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Graduate programs

A guide for agencies

Enquiries:

Employment and Skills Development Branch, Public Sector Commission

Dumas House, 2 Havelock Street, West Perth 6005

Locked Bag 3002, West Perth WA 6872

Telephone: (08) 6552 8500 Fax: (08) 6552 8710

Email: [email protected]

Website: www.publicsector.wa.gov.au

© State of Western Australia 2012

There is no objection to this publication being copied in whole or part, provided there is due acknowledgement of any material quoted or reproduced from the publication. Published by the Public Sector Commission (Western Australia), August 2012.

Disclaimer

The Western Australian Government is committed to quality service to its customers and makes every attempt to ensure accuracy, currency and reliability of the data contained in these documents. However, changes in circumstances after time of publication may impact the quality of this information.

Confirmation of the information may be sought from originating bodies or departments providing the information.

Accessibility

Copies of this document are available in alternative formats upon request.

mailto:[email protected]

Graduate programs A guide for agencies 3

Contents

Foreword .......................................................................................................................... 4

Overview .......................................................................................................................... 5

Creating a graduate program ........................................................................................... 6

Attracting graduates ....................................................................................................... 11

Selecting graduates ....................................................................................................... 15

Pre-start considerations ................................................................................................. 18

Inducting graduates ....................................................................................................... 19

Developing graduates .................................................................................................... 20

Retention ....................................................................................................................... 24

Program review and development .................................................................................. 26

Case studies .................................................................................................................. 28

Frequently asked questions ........................................................................................... 36

Appendix 1—What does an ideal graduate look like for your agency? ........................... 38

Appendix 2—Example induction checklist ...................................................................... 39

4 Graduate programs A guide for agencies

Foreword

The public sector must attract and retain skilled workers to

remain effective in servicing the needs of the community.

With 22 percent of employees over 55 years of age, a

significant number of employees may leave the public

sector over the next five to ten years.

A graduate program can bring highly capable, energetic

new workers into your agency to help build capacity, retain

knowledge and address diversity needs. The Public Sector

Commission (PSC) developed this guide to assist your

agency in implementing a graduate program. The guide

contains information and case studies on components that

work together to form a successful graduate program.

I thank all agencies that contributed their time and

knowledge to this guide, especially the Department of

Training and Workforce Development (DTWD), the Public Transport Authority (PTA) and

the Department of Environment and Conservation (DEC).

I commend those agencies that have established a graduate program and encourage all

others to consider graduate recruitment as a practical and effective workforce

development solution.

M C WAUCHOPE

PUBLIC SECTOR COMMISSIONER


Overview

A graduate program is a structured employment and professional development process

designed to attract and retain people who have recently completed an undergraduate

course at a recognised university or educational institution.

The benefits of graduate programs include:

fostering a positive, knowledge-sharing culture that welcomes fresh ideas

and new energy

profiling the agency as an attractive employment option to graduates and

universities

addressing workforce and diversity planning needs by recruiting skilled

and enthusiastic personnel from a variety of backgrounds

establishing a formal process to improve the quality of new employees

while identifying future leaders

This guide leads you through the process of developing a graduate program for your

agency.

Graduate Program

Creation

Attraction

Selection

Pre-start

Induction

Graduate Development

Retention

Program Review


Creating a graduate program

The steps to creating a graduate program include:

1. consulting with business areas

2. identifying the workforce objectives

3. determining the program scope, including how the program is structured, coordinated

and resourced

4. investigating opportunities to expand the program, such as into the regions or with

interagency partnerships.

Consult with business areas

Different business areas typically have varied workforce requirements reflecting the

nature of their work, operational and approval processes, and established culture. A

graduate program has a better chance of success when business areas are consulted on

the skills and resource gaps they need addressed.

Consultation also provides an opportunity to sell the benefits of the program to staff and

articulate the workforce objectives of the program. Consultation allows staff expectations

of the program to be identified and the program structured so those expectations are

likely to be met.

To ensure a coordinated consultation approach, larger organisations may consider

establishing a steering committee or working group.

Identify the workforce objectives

Before establishing a graduate program, considering your workforce and diversity

planning needs will inform the program’s objectives and ultimately determine its success.

The program provides an opportunity to not only increase the youth diversity within your

organisation but also an opportunity to increase Aboriginal and People with Disability

diversity groups (see Expanding the program).

The program’s objectives should be linked to your agency’s strategic workforce plans so

that its contribution to your agency’s overall objectives are clearly outlined. This will help

gain support for the program and assist in obtaining corporate executive approval.

Skill requirements may change depending on workforce needs. Not all graduates need to

be classified at the same level, as some roles may be technical and require a specified

calling classification while others will attract a general classification.

Generic graduate officer positions include a variety of duties and responsibilities in

line with the capability profile for the classification. This allows for broader

recruitment, which has the potential to attract a variety of applicants from a range of

disciplines.

http://www.publicsector.wa.gov.au/sites/default/files/documents/capability_profile_levels_1-6.pdf


Specific graduate officer positions allow for targeted recruitment to business units

where specific qualifications are required. E.g. engineers, legal officers, librarians and

planning officers.

Case study

The PTA employs graduates in two streams—Engineers and General. Each stream is

employed under different classifications; engineers as specified calling and the general

graduates as general division employees. The General stream participates in a two year

program with rotations every six months while the Engineering stream is for three years

with rotations every twelve months.

Determining the project scope

Structuring the program

The number of graduates your agency recruits and the length of the program will depend

on the size of your agency, program budget, FTE restrictions and the goals of the

program.

Graduate programs are generally one to three years in length, depending on the

agency’s needs and the developmental needs of graduates.

The commencement of graduates can also vary, as some agencies prefer all graduates

to commence at once, while others prefer graduates to commence depending on project

start dates and staffing arrangements. Taking on graduates in the middle of the year

provides access to a wider group of candidates, as many students complete their studies

at this time.

