Guidelines for job applications

Cover letter
Key selection criteria (KSC)
Resume
Interview

Cover letter

A cover letter states the position for which you are applying and your reasons for applying (how the position matches your career goals), highlighting the aspects of your background of most relevance to the selection panel. Candidates who have done their homework will know what skills and experiences are important in the position. You should include a summary briefly demonstrating that you have skills and experience directly related to the position being sought.

To create a high-impact summary statement, look at the key selection criteria and make a list of your matching skills, experience and education. These selling points can then be incorporated into the summary. Your full response to the Key selection criteria may be included in the cover letter or as a separate document.

The cover letter demonstrates that you can organise your thoughts and express yourself clearly and appropriately; in other words, it reflects your written communication skills, which are commonly included in the key selection criteria. The cover letter can also be considered an indicator of interest in a position with a slapdash effort likely to be construed as evidence of a lack of genuine enthusiasm. Cover letters must be typed, with clear and consistent formatting.

While a resume usually remains mostly unchanged it is essential that the cover letter is highly targeted to the specific position for which you are applying. A resume states your education, experience and achievements whereas a cover letter is where you demonstrate the skills and knowledge you have gained through that education and experience. This is done by linking your skills and knowledge to the specific position for which you are applying through examples and explanations that show insight into the position and indicate what you would bring to the role.

The aim is to show that you understand the nature of the position and that you have the skills and knowledge to contribute to the organisation through that role. It is also important to demonstrate an understanding of the organisation, including key values and objectives and any current issues affecting the organisation.

It is essential that a cover letter is clear and concise, providing the selection panel with the necessary information to shortlist and convincing them of your interest and suitability for the role.

The basic components are: the position for which you are applying, why you are interested, your current situation, a summary of why you are well suited to the role (this includes demonstrating your knowledge of the position and the organisation and linking your skills and experience to the role), and your contact details. All of this key information should be clear to the selection panel and without unnecessary padding.

Tips for cover letters

• Cover letters are typically one to two page documents – longer if you choose to respond to the key selection criteria here. Please note if you are applying for our articles of clerkship program you will address the key selection criteria within the online application form.
• Consider what the prospective manager needs. How would your skills, knowledge and experience be an asset in the job you are targeting?
• Tailor your letter as much as possible to the position and organisation and ensure that the terminology used is appropriate to the nature of the organisation.
• Focus on the benefits to the workgroup and organisation that would be achieved if you were appointed to the role, rather than on any benefits for you.
• Convey focused career goals.
• Don't say anything negative about your current employment situation or your life in general.
• Keep to the point - don't ramble.
• Don't make empty claims that aren't backed up with examples.
• Check, recheck and triple check your letter for typos and other errors.
• Get other people's opinions of your letter before you send it.
• Keep easily accessible copies of all letters you mail, fax or e-mail, and when the letters were sent, so that you can follow up on them.

Key selection criteria (KSC)

The KSC must be addressed in the written application for any VLA position. This may be within the cover letter or separately, as long as the information can be clearly identified by the selection panel. If you are applying for our articles of clerkship program you will address the key selection criteria within the online application form.

• Each VLA position description lists approximately 5-7 criteria covering the knowledge, experience and abilities required in the position, listed in order of importance.
• The KSC are central to the selection process, forming the basis of the short-listing and interview process. Applications will be short-listed for interview on the basis of the extent to which the applicant meets the KSC. Those candidates who demonstrate the closest match with the KSC will be selected for interview. As such it is crucial that your application clearly sets out your skills, experience, education and knowledge in relation to each of the KSC.
• Generally a large number of applications are received in response to advertisements for vacancies at VLA, particularly if the position is advertised externally. It is in your interests to make a strong and clear case as to how you meet each of the KSC.
• Failing to clearly correlate your experience and skills with the KSC is likely to seriously reduce your chances of being short-listed. The onus is on you to clearly make a claim to the position based on your standing in relation to the KSC. Doing so will give you the best chance of being selected for interview.
• Further, simply providing details of where you have worked/studied and your duties is not sufficient. It is not the responsibility of, nor is it appropriate for, the selection panel to infer that because you held a particular position for a specified period that you did or did not gain the skills and experience required.
• While your resume sets out your employment experience in terms of dates, duties and organisations the focus of your response to the KSC should be demonstrating the proficiency or experience that you have gained. This is your chance to show that you have used the required skills effectively in your previous work and what you have learned from relevant experience.
• The KSC are integral to the transparency of the selection process and to the principle of selection on merit. Placing the onus of demonstrating his or her achievements in relation to the KSC on the applicant minimises the extent to which assumptions and preconceptions influence selection decisions. In some cases internal applicants believe that the selection panel is aware of his or her achievements in far greater depth than they are in reality. Based on this assumption the applicant then provides highly limited responses to the KSC. This can result in the applicant being overlooked for interview if the field is competitive or the selection panel in fact lacks the assumed knowledge. Focusing on the KSC also enables all interested staff to receive equal consideration for a position as the decision is made on the basis of information presented by the candidate rather than on an individual manager’s knowledge of particular individuals (and lack of knowledge of others).

