’s brand  as candidates might share their unfavourable impression of the organisation with other potential applicants and customers. Following up with candidates in a timely manner, and giving feedback following an interview demonstrates appreciation of their time and enhances the candidate experience.

Evidence suggests that standardised tests or tests of cognitive ability can be good predictors of job performance, especially for occupations that require complex thinking, although test results should never be the sole basis for a selection decision. 

Used correctly, psychometric tests allow employers to systematically assess individual differences (for example in ability, aptitude or personality). They are often administered online, particularly when assessing high volumes of applicants.

Tests should be supported by a body of statistical evidence which demonstrates their validity and reliability. Most tests are developed by occupational psychologists and should be accompanied by detailed manuals that explain how test scores should be used so that employers can compare their test candidates against benchmark scores of similar people (also known as a norm group). Administering tests and analysing the results is a skilled task and requires training and certification; the  British Psychological Society  set clear standards on testing and test use.

Before using a test, recruiters should:

• Ensure that those involved in administering tests have had appropriate training to do so.
• Consider whether it is appropriate to use a test at all (will it provide additional relevant information, and is it relevant to the job/person specification).
• Identify who will choose, recommend and assess the value of tests.
• Check the copyright of tests and conditions of use.
• Decide how the results will be used.
• Identify potential equal opportunities issues (that is, whether the tests will disadvantage certain groups, or might need to be adapted).
• Establish a process for giving feedback.
• Decide how test results will be stored and who will have access to them.

Job applicants should:

• Be given advance notice to make any practical arrangements to enable them to take the tests.
• Be told about test requirements and duration of tests beforehand and have the opportunity to raise queries or request adjustments.
• Have access to an appropriate environment in which to take the tests.
• Be made aware of feedback arrangements.

It’s also helpful to provide some examples of what the test questions cover and where possible link to practice tests, especially where candidates may not have come across psychometric assessment before (for example, in graduate recruitment).

Skill-based assessments are tests that assess skills and abilities relevant to the role the candidate is applying for. They can include work sample tasks, situational judgement tests, simulation exercises, or assessment centres. Skill-based assessments should resemble real tasks in the job as far as possible. 

Skill-based assessments have been found to be better predictors of performance on the job when compared with traditional approaches such as tests, reviewing job experience, education, or unstructured interviews. 

Examples of work sample tasks: 

• For a customer-facing role, role-play a situation that requires the candidate to resolve a challenging customer interaction.
• For a role that requires data analysis, ask candidates to analyse a dataset and pull out key summary statistics and trends.
• For a role that requires stakeholder management and communication skills, ask candidates to write a brief email to a potential client.

For more information on skill-based assessments see our Inclusive recruitment employer guide . 

Assessment centres are used for selection as well as promotion and professional development purposes. They require candidates to complete several different tasks and often combine behavioural ratings, cognitive and personality assessments obtained from multiple sources.

The tasks set should clearly relate to the person specification and reflect the reality of the job. They must be administered in a systematic way, with candidates being given the same types and numbers of tasks to complete within the same timeframe, so that they have equal opportunity to demonstrate their abilities.

Depending on the nature of the job, tasks might include individual or group work, written and/or oral input, and tasks prepared in advance as well as those performed solely on the day. This could involve delivering a report or presentation, time management or task prioritisation exercises, individual problem solving, group discussions, simulations of business activities, or functional roleplay.

Assessment centres should be overseen by experienced selectors to ensure objectivity and consistency. Selectors must be trained to observe, actively listen, record, classify and rate behaviour, and seek evidence accurately and objectively against the job description and person specification. They will preferably have had training in interview skills and diversity.

A feedback session with either an occupational psychologist or someone trained to deliver feedback is of benefit to candidates and indicates the organisation is serious about fair selection.

The British Psychological Society’s Division of Occupational Psychology has created a comprehensive standard focused on the  design and delivery of assessment centres . Its purpose is to raise the standard of assessment centres by identifying and improving poor practice. The CIPD contributed to this standard which covers:

• specifying the purpose, scope and design of the centre,
• the standards of competence and professional behaviour required of the different roles involved,
• delivery and data integration and decision making,
• appropriate reporting and feedback of results,
• managing the data derived including access, use and storage
• evaluation of centres.