It is recommended that policies and guidelines be developed for your graduate program

to outline how it will operate and how it links to workforce objectives. Guidelines can be

used to give clear definition of the roles and responsibilities of graduates, supervisors

and HR practitioners.

Rotation as part of the program

Your agency may choose to rotate graduates between business units to expose them to

different operational areas. The benefits of rotational programs include:

attractive selling point when recruiting graduates

improves graduate retention

additional learning opportunities for graduates

additional supervisory and mentoring opportunities for staff

increases communication across business areas

builds highly skilled staff with a range of agency knowledge.


Rotational programs require planning and a time commitment to implement, which

should not be underestimated. Rotations also involve a lot of change for graduates, so

they should have a contact and support person to discuss any transitional issues that

may arise, such as the graduate coordinator, a mentor or a previous manager.

Case study

Rotations for graduates at the DEC are determined at Director level or higher. When

determining where graduates rotate, the department considers the needs the business

area in conjunction with the benefits to graduate. The length and timing of each rotation

is unique to each graduate.

The department also employs graduates in its regional offices. Regional and

metropolitan graduates can often rotate to other regional offices, if accommodation is

available.

Coordinating the program

Central coordination of a graduate program creates one point of call for business units

and graduates to seek support and advice. Often the coordination of a graduate program

is the responsibility of a graduate coordinator, who sits within an agency’s HR area. This

position manages the operational requirements of the program and organises marketing,

recruitment, selection and appointment, performance management and training and

development.

Case study

The PTA, PSC, DTWD and DEC all have graduate coordinators based in their HR area.

Graduate program coordination is not their only role, but it does constitute a significant

part of their job. The coordinators work closely with managers to ensure the program is

relevant and effective.

Budget and full-time equivalent (FTE) considerations

With regard to budget, ensure you can recruit a realistic number of graduates and

provide them with adequate training throughout the program. To do so, consider:

graduate salaries, and whether these will be paid centrally or by business areas

graduate coordinator salary (if applicable)

marketing and recruitment budget (see the ‘How and where to advertise’ section)

graduate training (see the ‘Developing graduates’ section).

Graduates form part of your agency’s FTE count, so if permanency is advertised as an

option at the end of the program, reserve a permanent FTE for each graduate when they

commence and include graduate positions in all workforce plans and forecasts. Offering

part time graduate positions can help manage FTE considerations as well as target

mature age graduates or graduates with disabilities.


Expanding the program

Regional rotations

Consider expanding your program to include regional rotations. Larger offices will be

more likely to accommodate graduates long-term; however, short term placements are

also a viable option.

Case study

The DEC places some graduates in regional offices on an ongoing basis and others on

short term rotations to a regional office. Positions based in the regions over a long period

are advertised as regional appointments. Availability of accommodation is taken into

consideration prior to a graduate commencing a position or rotation.

Interagency partnerships

Agencies can establish interagency partnerships whereby graduates undertake rotations

within other public sector agencies as part of the graduate program. Partnering with other

agencies can offer benefits including:

cost and time savings on advertising and recruitment

cost savings for group training

expansion of graduate knowledge.

development of cross-agency capabilities and relationships

Consider the agencies that you work closely with, or that have similar workforce needs.

Your partnership with other agencies could involve sharing training programs or

occasionally seconding graduates to each other. Alternatively, you could run your whole

program in conjunction with another agency.

Case study

In 2011 the PTA employed a planning graduate. However, rotational opportunities were

limited within the agency. The PTA works closely with the Department of Transport

(DOT), which also required staff with planning skills. Following discussions between the

PTA and the DOT, the PTA graduate was seconded for a six month rotation.

Standard secondment procedures applied with the DOT being responsible for the

graduate’s salary, FTE and workers compensation during the rotation. While on the

rotation, the graduate continued to attend the PTA’s training program and had regular

review meetings with the PTA’s graduate coordinator.

Graduates with disability

The transition from tertiary education into formal employment is a long anticipated move

for all graduates that can bring anxiety, hurdles and frustrations. Graduates with disability

can have additional considerations to take into account during this move.

Barriers faced by graduates with disabilities include:


Less work experience in any type of workplace as many students with disability

need more time or personal resources to complete their course and therefore are

less likely to have time and or capacity to both work and study.

Misperceptions and assumptions by employers about the graduates abilities and

limitations

When designing your program keep in mind the following options and approaches to

ensure an inclusive approach is followed:

Use inclusive and non-discriminatory language in adverts

Engage with disability employment service providers to better understand and

engage with their clients

Ensure selection panel members have adequate selection and diversity training

Ensure information about your graduate program (general flyers, job descriptions,

application forms) are available in differing formats (large text, electronic)

Allow queries and requests for information in different formats such as allowing

email enquiries and phone enquiries

Use job descriptions that only have inherent requirements of the role listed as

essential. Inherent requirements are fundamental tasks that define a job and are

about achieving results rather than the means for achieving results

You can also consider job redesign options such as dividing larger projects into smaller

tasks or allowing the graduate work part-time and finish the program over a longer period.

Further guidance

Graduate programs exist across the nation, in both the public and private arenas. Look at

your interstate counterparts or other organisations in your industry to see what they are

doing in the graduate space.

The following industry bodies may also help you in your

research.

Australian Association of Graduate Employers (AAGE)

www.aage.com.au

National Association of Graduate Careers Advisory

Services (NAGCAS) www.nagcas.org.au

Graduate Careers Australia (GCA)

www.graduatecareers.com.au

National Union of Students (NUS)

www.unistudent.com.au

http://www.aage.com.au/

http://www.nagcas.org.au/

http://www.graduatecareers.com.au/

http://www.unistudent.com.au/


Attracting graduates

Knowing what you want

Prior to recruitment, ensure you have defined the type of graduate your agency requires,

considering:

whether your agency requires a specific qualification or if a variety of qualifications

will be considered

whether your agency’s equity and diversity profile reflects your customer base

skills gaps or shortages to be addressed, as identified through workforce planning.

