Normally when I write about HR, I do so as a public servant talking to other public servants on how to prepare for competitions. I might draw on my own experiences competing or running processes from the other side of the table. But rarely do I write as simply a manager talking about my job. Today, I’m frustrated with the tools available to me as a manager for a specific type of non-advertised appointment process. I apologize for the upfront context, but it takes a bit to get us to where the problem comes up. If you already know all about non-advertised appointments, you can skip to the “But what if…” heading below.
Quick context
Most managers know that all PS staffing, maybe even all of HR outside of leave and benefits, is about “demonstrating merit”. Performance measurement, documentation, competitions i.e., selection processes, it almost all comes down to how we demonstrate merit.
In staffing, we generally have a matrix combining the elements to be demonstrated down the vertical axis while across we have a box for the lines of evidence. In most processes, we have:
- Basic eligibility for status and location of work (i.e., some jobs are restricted to internal candidates only or regional areas)
- Education;
- Experience;
- Knowledge;
- Abilities;
- Personal Suitability;
- Expanded eligibility for security and language profile; and.