Any offer of employment should be conditional on satisfactory clearance of pre-employment checks such as references from the candidate’s previous employer(s). References should contain factual information such as length of past employment, job title, brief details of responsibilities, overall performance, time-keeping and reason for leaving. However, recruitment decisions should never be based solely on references as they provide a limited perspective of an individual’s suitability for a role. CIPD members can find more legal detail in our  References Q&As .

Additional  pre-employment checks  are needed if, for example, the job involves working with children or vulnerable adults.

British Psychological Society’s Psychological Testing Centre

International Test Commission

Books and reports

Goldstein, H.W., Pulakos, E.D. and Passmore, J. (eds.) (2020) The Wiley Blackwell handbook of the psychology of recruitment, selection and retention . Hoboken, New Jersey: John Wiley and Sons. 

Jackson, D.J.R., Lance, C.E. and Hoffman, B.J. (eds) (2012) The psychology of assessment centers . New York: Routledge. pp95-120.

Lucy, D., Mason, B., Sinclair, A., Bosley, A. and Gifford, J. (2023) Fair selection: an evidence revew. Practice summary and recommendations . London: Chartered Institute of Personnel and Development. 

Nikolaou, I. and Oostrom, J.K. (eds) (2015) Employee recruitment, selection and assessment: contemporary issues for theory and practice . New York: Psychology Press.

Oliveira, T.C. (2015)  Rethinking interviewing and personnel selection . Basingstoke: Palgrave Macmillan.

Picardi, C.A. (2020) Recruitment and selection: strategies for workforce planning and assessment . Thousand Oaks, California: Sage Publications, Inc.

Taylor, S. (2021)  Resourcing and talent management. 8th ed. London: Chartered Institute of Personnel and Development.

Visit the  CIPD and Kogan Page Bookshop  to see all our priced publications currently in print.

Journal articles

Balcerak, A., Wozniak, J. and Zbuchea, A. (2023) Predictors of fairness assessment for social media screening in employee selection. Journal of Entrepreneurship, Management and Innovation . Vol 19, No 2. pp 99-126.

Billsberry, J. and Vleugels, W. (2023) A consolidation of competing logics on selecting for fit. Academy of Management Perspectives . Vol 37, No 3. pp 320-338.

Boolkah, P. (2021) How managers can attract and retain talent .  People Management . 15 October.

Jacobs, K. (2018)  Is psychometric testing still fit for purpose?  People Management  (online). 22 February.

McColl, R. and Michelotti, M. (2019) Sorry, could you repeat the question? Exploring video-interview recruitment practice in HRM.  Human Resource Management Journal. Vol 29, No 4, November. pp 637-656. Reviewed in Bitesize research.

Nye, C.D., Ma, J. and Waa, S. (2022) Cognitive ability and job performance: meta-analytic evidence for the validity of narrow cognitive abilities. Journal of Business and Psychology . Vol 37, No 6, December. pp 1119-1139.

Nga, E. and Sears, G. (2010) The effect of adverse impact in selection practices on organizational diversity: a field study.  International Journal of Human Resource Management . Vol 21, No 9. pp. 1454-1471.

Peters, R. (2023) Perceptions of fairness: using AI in selection and recruitment. Bitesize research. 22 September. 

Stone, D. L., Lukaszewski, K. M., and Stone-Romero, E. F. (2013). Factors affecting the effectiveness and acceptance of electronic selection systems.  Human Resource Management Review. Vol 23, No 1, March. pp1-21.

Upadhyay, A.K. and Khandelwal, K. (2018) Applying artificial intelligence: implications for recruitment.  Strategic HR Review.  Vol 17, No 1. pp255-258.

CIPD members can use our  online journals  to find articles from over 300 journal titles relevant to HR.

Members and  People Management  subscribers can see articles on the  People Management  website.

This factsheet was last updated by  Claire McCartney: Senior Policy Adviser, Resourcing and Inclusion, CIPD

Claire leads our policy work on flexible and new ways of working and resourcing and talent management. She also works in the area of equality, diversity and inclusion and leads policy work on carers, working parents and compassionate bereavement support.

Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.

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Communication SKills Selection Criteria Example

What's on this page:.

• The communication skills selection criteria: what is it?
• Communication skills selection criteria example.
• What you should write about.
• More selection criteria examples.

The Communication Skills Selection Criterion: What is it?

You might find the selection criteria are worded like this:.

Communicates with influence. Excellent verbal and written skills. Demonstrated ability to communicate orally and in writing. The ability to use open communication skills. Good communication and interpersonal skills with client focus Ability to explain technical information to non-technical people. Ability to write and edit a range of communication materials. Demonstrated ability to prepare complex written information. Demonstrated ability to prepare complex reports, policy papers and briefings. Demonstrated proficiency to communicate in a variety of contexts to a wide range of audiences.

Communication Skills Selection Criteria Example

This is an example of a standard selection criteria response. To see how this exact response has been adapted and shortened for a job application with a 250 word limit, download our free selection criteria ebook.

Communicates with Influence

When I worked as a senior account manager at a leading travel company, I had to communicate convincingly with existing and potential clients to develop business relationships and grow my account portfolio. The method I used for this communication varied according to the situation, but was always delivered with passion and enthusiasm.

These skills have been useful in other management situations as well. One example of this was when I mediated between two employees who were experiencing difficulties working with each other. During this discussion, I encouraged both individuals to express their issues honestly so that I could try to help resolve the situation. In challenging circumstances, I had to mediate between the individuals and try to get them to see things from each other’s perspective. Omen, I had to clarify the points they were making or anticipate how they would react to my suggestions and be ready to justify my viewpoint. The result was that I was able to identify a number of compromises that resolved the key issues and enabled both individuals to work effectively with each other going forward.

What You Should Write About

Show that you:.

• Focus communication on the objective.
• Have a strong understanding of the key issues being discussed.
• State facts clearly and back them up with evidence.
• Use language articulately.
• Use tone and style appropriate to the audience and purpose.
• Clearly structure arguments and presentations.

Answer these questions in your selection criteria response:

• How do you use your communication skills on a daily basis?
• Why is it important to have good communication skills in your current role?
• Describe a time where your communication skills benefited the organisation.

More Selection Criteria Examples

Our ebook Selection Criteria Exposed contains 200 examples of statements addressing selection criteria including a variety of responses to the 'Communication Skills' criterion . It has been produced for applicants in a hurry, and without the time to spend writing lengthy selection criteria statements. Take a look!

More Help With Your Job Application:

How to Address Key Selection Criteria for Graduate Roles

When applying for graduate roles, applicants may be required to provide a response addressing key selection criteria. Key selection criteria are a list of knowledge, attributes, and skills that the employer feels are necessary for an employee to possess to successfully complete the role. These responses are then compared against the other applicants to make a conclusion about the employee most suited to the role.

Where do you respond to selection criteria?

There are multiple common places during the application process where you may be required to address the selection criteria:

• A cover letter
• An additional statement or document that addresses key selection criteria for the role
• An online application - where you may be prompted to address selection criteria through questions and text box responses

It is important to read the application requirements carefully, to see which of these the role requires. Some recruiters automatically disregard an application that fails to provide a response to the selection criteria as it shows a lack of attention to detail and a lack of sincere interest in the role. 

What does the selection criteria look like?

Selection criteria for a role often falls into two main categories: essential and desirable - this will likely be distinguished in the job description. It is important to address both essential and desirable criteria to maximise your chance of being selected for an interview. Within these two categories, there are different types of criteria that describe the different requirements of the role.

1. Qualifications

Qualifications refer to a degree, diploma, certified training course or other form of education.

• Example of a qualification selection criterion: “A degree in marketing or events management or equivalent.”

Skills refer to the ability of an applicant to do something. Selection criteria can refer to technical, industry-related or transferable skills.

• Example of a technical skill selection criterion: “Demonstrated skills of an intermediate level at UX Design, specifically using Adobe XD software.”
• Example of an industry-related skill selection criterion: “The ability to draft legal correspondence and legal documents of varying complexity.”
• Example of a transferable skill selection criterion: “The ability to work both independently and effectively as a collaborative member of a team.”