A Graduate profile questionnaire is provided in the appendixes to assist you in describing

your ideal graduate. Once you have a clear idea of the type of graduate your agency is

aiming to recruit, a job description and advertisement can be developed.

Knowing what graduates want

Graduates currently employed in the public sector have indicated they value:

interesting agencies and challenging work

Graduates want to work for agencies that are innovative and contribute to the

wellbeing of the community. Consider providing information to prospective graduates

about your agency and the role it plays in the community. Graduates want to be

challenged and given the opportunity to demonstrate their knowledge. Also consider

providing examples of previous graduate projects or accomplishments in promotional

materials.

professional development

Graduates should be informed about the development they will undertake.

Emphasise any opportunities your agency may offer to progress their professional

careers.

flexible working arrangements

Consider promoting the unique flexible working arrangements available to public

sector employees.

rotations

Graduates see rotations through different business areas as attractive; promote

rotational opportunities if they are part of your program.

Consider surveying your own staff to find out why they work for your agency and use

their responses to develop promotional materials.

Always be mindful of how you word your advertisement to ensure you don’t over sell or

over promise.


How and where to advertise

Advertising should accurately reflect the program on offer. When advertising:

design a brief and specific advertisement that draws the attention of graduates and

guides them to additional sources of information, including your agency’s website

if you are targeting specific groups, ensure your marketing material appeals to that

target group

present an honest and professional image of the agency

provide agency contact details so prospective applicants can ask further questions

about the program

investigate alternative advertising channels, e.g. on campus presentations, targeted

emails, and university jobs boards

JobsWA

Positions more than six months in duration are required to be advertised on

www.jobs.wa.gov.au. When creating the advert for JobsWA, select ‘Graduate’ in the

occupation field to ensure prospective applicants can find your graduate program easily.

Agency website

Set up a specific webpage for graduates, which includes frequently asked questions

about your program. Link all other advertising back to your website where you can keep

it up to date.

Ensure you have your graduate program listed on the PSC Graduate Portal to increase

your exposure. You can organise this by contacting the Employment and Skills

Development Branch of the Public Sector Commission.

Universities

Take advantage of the career centres and student societies to contact students directly.

A recent graduate survey found that one of the most common ways graduates were

notified about a program was through their university. Promotional avenues at

universities include:

Careerhub, a nationwide university jobs board where your agency can advertise your

program to universities Australia-wide

giving presentations, as most universities encourage employers to conduct

presentations to graduates on campus. These give you an opportunity to promote

your program and provide advice on application processes and interview skills

targeted mail outs sent on your behalf by university career centres to students that fit

your specific needs, filtering by qualification and graduating year. You can also target

Indigenous students through this process

sponsoring a student society, or holding a tour of your offices for students in a

particular field to build your reputation amongst graduates

http://www.jobs.wa.gov.au/

http://www.gettingajob.dpc.wa.gov.au/GraduateOpportunities/Pages/GraduatePrograms.aspx

mailto:[email protected]?subject=PSC%20Graduate%20portal%20update

mailto:[email protected]?subject=PSC%20Graduate%20portal%20update

http://www.careerhub.com.au/


university career fairs, meeting with students from a variety of faculties and

backgrounds. Although career fairs can be expensive, discounts apply when you

book early, or consider sharing the cost with another agency. Also, some universities

and student societies run career fairs specifically for faculties throughout the year at

minimal cost, so keep in contact with the career centres and faculties you want to

target.

Contact details of career centres and student societies can be found on university

websites:

University of Western Australia www.uwa.edu.au

Curtin University www.curtin.edu.au

Murdoch University www.mudoch.edu.au

Edith Cowan University www.ecu.edu.au

University of Notre Dame www.nd.edu.au

Case study

In 2011, the PTA sponsored The University of Western Australia’s Institute of Electrical

and Electronics Engineers (IEEE) student society. Electrical or electronic engineering

students are a target group for the PTA, and they were invited to the agency’s offices just

before graduate recruitment commenced for a tour of the facilities and working

environment.

Graduate publications

There are many publications targeted at graduates that you can place paid adverts in.

Research the relevant publications by contacting the student societies or groups you

wish to target. Many organisations allow you to advertise on their websites throughout

the year, or for a specified period of time. They also produce annual directories of

graduate programs that you can be listed in, which are provided to graduates at career

fairs and university career centres.

A recent survey of public sector graduates showed that contrary to popular belief, few

graduates think social media is an effective recruitment tool.

http://www.uwa.edu.au/

http://www.curtin.edu.au/

http://www.mudoch.edu.au/

http://www.ecu.edu.au/

http://www.nd.edu.au/


Interstate recruitment

Interstate recruitment expands your pool of suitable graduates and accesses degrees not

offered at WA universities. This can be done through advertising on university job

boards, graduate publications, or employment websites.

Selection

Conducting interviews by phone is quite common and easily set up, but video

conferencing allows for more interaction with the graduate. If you are undertaking

psychometric testing of graduates, you may be able to utilise a national company to run

the tests in different capital cities. Other selection methods, such as assessment centres,

can only be conducted in person; any travel costs should be stated in the advertisement.

Relocation

If you select an interstate candidate, ensure they have sufficient time to relocate to WA

before the program commences. Ensure your graduate receives support and networking

opportunities so they have guidance during their transition as this can affect retention.

Decide early on and be consistent about any relocation costs your agency will cover.

University partnerships

Internships or work experience placements increase awareness of your agency’s

graduate program among students. Feedback from students on their work experience

placement may direct improvements to the graduate program.

Internships

The WA State Government Internship Program is a PSC initiative providing final year

undergraduate and postgraduate university students an opportunity to undertake a work

experience placement in a public sector agency. Students gain a better understanding of

your agency as well as the wider public sector. The internship can also lead to students

applying for your graduate program or recommending it to their peers.