Example: Position – Administrative Assistant

Key selection criteria:
1.1 High level proficiency with the Microsoft Office suite of applications.

Poor response:
I worked at Hunter Corp. for three years and used Microsoft Office every day.
This response reveals little about the applicant’s proficiency with Microsoft Office. Anyone from a raw beginner to a Microsoft whiz could make this claim and the selection panel coordinator is given no assistance in determining the applicant’s effectiveness and efficiency in the use of Microsoft Office.

Good response:
In my three years at Hunter Corp. I used Microsoft Office for many of my daily tasks. I designed and maintained a number of spreadsheets in Excel which allowed for detailed recording of stock, and which my manager informed me made her monthly reporting significantly easier. I completed an advanced course in Word that enabled me to establish macros for commonly used letters and was commended on both the efficiency and presentation of these letters. Senior managers often asked me to prepare reports and documents requiring complex formatting including tables, charts and footnotes, and other administrative staff often sought my advice and assistance in these areas. I also have advanced skills in PowerPoint, and regularly prepared presentations for client presentations and internal meetings.

This response demonstrates the level at which the applicant used the software and indicates that his or her proficiency in this area resulted in enhanced administrative efficiency in the organisation and was a highly valued skill. This response also informs the selection panel of proficiency in each of the individual applications within Microsoft Office.

Resume

The relevant sections to include in a resume are:

• Personal details
  • Name and contact details
  • Education and qualifications
  • Industry/training courses
  • Memberships/associations
  • Other languages
  • There is no need to include information about your age, marital status or religion.
• Employment history
  • Name of employer: Include information about the organisation by describing its structure and industry. Make reference to the division or department that you worked in.
  • Position title.
  • Duration of employment: List the month and year that you commenced and ceased employment.
  • Responsibilities: This should cover the duties and purpose of your previous position(s) as well as who you reported to or who reported to you. A snapshot of your achievements is an appropriate means of illustrating how you can add value to an organisation.
  • Include information on promotions, positive reviews, achievements and particular projects.
• Referees
  • Include a list of three referees (wherever possible your current manager should be included). Include their name, position, telephone number and indicate what your association or relationship is. Inform your referees of the particular position you have applied for and its requirements.

Common resume problems

Too focused on job duties

To create a resume that is a cut above the rest, you should go beyond listing job duties and responsibilities, and demonstrate how you made a contribution in each role. Provide specific examples of how the department or organisation benefited from your performance.

When developing your achievements, ask yourself the following questions:

• How did you perform the job better than others would have?
• What were the problems or challenges that you or the department faced? What did you do to overcome the problems? What were the results of your efforts? How did the Division benefit from your performance?
• Did you receive any awards, special recognition, promotions or additional responsibilities as a result of your performance?

Too short or too long

When writing your resume it may be useful to start with the bare bones of your background (personal details, work experience, education) and when adding further details to ask yourself, ‘Will this information help me get an interview?’. Only include information that elicits the answer ‘yes’ to that question.

There is no rule about the ‘right’ length for a resume. Factors that go into determining the length include occupation, industry, years of experience, scope of accomplishments and education.

Use of personal pronouns (‘I’ and ‘me’) and articles (‘an’ and ‘the’)

A resume is a form of business communication, and should be in an appropriately formal writing style. Generally personal pronouns are not used and there is limited use of articles.

Example

Inappropriate style:
I initiated, developed and delivered a monthly community education forum on a range of issues, which my manager advised me led to increased efficiencies by reducing client demand for advice on these matters.

Appropriate style:
Initiated, developed and delivered a monthly community education forum on a range of issues, which the SIC advised led to increased office efficiencies by reducing client demand for advice on these matters.

Listing personal or irrelevant information

Personal information, such as date of birth, marital status, or physical specifications, should normally not be included on the resume. Including personal interests is optional and is generally of no value, unless perhaps you are involved in an activity directly related to the position for which you are applying.

Failing to give a clear work history

It can be very frustrating for a selection panel when a candidate describes his or her skills and achievements but doesn't connect them with a particular job. It is usually easier for the selection panel to gain a clear picture of the candidate where the career progression is clearly stated.

Poor grammar, spelling and presentation

Proofread, proofread, proofread, and show your resume to several friends to have them proofread it as well. This document is a reflection of you and should be absolutely perfect.