3. Experience

Experience refers to the previously performed duties of an applicant. Experience can arise from not only paid employment, but through volunteering, hobbies and extracurricular activities. Selection criteria may require examples of general or specific experience.

• Example of a general experience selection criterion: “Experience conducting legal research.”
• Example of a specific experience selection criterion: “Experience working as a paralegal in a legal office, preferably in the commercial law sector.”

4. Knowledge

Knowledge refers to the comprehension of a specific subject area, either through study or experience. 

• Example of a knowledge selection criterion: “An understanding of the Australian Solicitors’ Conduct Rules.”

How to respond to selection criteria?

Understanding the criteria

First, it is essential to read the selection criteria carefully to ensure that you understand what the employer is looking for. The selection criteria is also helpful in determining the kind of questions that you are likely to be asked in the interview. Thus, understanding the criteria and the requirements for the role is imperative.

Using Examples

After identifying the criteria, think of examples from your work experience that demonstrate the qualities that are being sought after. A strong response will typically use a mix of these, instead of relying on one, and incorporate an array of examples. 

When selecting examples, try to use more recent examples that are directly relevant to the criterion to maximise your chances of demonstrating your skills successfully. If you do not have direct work experience to support a criterion, refer to any internships, volunteering, university projects, extracurricular activities, your studies or any relevant hobbies you may have. 

It is also effective to quantify your examples to demonstrate the level of your experience. E.g. “Five years experience using Python” is more impressive than “Experience using Python.”

Refrain from making brief, overview statements. This includes merely stating that you possess a necessary skill. You must provide examples as evidence to prove that you do. Instead of just saying that you completed administrative tasks in your previous employment, describe what those tasks were. If the role you are applying for requires the completion of similar tasks, the recruiter will know that you have the relevant experience and skills. A good response will provide specific details of how you applied a particular skill in a situation. 

Addressing the criteria

Make sure to address all elements of a singular criterion. For example, when responding to “Demonstrate the ability to work in a team and independently”, ensure that your response refers to examples that prove both your ability to work in a team and your ability to work independently.

How to format your response?

Each criterion should serve as a heading to be addressed separately. At least one paragraph should be dedicated to answering each criterion. The STAR Method is a helpful tool for structuring a response to each criterion.  Read our article on using the STAR Method here.

Make sure your responses are clear and direct. There is no need to use extravagant language. If the role requires good communication skills, your writing is an indicator of whether you are appropriate. 

Use the same language in your response that is used in the selection criteria. These keywords will jump out to the recruiter when they are reviewing your application. 

Ensure that you thoroughly proofread your responses. Spelling or grammar errors will signal poor communication skills. Ensure that you also abide by any page or word limit that is set. 

✏️ Example Reponses

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Application Process

Dr. Katie Levin and Dr. Dan Emery 10 Nicholson Hall 216 Pillsbury Dr SE Minneapolis, MN 55455 [email protected] | [email protected]

Application stages

Applications for Interdisciplinary Studies of Writing grants proceed in two stages: a letter of intent, and an invited full application.

Stage One:   Letter of Intent  (due Friday, March 1, 2024)

Stage Two:   Full Application (due Friday, April 5, 2024)

Due in  InfoReady Friday, March 1, 2024.

WID grants are received and managed through the University's InfoReady Review system. Below are the instructions for the Letter of Intent that appear in  InfoReady :

In this letter of no more than two pages, please include the following:

• Background on the project (what inspired your interest in this line of inquiry?)
• A statement of need (given the current published conversation in disciplinary journals, pedagogical literature, or education research, what educational need or research gap will your project address?)
• A brief overview of your research project  as you are currently conceiving it (what do you plan to investigate?)
• A summary of the methodology you intend to employ (how will you address your research question[s]?)
• A brief justification for funding (what would grant funding enable you to do?)

You will receive a response to your letter no later than Monday, March 11; in that response, you may be invited to submit a full application to the review committee. The goal of the feedback in this response is to help applicants craft a successful full application, due Friday, April 5. The full application may be an expanded version of the letter of intent, or it may represent revisions, minor or substantial. Final decisions will be made by Friday, April 26.