Work experience

Many university students seek industry work experience during their studies, with some

disciplines requiring students to complete a minimum number of hours of work

experience prior to their graduation. Consider setting up a formal work experience

program that takes on students during university breaks or implementing a process to

respond to individual work experience requests.

http://www.publicsector.wa.gov.au/workforce/employment/internship-program


Selecting graduates

The selection process is a critical stage of your graduate program. As much as you are

selecting graduates, the graduates are also selecting their employer. Agencies should

present themselves in a positive way at all times.

The timing of your recruitment and selection process is critical. Consider:

avoiding advertising and selection during university holidays or exams as many

students will be unavailable. A calendar containing key academic dates across

Australia is available on the Universities Australia website

ensuring your selection panel is available throughout the process

ensuring a short turnaround to secure your graduates.

Graduate engagement

Graduate engagement is essential throughout your recruitment process.

Prior to recruiting

Initial contact with prospective graduates before they apply is the first step to securing

the graduates you want. You should:

ensure a contact person is available to answer questions about the graduate program

ensure your graduate webpage is kept up to date

consider collecting interested graduate email addresses to advise them the graduate

program has been advertised.

During recruitment

Many prospective graduates can be lost during the advertising and selection process due

to poor engagement and communication. You should:

develop timelines for the recruitment, selection and appointment process as it can

help keep your recruitment process stay on schedule

update applicants on the status of the recruitment process and advise them if

processes are delayed.

http://www.universitiesaustralia.edu.au/page/australia-s-universities/teaching-calendar

http://www.universitiesaustralia.edu.au/page/australia-s-universities/teaching-calendar


The Australian Association of

Graduate Employers (AAGE) Employer

Survey found that in 2011, employers

received an average of 30 applications per

graduate position.

Post selection

If there is a significant period of time between the selection decision and

commencement, it is important your agency continues to engage graduates in the

interim. Strategies can include:

regular contact with graduates by sending updates on any changes to the agency or

program.

inviting graduates to meet their work teams prior to their commencement date.

Application process

Ensure you collect enough information about your prospective

graduates to be able to easily determine the most competitive for

further assessment.

Capture what you need to know about your graduate. For example:

motivation for applying and future aspirations

equity and diversity profile

qualifications and results

skills.

Make the process as simple as possible to encourage more

graduates to apply and make decisions quickly.

The selection panel

Ensure your panel is well informed about the graduate program and have experience in

selection processes. Include panellists who will be involved with the graduates in the

workplace and who understand the graduate program, such as:

the managers and supervisors of graduates to be recruited. This also helps to build

staff commitment to the program

past graduates who have a unique insight on what competencies are required by the

agency to help graduates succeed

corporate executive members to show prospective graduates your agency’s

commitment to the program

clients and stakeholders to provide an alternate point of view.


Case study

The PSC conducts two rounds of interviews. The first panel consists of the graduate

coordinator and two branch managers who have worked with graduates in the past. The

second round interview is conducted by the graduate coordinator and members of

corporate executive. Past graduates act as scribes during both processes and applicants

are encouraged to ask them program specific questions.

Alternate assessment methods

Traditional face-to-face interviews are not the only way to assess graduates. Using

alternate assessment methods can screen graduates faster and give you flexibility in

how and when graduates are assessed. This also assists in capturing information that is

normally hard to assess. Alternative methods include:

phone screening when you need to short-list quickly and there is a large quantity of

applicants meeting the base requirements

practical assessments of a technical graduate’s performance and problem solving

skills. If your graduates will have a high level of involvement in writing (e.g. policies,

ministerials and media statements) consider a mock writing task

research questions for roles where your graduates will undertake research or compile

information; ask them to undertake a small research task and present their findings to

the panel

group assessments to test how graduates interact with each other. This will help

identify team players and those who will perform well in your agency.

video conferencing—which may attract graduates from regional areas or interstate—

costs less than flying a graduate to the interview.

Case study

To help screen prospective graduates for interview, the DTWD set up an assessment

centre as part of their selection process. Graduates are required to complete a group

activity, group presentation and writing task to assess their team work, problem solving,

writing and presentation skills.


Pre-start considerations

When selecting a supervisor for your graduate you should ensure they have:

experience in supervising or mentoring. The majority of graduates’ learning will come

from on-the-job training and development, which requires dedicated and

knowledgeable supervisors

work available at an appropriate level for graduates

time and resources to supervise; ensure graduates are not allocated to areas or line

managers who are too busy to train them

commitment to corporate values, as graduates are new to the workforce and will look

for guidance.

Also ensure you have arranged:

a workstation set up for each graduate in their assigned work area

security access for the graduate to both the building and IT systems

all paperwork for the graduate to sign on or before commencement (e.g. contract and

payroll paperwork)

Case study

To host a graduate at the DTWD, managers must submit an expression of interest (EOI)

to the graduate coordinator. In this EOI, the manager must detail the project and work

the graduate will undertake and include information on how the work will benefit both the

agency and graduate. As the program at the DTWD is quite small, managers must

clearly articulate the graduate’s role and demonstrate their commitment to supervising a

graduate in order to have a graduate assigned to them.


Inducting graduates

Inductions welcome new employees and deliver critical information about the agency,

conditions of employment and job expectations.

If you have a large number of graduates who commence on the same day or in close

succession, a tailored induction program is often beneficial. This ensures graduates

receive consistent information about their program and understand how their

employment may differ from other employees.

In a recent survey, public sector graduates identified a number of areas as important to

their induction. These were:

professional development opportunities and performance management processes

key contacts and networks

government, budget, policy and legislative processes.

