Selection Criteria Examples

Selection Criteria Examples

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

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By Joel Smith

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Selection Criteria Examples - Blog Series

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 below to find what you need to get started.

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

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Table of Contents

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.  

Project Management: Selection Criteria

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: Example Response

Project Management Selection Criteria Examples

(Text of the above): 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).

Relationship Building: Selection Criteria

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

Relationship Management Selection Criteria Examples

(Text of the above): 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 Leadership: Selection Criteria

Selection criteria like the below usually need a response about your ability to work within a team and, depending on your level, provide leadership:

  • Demonstrated ability to work with a multidisciplinary team including…
  • The ability to work collaboratively with all industry stakeholders, including
  • 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 Leadership: Example Response

Teamwork and Leadership Selection Criteria Examples

(Text of the above): 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 previous leadership issues (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).

Communication & Interpersonal Skills: Selection Criteria

Selection criteria like the below usually need a response about your ability to communicate effectively:

  • Presenting and Communicating Information – Speaking clearly and fluently, expressing opinions, making presentations, responding to an audience, showing credibility.
  • Strong interpersonal skills, including the ability to engage effectively with stakeholders, and work collaboratively within the Branch.
  • 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.

Communication & Interpersonal Skills: Example Response

Communication & Interpersonal Skills Selection Criteria Example

(Text of the above): I demonstrate excellent communication and interpersonal skills (restate the criteria) within my current role as Marketing Assistant for Organisation XYZ (situation). I worked in partnership with the XYZ Council to develop a communications strategy encouraging local students to participate in Council’s Recycling Week event (task). To develop the strategy, I met with key Council stakeholders to determine available resources, scheduling, and to brainstorm ideas. From there, I coordinated focus groups with local educators to learn about successful or unsuccessful strategies used for similar events in the past. I established a strong rapport with Council stakeholders and local educators involved in the planning process. Through effective and regular consultation, we determined our method to encourage student engagement with Recycling Week would be hosting a competition to build a sculpture out of household recycled materials. To promote the competition, I collaborated with local educators to develop flyers and posters which we then distributed around the area’s primary schools. Teaching staff incorporated the education of recycling and environmental care into their lessons and encouraged students to sign up for the competition, and I worked with them to incorporate key marketing messages into their classes (actions). As a result, Council recorded their highest ever student participation rate in their Recycling Week event (results). This demonstrates my ability to apply my communication and interpersonal skills at group and individual levels to foster positive stakeholder relationships (restate criteria).

Strategic Thinking: Selection Criteria

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: Example Response

Strategic Thinking Selection Criteria Example

(Text of the above): I demonstrated my strategic thinking capability (restate criteria) most recently in my role as Executive Manager, Human Resources with Department XYZ (situation). I was accountable for the management of the learning and development program (task), which I identified was misaligned with key strategic objectives. In particular, the organisation was set to pivot towards a greater reliance on big data for policy development. However, I had conducted staff surveys and reviewed the existing learning and development strategy. Through these I had identified a skills gap in data collection, analysis, and visualisation. To resolve this issue, I developed a proposed strategy and won approval from the board, aligning the strategy with this broader organisational objective. The strategy included a review of the organisation’s capability framework to add detailed capability requirements in relation to data analysis and visual representation. In implementing the adjustments to the capability, I developed a detailed communication strategy in consultation with division heads. This included information on integrating the new capability into ongoing performance discussion and future recruitment rounds. In addition, I identified and engaged a learning and development provider through an open tender process. This provider then delivered a suite of learning and developed targeted at different capabilities, which provided staff with the skill necessary to better manage data. Additionally, I worked alongside the executive board to integrate data collection and use into all the division strategic plans (actions). Following the implementation of these strategies over 12 months, the next round of staff surveys indicated a 45% increase and big data capabilities. In addition, branch and divisional plans in the following financial year all included strategies for data management, including plans to implement a central data research team within the Technical Division. This example demonstrated my ability to operationalise key strategic objectives to drive organisational capability towards strategic goals.

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