Deadline and requirements

Invited applications are due in InfoReady (link provided in your emailed invitation to apply) on Friday, April 5, 2024. Final decisions will be made by Friday, April 26.

Full applications require (1) a Project Description, (2) a budget request, and (3) (if applicable) IRB documentation. See below for details.

1: Project Description

In a Word document or PDF, please provide a 1500-to-2000-word Project Description. Head each section with the numbered heading as written here.

Part 1: Overview

In ~250 words, introduce the problem or research question that you intend to address, and briefly describe how your project will address it. The issue or problem should be comprehensible to non-specialist readers. In most cases, the overview will examine existing scholarly literature on your topic and identify a gap in existing research on writing in your field. 

Part 2: Project details

Describe your project. Please include responses to the following questions:

• What is your proposed research methodology? (We welcome methods from a wide variety of disciplines and epistemologies. Successful applicants will explain both how the particular method they’ve chosen enables them to address the research question/problem they’ve identified and why this method is the appropriate choice for their research question.)
• If some or all of the funding is designated to support the work of an undergraduate or graduate research assistant, how does the work advance that student’s professional development?
• Timeline: Please construct a timeline for your project appropriate to the scope of your initial research questions. If this grant offers seed funding to a larger project, you may include additional milestones or expected outcomes beyond the funded portion of the work.

Part 3: Relevance and plans for sharing research

WID grants are designed to support the improvement of teaching and learning while contributing to a larger understanding of big questions about writing pedagogy and practice. In this section, please address the following two questions:

• What difference will this project make? For example, what concrete things can happen in the teaching of or learning through writing as a result of this research? How might this research contribute to a more equitable and accessible University of Minnesota?
• How do you plan to share what you learn with a wider audience? Proposals with a clear plan for presentation or publication are preferred.

2: Budget request

Please complete  this Excel sheet in collaboration with your department accountant. When you upload the completed copy in InfoReady, please use the following naming convention to save it: Lastname_2024_budget

3: IRB documentation (if applicable)

If your proposed research involves  human subjects as defined by the University of Minnesota Institutional Review Board , you will need to include proof that you have filed for or have already received IRB approval or notification of exemption through ETHOS. For detailed information about this process and classroom research, please consult the website for the  Institutional Review Board.

Criteria for selection

Engagement with relevant literature.

How well is the research project grounded in a larger published conversation in disciplinary journals, pedagogical literature, or education research?

Clarity of stated educational need or research gap

What is the clear need or gap that the research project will address? What research question emerges from this gap? This issue or problem should be comprehensible to non-specialist readers.

Appropriateness of method(s) to address the research question

Successful applicants will explain both how the particular method they’ve chosen enables them to address the research question/problem they’ve identified and why this method is the appropriate choice for their research question.

Feasibility

Does the specific timeline for completion make clear how funds will be spent and what will be accomplished during the grant period? Is the project (or portion of the project) “doable” given the available time and resources?

Meaningful participation by undergraduate or graduate Research Assistant(s) (if applicable)

If some or all of the funding is designated to support the work of an undergraduate or graduate research assistant, how have the proposers made the case that the work advances that student’s professional development?

Significance

How thoroughly do the proposers make the case for this project’s contribution to what is known about writing in the disciplines? Do they suggest what concrete changes in practices related to teaching of or learning with writing might result from this research? Do they address how this research contributes to a more equitable, accessible and just University of Minnesota?  

Plans for sharing results

How do the proposers plan to share what they learn with a wider audience? How will this plan for sharing results contribute to the professional development of research assistants? Where applicable, how will project outcomes be shared with research participants?

Support during the application process

Katie Levin and  Dan Emery are available (and eager!) to consult with potential or actual applicants at any time during the process.

Kate Peterson and Natalie Reynolds of the University Libraries have compiled an excellent resource page entirely devoted to the WID grants program.  Visit the page to find general WAC/WID resources, useful databases, and a sampling of relevant journals.

In addition, support is available from a wide range of resources at the University of Minnesota and beyond. See our  Consultations & research resources page for details.