By the end of the first week, graduates should understand:

employment conditions including salary, working hours and leave entitlements

details of the job, context of the organisation, what their role entails, who their

manager is, how they contribute to the agency’s strategic plan and what is expected

of them

their responsibilities as a public sector employee including information on

accountable and ethical decision making

support mechanisms that are available and who to contact for advice and information.

Case study

The PSC provides a tailored induction to its graduates over four weeks. Graduates

undertake the normal online staff induction and also attend the Cross Sector Induction.

The PSC also teams up with the Department of the Premier and Cabinet (DPC) for its

induction program and sends graduates on tours of State Law Publisher, Parliament

House, and the Constitutional Centre. The graduates also meet with senior staff

including the Public Sector Commissioner, the PSC’s Deputy Commissioners and the

DPC’s Deputy Directors General.


Developing graduates

Graduates will develop and learn through on-the-job training. Working with experienced

staff on a variety of projects is essential in conveying the right knowledge to your

graduates.

Work plans

Work plans identify the projects, goals and targets agreed upon by the graduate and their

supervisor. Ensure that plans:

set clear, definable goals and deliverables

set short-term goals that give quick wins to reinforce confidence, but also long-term

goals to strive towards

are reviewed, assessed and updated on a regular basis.

If your program involves rotations, consider using a modified version of your agency’s

general work plan process for each rotation.

Skill sets and capabilities

To structure your graduates development, link it to the skills sets or competencies

defined in their job description or the capability profile. Review graduate progress

regularly to ensure they are on track and to aid in identifying opportunities for

development.

Case study

The PSC tracks its graduates’ development in each rotation. The key objectives map

back to the graduate’s job description and the capability profile for level 3 employees.

Performance reviews are held at the end of each rotation to assess and record

graduates’ performance against the capability profile, with the results used during the

graduates’ permanency confirmation process.


Training

While most graduates are new to working in the public sector, not all require the same

professional development. Each graduate has different strengths and weaknesses. If you

run a program for graduates from various disciplines, you will have graduates with

greatly varying skill sets.

When creating a training program for graduates, consider:

position-specific training which will identify the skills your graduates require to

succeed in their job (e.g. writing for government)

agency-specific training will identify the training your graduate needs to succeed in

your agency (e.g. agency specific software)

what discipline the graduates studied (e.g. accounting and finance graduates may not

need budgeting training, but may require presentation skills training; vice-versa for a

marketing graduate)

professional accreditation requirements (e.g. engineering graduates need to be

accredited with Engineers Australia, or law graduates need to complete their practical

legal training with the College of Laws). Determine the support you might offer so

graduates can achieve these qualifications or accreditation.

Case study

The PTA graduate program runs over a number of years with a formal training program

throughout. The first year focuses on interpersonal and communication skills while the

second year focusing on policy and report writing, project management, risk

management and influencing skills. Delivery of training is timed to coincide with graduate

developmental needs.

Reducing costs

Costs are a consideration in developing any training program. Group bookings or in-

house training generally reduces costs. Consider inviting all staff or staff from other

agencies to attend training arranged for graduates.

Case study

The DTWD runs a small graduate program, but partners with the Department of Finance

so their graduates can undertake training together. Both agencies benefit as the training

costs are shared, and graduates benefit with opportunities to network with their

contemporaries across the sector.

Maintaining equality

Ensure training and development opportunities given to graduates are also available to

all staff. If you run a mentoring program for your graduates, consider expanding your

program to the wider organisation.


Case Study

The DEC is using its graduate program as a trial environment for their development

program. After the graduate program concludes, the development program will be

tailored to fit the rest of the organisation’s needs.

Mentoring

Mentoring involves experienced staff guiding graduates to become professional public

sector employees. Benefits may include increased motivation and work satisfaction,

enhanced interpersonal skills, and fostering a learning culture.

When selecting mentors, consider:

the benefits you expect to obtain from the mentoring relationship

the knowledge and experience you want to pass on to your graduates

the workload and availability of mentors so that the relationship is sustainable

identifying good corporate citizens to be mentors, as those who regularly uphold your

agency’s values and missions will set a good example for graduates.

Linking graduates with a mentor who is in a role to which they aspire can assist career

planning and specific skill development. However, linking a graduate with an employee in

an unrelated field also has benefits in exposing them to a range of new experiences and

perspectives.

Mentors can be anyone from past graduates through to senior executive. Selecting past

graduates as mentors can provide unique insight and help graduates overcome issues,

while more experienced practitioners bring a wealth of knowledge to thoroughly educate

graduates.

To ensure the program is successful, consider training both mentors and graduates in

how to get the best out of their relationship.


Graduate Future Leaders Program

The PSC runs the Graduate Future Leaders Program, which provides graduates with a

whole-of-government perspective on the political, legislative, policy and operational

environment in which government employees work and assists them in developing an

appreciation of the complexity, importance and breadth of the public sector in WA.

The program encompasses structured training, development and networking

opportunities. Content of the program is aligned to the specific skills and knowledge of

Certificate IV in Government, from the Public Sector Training Package. Over four

months, the program covers:

the operations and structure of the public sector

the obligations and responsibilities of public sector employees

the importance and benefits of diversity

policy development processes

current issues in public administration

financial planning and budget cycles

legislative and Parliamentary procedures

communicating effectively

career planning strategies.

Graduates can undertake the program with an assessment option and obtain eight units

of competency from the Certificate IV in Government.

During the program, graduates have access to an online learning hub development by

PSC. The hub allows graduates to network, share learning and identify opportunities for

collaboration.


Retention

Most public sector graduates enjoy their graduate program experience and want to

continue being employed by their current agency. Your ability to retain them will often

depend on whether or not you offer graduates permanency on completion of the program.

Beyond that, graduates—like all employees—will look for work elsewhere if their needs

are not being met or if your organisational structure does not support career progression.

Career paths and planning

If you provide graduates with permanency at completion of the program, your retention

strategies will typically mirror those you have for other employees; providing challenging

and interesting work, career paths and planning and professional development

opportunities.

