Victoria State Government Case Study
Illustrates Fusions capability to scale our Methodology to successfully deliver large programs (over 100 hires) and for a variety of departments and business segments.
Overview
Fusion has partnered with Victorian Government since 2018 in designing and delivering an award-winning program of 100+ roles over two recruitment cycles annually. There is a breadth of roles available from technical to generalist roles spanning across 10+ departments.
The challenge of the Victorian Government was to bring together a process that historically required each department go to market individually leaving inconsistent processes, disparity of incoming talent, and a poor candidate experience from the lack of transparency.
The challenge of the Victorian Government was to bring together a process that historically required each department go to market individually leaving inconsistent processes, disparity of incoming talent, and a poor candidate experience from the lack of transparency.
Our Objective
The Victorian Government outlined several elements that were critical to the success of the implementation of the program:
- A consistent proposition of an overarching program that was consistent and efficient for all departments.
- A seamless applicant experience that was engaging, timely and informative.
- An inclusive process that supported those that identified or shared part of key diversity demographics.
Our Solution
As the purpose of the program was to establish a consistent proposition, Fusion conducted focus groups at various levels across each department to establish a framework that underpinned the program. This ensured that the key stakeholders in each department saw fit-for-purpose in the behavioural competencies that led to high-performing talent across the Victorian Government.
- Candidate Experience – Fusion led a process that ensured the Victorian Government brand was the focus of each stage of recruitment process so that as an applicant, they would be consistently engaging with the same brand throughout the lifecycle of the campaign.Leveraging key technologies that were fully customisable to integrate the Victorian Government brand and ensured that what was being assessed, were fundamental to the roles Victorian Government. This was evident through the Situational Judgement Assessment where typical situations were presented to determine how they would best respond to common situations, a real preview on what applicants could expect to experience. This ensures that they were able to see a true correlation between the recruitment process and the roles they would be entering.
- Timely Process – To support a timely process and maintaining high levels of engagement with applicants, at the commencements of each recruitment cycle the timeframes were published so that there were clear expectations from the outset on the commitment required from applicants. The end-to-end process spanned 8 weeks, inclusive of 2 straight weeks of Virtual Assessment Centres. Further to this, we ensured that there were informative insights shared on the upcoming stage to further engage and set applicants up for success.
- Engaging Diversity – It was critical for Victorian Government to support applicants that shared that they were part of key diversity demographics as part of their policy. As a result of these two key pathways were established: Disability pathway, and Aboriginal Pathway. Applicants that opted into these pathways were proactively supported at an individual with the upcoming requirements of them. The contributed to annually a minimum of 5% of the offers identifying as being Aboriginal & Torres Strait Islander descent and 11% sharing a disability.
Conclusion
As a result of being able to establish a program with key stakeholders across each Department of the Victorian Government and continuing to deliver a recruitment process that is committed to upholding a positive candidate experience, it has allowed for the project team to engage with the stakeholders of each recruitment cycle to provide them with key information, as well as being able to be in the market to further promote the proposition to potential talent for future programs. Other key results include:
Our commitment to introducing Diversity initiatives contributed to annually a minimum of 5% of the offers identifying as being Aboriginal & Torres Strait Islander descent and 11% of offers disclosing a disability.
Clear communication of key recruitment dates alleviated apprehension from applicants and upheld between an 85-95% completion rates at each stage of process.