Interview

Interviews are an integral part of the recruitment process. They should not be viewed as an adversarial, one-sided interrogation during which a panel mercilessly questions you. Rather, it should be perceived and experienced as a forum that facilitates the exchange of information in an interactive conversational manner.

Interviews will be structured around the key selection criteria. Interviews are intended to give all applicants an equal opportunity to demonstrate their suitability for the position with the aim of identifying the candidate who best matches the KSC. The selection panel does not seek to surprise or trick applicants, but rather to give everyone the best possible opportunity to convince them that they have the most to offer in the role. Candidates who have studied the position description and prepared themselves to provide information in relation to the KSC and the requirements of the position will find the process straightforward.

Interviews at VLA are based on a ‘behavioural’ approach, whereby applicants are often asked to provide specific examples of past-behaviour in a given situation or in relation to a particular skill.

This provides the panel with insight into candidates skills and experience and how they apply these. Past behaviour is also said to be a good indicator of future performance. Candidates should be prepared to provide specific examples of past experiences that demonstrate the skills and experience included in the KSC. It is useful to prepare for the interview by giving some thought to past situations that demonstrate your skills and experience in relation to the KSC.

During the interview don’t feel pressured to respond to questions without delay. It is fine to pause and consider the most appropriate situation on which to base your answer and to loosely structure the answer in your mind. In giving your answer briefly describe the situation, the action you took and why, and the results/outcomes of that action. It is essential that you stick to the point and do not include irrelevant detail.

The following guidelines are provided to help you maximise your performance:

Preparation prior to interview

• Assemble relevant information beforehand (eg. documentation, qualifications).
• Research the position (using published materials such as the position description, annual report, web page etc and speaking to the contact person in the advertisement) so that you can demonstrate knowledge of the role and ask intelligent questions.
• Prepare some practical examples of past behaviour relating to the KSC.
• Ensure you know where the interview is to be held, how to get there, where to park etc. Allow plenty of time to get there.
• Advise your referees that you have applied for the position and that they be contacted for a reference. Provide them with plenty of information about the nature of the role.
• Arrival, initial greeting, "small talk"
• Be on time; arrival a few minutes before the scheduled time is optimal. Do not arrive too early. If you are running late phone and let the manager know as soon as possible.
• You get one chance to make a first impression. Make it a good one. Smile. Make eye contact. Have a firm handshake.
• Do not carry anything unnecessary, a document folder and neat bag are generally all that is required.
• Selection panels frequently use small talk to break the ice. Follow the panel’s lead on this, but don't initiate a lot of small talk yourself. This could set the wrong tone.

The interview

• Generally interviews will start with a description of the position and the work of the area in which it is located, the panel will then ask a number of questions relating to the KSC and the requirements of the role, at the conclusion of questions you will have the opportunity to put any questions you have to the panel.
• Some interviews may include a hypothetical scenario – usually the applicant is given a brief scenario to read, about which they are then questioned. Generally these questions relate to how you would respond in the given situation. Take plenty of time to read the scenario and make brief notes before letting the panel know you are ready to respond to questions. Be sure to highlight any missing information that you would seek, and how you would do so, wherever relevant to your responses.
• Selection panels generally value: warmth, brevity, honesty, rap.port, energy, enthusiasm, clarity, evidence of preparation and knowledge of the role and its requirements

Nervousness during an interview

If you feel your body language is conveying anxiety it is usually best to verbalise it, for example, ‘I haven't been interviewed for years and I'm a little surprised to find myself nervous’, or ‘Please excuse my nervousness, I’m really interested in this position and keen to give you the best impression’. Verbalising your nervousness often reduces it and interviewers are usually empathetic.

Finishing off/indicating interest

Have a few good questions to ask towards the end, but not too many as the panel will be working to a tight schedule. Some examples of appropriate questions:

• New or existing position?
• Responsibilities and priorities?
• Reporting relationships?
• Financial, human, material and time resources?
• Criteria for measuring success?
• What are the next steps?
• You might also:
• Ask (if you haven't been told) what the process will be after the interviews have been completed
  • Reiterate your strengths
  • Mention something you feel is important to your application that was not raised during the interview
  • If you are genuinely interested, say so
  • Leave the interviewer with a good impression – smile and give a firm handshake

Common traps

• Failing to take the opportunity to demonstrate how you meet the selection criteria
• Saying ‘we’ instead of referring to your own achievements
• Making very general statements which lack substance
• Being over enthusiastic
• Being poorly prepared
• Slouching, mumbling, speaking slowly
• Knowing nothing about the position/division.

Some helpful comments

• Not all positions you are applying for will be right for you - the purpose of the interview is to help you (as well as the selection panel) sort out if the ‘fit’ is right
• Remain positive
• Ask your referees what they consider your strengths and weaknesses
• Ensure you select referees who will present you in the most positive light

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