Given graduates are new to the public sector, planning their career progression is

particularly important. Engaging graduates themselves in career planning communicates

the investment your agency has in their future.

Career planning includes:

identifying roles that graduates can aspire to, externally or internally, and at level or at

a higher level

identifying skill gaps that graduates need to address and acting opportunities, both at

level or higher, or training courses to help develop those skills

assisting graduates to develop realistic timeframes to achieve their goals.

However, your organisational structure will largely determine the opportunities available

to a graduate. For example, if you hire graduates at level 3, are there any level 4 roles of

a similar nature in your structure for your graduates to work towards? If there is no

obvious career path for graduates, or if you do not assist them to plan a path, they will

look elsewhere.

Leaving on a positive note

If you cannot guarantee your graduates a position on completion of the graduate

program, assist them in pursuing a career elsewhere in the public sector. Consider

providing your graduates with application and interview training towards the end of their

program to give them a better chance of obtaining work. Even if they’re leaving, engage

graduates in career planning activities to motivate them to apply for jobs within your

agency or remain in the public sector.


Case study

The DTWD does not guarantee its graduates a permanent role at the completion of their

graduate program. As part of their training and development program, the graduates

undertake application and interview skills training, along with career planning coaching.

“We consider it a win if our graduates are employed somewhere within the public sector

at the end of their program”.

Alumni and networks

Whether they continued to be employed by your agency or not, setting up an alumni for

your past graduates may encourage them to apply for jobs in your agency (or retain

those that remain) as well as provide new graduates with access to a wealth of

knowledge and experience specific to their situation. These groups can also be useful for

program coordinators to track career progression and measure the success of the

program.

To support an alumni, consider establishing an email newsletter or creating a group on a

professional networking website; remember that creation of any such group would need

to take into account recordkeeping requirements and codes of conduct about

commenting on work outside of work.

You might also engage past graduates in:

career fairs

testimonials in advertising or corporate documents

interviews

buddy or mentoring programs

social events.


Program review and development

A clear definition of success—with specific targets and goals for each part of the program (e.g. recruitment, retention, training)—will help your agency to review and improve your graduate program. Examples of graduate program goals include:

at least 20 applications are received for each graduate vacancy

offers of employment will be made to graduates within six weeks of the application

closing date

75% of graduates are retained within the agency for at least three years after

completing their program.

Review all parts of your program on a regular and timely basis; for example, review your recruitment and selection process within a month of completing it, while the process is still fresh in mind.

Feedback

Seek formal feedback about the program from staff regularly, and listen to informal

feedback. To allow for comparisons, seek feedback from staff on the same topics as you

would from graduates. If issues arise, resolve them quickly and communicate the

resolution to those involved.

Talk to your graduates regularly so any potential issues can be addressed and solved

quickly. While group feedback sessions are useful in generating discussions that can

identify solutions to problems, also allow graduates to provide feedback privately.


If your program includes rotations, touch base with graduates during and after rotations

to ensure the feedback you receive is current and accurate.

At the end of their program or when graduates leave your agency, get their perceptions

of the agency and insight into their motivations.

Case study

After listening to feedback from managers, the DEC reviewed and then relaunched their

graduate program in 2012. Consultation with staff and graduates found the old

program—originally designed in the late 1990’s—was no longer meeting all of the

agency’s needs. The new program engages with managers more closely, ensures

agency needs are met, and has shifted from recruiting for contract positions to recruiting

for permanent positions.

Graduate tracking

Another way to determine if your program is meeting its objectives (e.g. workforce

planning requirements) is by tracking your graduates. This will help determine retention

rates (both within your agency and the public sector), career progression, and the

general success of your program.

Graduates can be tracked through:

Human Resource Information System reports as your HR area should be able to

provide reports which include details on graduates still employed in your agency and

those who have left

an alumni or email lists which allow you to contact them for updates

informal graduate networks—while the agency may lose touch with a graduate, other

graduates may still be in contact with them.

Celebrate success

When the program is running well and your graduates are making good impressions,

celebrate your successes to the agency so that the graduate program is known as a

successful and useful program. Consider publishing articles in internal newsletters or

InterSector for even broader exposure. Scheduling meetings, presentations and

networking sessions between graduates and corporate executive may support the

recognition of the program by senior managers.


Case studies

Department of Environment and Conservation

The DEC re-launched its graduate program in 2012. The program was originally set up

over 15 years ago with a focus on conservation. Since the Conservation and Land

Management Authority (CALM) was amalgamated with the Department of Environment

to create the DEC, feedback from managers showed the conservation focus did not work

for the broader organisation. Additionally, managers had been detached from the

graduate program and wanted greater involvement to ensure the program served

business needs.

Intake size Up to 20

Commencement

Various—graduates can commence in their areas whenever the

area is ready for them, however graduates must commence by the

end of January for the group induction and training program.

Disciplines Various—environmental science (broad), human resources, finance,

Geographic Information System

Salary PSGOGA General Division levels 2 and 3 and Specified Calling 10

Salary and FTE

allocation Managed by division

Program length 12 months

Rotations

Yes, tailored to the individual.

Rotations are not a set length and are a high level decision

depending on the needs of the business area.

Regional graduates will rotate to different regions depending on

accommodation. Some metro based graduates rotate within their

divisions (which may involve regional placements).

Permanency at

end of program Yes—the 12 month program is their probationary period.

Average number

of applications

221 people applied for 8 positions (range between 17 to 114

applications per position)

Attraction

Advertising Jobs WA, Seek, Careerhub, Departmental website,

West Australian

Events Career Fairs—Big Meet, Curtin Careers Fair

UWA Indigenous Career Fair


Selection Process

Graduates are asked to submit a cover letter, resume, copy of qualification and

academic transcript, contact details for two referees and application form.

The DEC employ an external consultant to assist in the short-listing process. Phone

interviews, using basic criteria related questions, are used in a second short-listing

process.

Graduates then undertake group and individual exercises:

IT test: candidates required to type up answer to a position specific question/scenario

team activity based around values, code of conduct and conflict of interest

A morning tea is held for graduates to meet the interview panel members. Panel consists

of Graduate Coordinator, Manager of position and external consultant. Operational staff

members may also sit on panel for larger candidate pools. Referee checks are also

undertaken.

Induction, Training and Development

A week long group induction is undertaken, covering general induction topics including

EEO, Accountable and Ethical Decision Making, and OSH. The induction is also the start

of the formal training program

The formal program 12 month structured training plan. Graduates complete 8 units of a

Certificate IV in government. Graduates also complete role specific training determined

by the graduate coordinator and their manager. The formal program is centrally funded,

while rotation or division specific training is funded by the division.

Top tips:

clearly identify why you need your program and design the program accordingly

recognise that resources (both time and money) are needed to run the program well

commitment and involvement from senior management is essential

if you have a large number of applications, consider contracting assistance from a

Common Use Agreement recruitment agency—especially during the short listing

phase. These agencies can assist with logistics, writing reports, referee checks, and

keeping panel members on-task (particularly if you have several panels operating

simultaneously)

use your agency’s website to provide updates on the process to let potential

applicants know when advertising is going to occur.


Department of Training and Workforce Development

The DTWD established its program in 2012. The new program is designed to help tackle

issues arising from an ageing workforce, including succession planning, workforce

capability and youth as a minority group.

Intake size 2

Commencement January

Disciplines Various—commerce, economics, law, GIS

Salary PSGOGA level 3

Salary and FTE

allocation Centrally managed by Human Resources


Rotations

Three rotations, four months in length each

EOI is run for business managers to lodge their rotation project

proposals.

Managers must agree to coaching, allocate an available supervisor

and buddy for the four month placement, and provide a meaningful

project with details as to how it will be of benefit to the graduate.

Proposals are assessed by graduate coordinator and rotation

schedule determined.

Permanency at

end of program

No—application and interview training is provided, along with

mentoring and coaching for career planning.

Average number

of applications 33 per position

Attraction Advertising

West Australian

Jobs.wa.gov.au

Events Do not attend any events


Selection Process

Graduates are asked to submit a cover letter and project summary (one page in total),

academic statement, and their CV. Short-listing is handled internally.

Assessment Centre’s are run internally to further reduce the field of applicants. The

sessions consist of a group activity, group presentation, and writing assessment. Panel

interviews are then held; three (3) people interviewed per position.

Induction, training and Development

Graduates spend their first week in HR learning internal systems, undertaking basic MS

Office training, and Accountable and Ethical Decision Making. Graduates also meet with

their rotational supervisors.

Graduates also undertake a formal training calendar that is run in conjunction with

Department of Finance due to the small intake, saving time and money. Graduates also

participate in the PSC Graduate Future Leaders Program, IPAA Young Professionals

Network and a formal mentoring program. The formal programs are centrally funded with

any rotation or division specific training is funded by division

Top tips:

collaborate with other agencies and learn from their successes and failures

tailor and tweak your program along the way so that it works for you.


Public Transport Authority

The PTA has run a graduate program since 2002. The program was created, and

continues to exist, in response to an ageing workforce and a need to increase skilled

workers and retain knowledge within the department. The program has two streams:

general and engineering.

General stream Engineers

Intake size 2 to 5 6

Commencement February

Disciplines Various—Commerce, Arts, Planning,

IT

Engineering - primarily electrical and

civil

Salary PTA Salaried Officers Agreement

Level 2/4

PTA Salaried Officers Agreement

Level 2/4—5

Salary funding

and FTE

allocation

Central budget managed by Graduate Coordinator

Program length Two (2) years Three (3) years

Rotations

6 months 12 months

Rotations are generally internal; however secondments to the Department of

Transport have occurred. In these instances, Department of Transport cover

the graduates salary and FTE. Industry placements are being considered.

Permanency at

end of program No; graduates must apply for roles No; graduates must apply for roles

Average number

of applications 30 per position

Attraction

Advertising Agency website, University Career Hubs, Jobs.wa.gov.au

Events

Career Fairs (Big Meet, Curtin Career Fair)

Engineers Australia Face-to-face expo

Sponsorship of IEEE’s UWA chapter—members are invited to

an information session and tour prior to advertising process


Selection Process

Applicants are asked to submit a cover letter, academic statement and a statement

addressing the positions selection criteria. Shortlisting is handled internally. Panel

interviews are conducted and second and third year graduates participate.

Induction, training and Development

Induction is run by the graduate coordinator over three days.

A formal training program is run over the full length of the graduate program. The first

year focuses on communication, negotiation, running meetings, and the Microsoft office

suite. The second and third years cover policy and report writing, project management,

risk management, presentation and influencing skills. Graduates also undertake the PSC

Graduate Future Leaders Program. The formal program is centrally funded with any

rotation or division specific training is funded by division

Top tips:

support and commitment from senior management goes a long way

plan and confirm rotations as early as possible

involve the graduates as much as possible (e.g. recruitment, training program design,

alumni).


Public Sector Commission

In 2009, the PSC separated from the DPC. The decision was made to retain the

graduate program, but on a smaller scale. The program has continued in a similar format,

with slight changes made to meet the needs of the PSC. The PSC joins with the DPC for

some aspects of their induction processes.

Intake size 1 to 5

Commencement January

Disciplines Various—commerce, public policy, humanities, law, psychology

Minimum four year degree

Salary PSGAGO Level 3

Salary and FTE

allocation Centrally managed by Human Resources


Rotations

Three (3) rotations, four (4) months in length

Graduates rotate through the Commissioner’s Office and various

divisions —rotations are determined based on availability of

appropriate work and even distribution across business areas

Permanency at

end of program

Yes—graduates are placed on the attached list as specific positions

are not quarantined for them. Graduates then act against fixed term

roles until they secure a permanent position.

Average number

of applications 20 to 30 a year

Attraction Advertising West Australian, Jobs.wa.gov.au, career hubs, seek

Events Do not attend any events


Selection Process

Applicants are asked to submit a cover letter, CV, academic record, and a summary of

group project. They asked to provide the summary in the context of the work related

requirements: analytical skills, time management, communication, team work, problem

solving.

Short listing is completed by the graduate coordinator and past graduates. Two rounds of

interviews are held. The panel of the first round consists of the graduate coordinator,

section/branch managers, past graduates and the second round of the graduate

coordinator, corporate executive and past graduates. In both rounds, graduates act as

scribes but also to answer applicant questions.

Induction, training and development

Induction is a four week program. Graduates undertake the agency’s online staff

induction and also the whole of sector general induction. The induction program also

pairs with the Department of Premier and Cabinets program that includes tours of

Parliament House, State Law Publisher and Government House.

Graduates participate in the PSC Graduate Future leaders program and also general

public sector forums and workshops. Additional training is determined on an individual

basis, negotiated between the graduate and graduate coordinator and funded centrally.

Top tips:

Corporate Executive support and involvement is essential

you need to have a passion and enthusiasm for graduates to make your program

work.


The Australian Association of

Graduate Employers (AAGE) Employer

Survey found that in 2011, the national average graduate

salary was $56,000.

Frequently asked questions

How much should I pay a graduate?

Salary is determined by a position’s classification. By identifying your agency’s needs

and classifying your graduate role correctly when designing your program, you will

ensure the graduate’s salary is reflective of the work they undertake.

Are graduate positions subject to the FTE ceiling?

Yes. Only trainee positions are exempt from the FTE ceiling.

Is there any funding available to implement a graduate program?

Agencies fund their own graduate programs. Programs do not need to

be an expensive exercise; you can advertise at low cost, and savings

can be found by working with other agencies to deliver training and

development.

What if I cannot offer permanent employment to graduates at the end of their program?

Not all agencies are able to offer permanency to graduates. If

permanency is not an option for your graduates, encourage them to apply for other roles

in your agency (or the wider public sector) and consider giving them training and

coaching to help them in securing a permanent position.

What if my agency is too small to have a graduate program?

There is no arbitrary number of graduates you need to employ to constitute a graduate

program. Consider taking on graduates every other year, working with another agency to

run a joint program, or recruiting part-time graduates.

Can I directly appoint interns or vacation students to graduate positions?

No. As graduate programs are generally 12 months in duration, graduate positions must

be advertised on www.jobs.wa.gov.au and any appointments made only after a merit

based selection process is completed. However, interns and vacation students can be

encouraged to apply for graduate programs like any other student.

http://www.jobs.wa.gov.au/

http://www.publicsector.wa.gov.au/workforce/employment/internship-program


What is the Public Sector Graduate Reference Group?

The Public Sector Graduate Reference Group (PSGRG) was established to guide

strategic initiatives related to graduate employment, training and development. The

purpose of the PSGRG is to:

provide advice to the PSC and guide strategic graduate initiatives for the public

sector

provide feedback on existing graduate programs delivered by the PSC

provide input and advice on proposed PSC graduate initiatives

share information and resources relating the graduate employment, training and

development in the sector.

If you would like to join the group, contact the PSC’s Senior Consultant, Employment on

(08) 6552 8758 or email [email protected].

How do I get my graduate program listed on the Getting a Job website?

Simply contact [email protected] with the basic details of your program and it will

be uploaded. If you let us know when you are open for applications, we’ll list your agency

in the ‘recruiting now’ section on the Getting a Job website.

Who can I talk to for advice about setting up a graduate program in my agency?

Contact the PSC’s Senior Consultant, Employment on (08) 6552 8758 or email

[email protected]. They can also put you in contact with graduate coordinators in

other agencies or members of the Public Sector Graduate Reference Group.



http://www.gettingajob.dpc.wa.gov.au/



Appendix 1 — What does an ideal graduate

look like for your agency?

Think about what is essential for your graduate to have, and what can be developed

once they’re employed. Below are some questions to help you define what your graduate

needs to have before they start, and what you can develop in them during their program.

Qualifications

What type of qualification(s) does the graduate need?

Undergraduate Faculty/Majors: _____________

Post graduate Faculty/Majors: _____________

How recently should they have obtained the qualification?

Experience

Is work specific experience essential or relevant to the role?

Is general work experience desirable?

Is having community or volunteering experience desirable?

Skills and attributes

What skills and personal attributes are essential to this role? Can they be trained? For

example:

Need to have before they

commence

Able to be trained or

developed

Verbal Communication

Written communication

Team work

Presentation skills

Problem solving skills

Initiative

Collaborative work ethic

Forward thinking

Attention to detail


Appendix 2 — Example induction checklist

Action Responsibility Date

Completed

Pre-

start

Contract and new starter forms issued Human resources

Contract and new starter forms returned Graduate

Work space arranged including computer,

phone and stationery Supervisor

Buddy assigned and briefed Supervisor

Draft work plan Supervisor

Arrange building and IT access Supervisor

Meet and greet Supervisor

Day

one

Meet graduate at reception Supervisor

Graduate Induction

Agency overview

Graduate program overview

Conditions of employment

Expectations

Tour of facilities

Emergency procedures

Probation and performance management

arrangements

Graduate Coordinator

Human resources

Senior Executive

Representative

Week

one

IT induction Supervisor and IT

Records induction Supervisor and records

OSH induction Supervisor and HR

Job expectations and links to agency

goals Supervisor

Introductions to key staff Supervisor

Work plan completed and agreed upon Graduate and Supervisor

graduate programs - public sector commission · pdf fileappendix 2—example induction...

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