Tag: Recruitment Processes

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Integrating AI into your organisation: Why smart hiring is the key to success

Integrating AI with smart hiring for organisational success

Artificial Intelligence (AI) is no longer a futuristic concept it’s a present-day catalyst for transformation across industries. From automating routine tasks to unlocking powerful data insights, AI is reshaping how organizations operate, compete, and grow. But while the technology itself is revolutionary, its true potential is only realized when paired with the right people. At CBR Recruitment, we believe that integrating AI into your business isn’t just a tech upgrade it’s a cultural shift, which demands smart hiring.

AI + People = Innovation

AI can streamline operations, but it’s your team that will determine how effectively it’s adopted. The most successful organizations aren’t just investing in AI tools they’re recruiting individuals who can embrace change, adapt quickly, and champion innovation. These are the people who ask, “How can we do this better?” and aren’t afraid to experiment with new processes. They’re not just tech savvy they’re transformation-savvy.

What to look for in AI-ready talent

Curiosity and Learning Agility: AI evolves rapidly. Employees who are eager to learn and stay ahead of trends will help your business remain competitive.

Change Resilience: AI can disrupt traditional workflows. Look for candidates who thrive in dynamic environments and see change as opportunity.

Process-Oriented Thinking: AI is most effective when paired with optimized processes. Hire people who can identify inefficiencies and reimagine workflows.

Collaborative Mindset: AI adoption often spans departments. Seek individuals who can work cross-functionally and communicate effectively with both technical and non-technical people.

Hiring for the future, not just the role

Smart hiring means thinking beyond the job description. It’s about building a team that can evolve with your business. At CBR Recruitment, we help clients identify candidates who not only meet today’s needs but are also equipped to lead tomorrow’s innovations. Whether you’re hiring a Data Analyst, Operations Manager, or Customer Experience Lead, we focus on finding professionals who understand the value of AI and are ready to harness it to drive meaningful change.

To speak to one of our Consultants about how to recruit people into your organization who can embrace AI, please contact us by sending us an enquiry or by calling 02 6103 7000.

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Candidate

5 Tips for executive-level interviews

Confident executive professional preparing for a high-level job interview, reviewing strategy notes.

Based on our experience many senior executives lack contemporary interview experience, either because they have secured roles though their contacts and networks, or by being consistently promoted internally within their organisation.

Interviewing for a leadership role is a unique challenge that requires more than just experience and credentials. It’s about showing up with insight, presence, and a clear sense of how you will contribute to the organisation’s strategic direction. Here is how to prepare for these high-stakes conversations with clarity and confidence.

1. Dig deeper than the basics

While every interview calls for research, executive-level roles demand a more nuanced understanding. Go beyond the mission statement and explore the professional journeys of the leadership team. What patterns do you notice? Where do your experiences align, and where do you bring something fresh and valuable? This kind of insight helps you speak directly to the organisation’s current dynamics.

2. Lead with self-awareness

Confidence at this level isn’t about bravado; it’s about knowing your strengths and how they complement others. Think of it as steady assurance: you understand your capabilities, you respect the expertise around you, and you’re ready to collaborate. This kind of presence is magnetic in leadership settings.

3. Champion your value

No one can articulate your impact better than you. Be ready to share how your leadership has made a difference, whether through transformation, growth, or resilience. Frame your contributions in a way that connects with the organisation’s goals, and don’t shy away from highlighting what sets you apart.

4. Prepare for a strategic dialogue

Executive-level interviews often feel more like a conversation between peers than a traditional Q&A. Expect open-ended questions that explore your values, the way you think, your approach to challenges, and your leadership philosophy. And just as importantly, come with thoughtful questions of your own. Questions relating to culture, measures of success and current organisational challenges are usually well received.

5. End with intent

As the conversation wraps up, reinforce your enthusiasm and summarise how your experience aligns with the organisation’s strategic objectives. A strong finish leaves a lasting impression and sets the tone for what could be a powerful partnership.

If you’re looking to refine your approach, CBR Recruitment is here to help. Reach out to us at hello@CBRrecruitment.com.au for personalized guidance, strategic coaching, and deeper conversations about how you can approach executive-level interviews with impact and confidence.

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Candidate

Understanding the Integrated Leadership System (ILS) – without the jargon!

Understanding the Integrated Leadership System (ILS) - without the jargon!

The Integrated Leadership System (ILS) is the framework used in the Australian Public Service (APS) to assess a candidate’s ability across five different areas. In short, the higher the level of the position, the greater the expectation in each of these areas. It’s important to know that the ILS is not only used for APS recruitment but also for promotions and performance discussions, so in each of those scenarios, you need to be able to demonstrate your competence against each aspect of the ILS at the appropriate classification.

Let’s break down what each aspect of the ILS actually means in simple terms:

1 – Supports Strategic Direction / Shapes Strategic Thinking
This capability is all about your ability to demonstrate how you align your work with the broader organisational goals, along with your ability to make informed decisions, anticipate future challenges, and guide others towards a shared vision and government priorities. For lower-level classifications, it’s important to think ahead, anticipate future challenges and opportunities, incorporate long-term strategic planning into decision-making, and solve problems creatively by applying innovative thinking to complex policy and operational issues. In higher level leadership focussed classifications, this can be expanded to understanding the broader context, where you might be required to interpret the government’s priorities and departmental objectives, contribute to national outcomes and public value, and drive innovation where you champion new approaches, encourage continuous improvement, foster a culture of learning and adaptability, and provide frank and fearless advice.

2 – Achieves Results
When we look at the need to achieve results, it’s really about delivering high-quality outcomes by being proactive, accountable, and focused on achieving the department’s and / or the government’s broader priorities. Regardless of your classification, as a public servant you need to be able to show that you deliver on commitments, maintain focus and drive, manage time and resources and take ownership where you accept responsibility for decisions and actions, following through to ensure the job is completed successfully. In leadership roles, this responsibility also covers the outcomes of your team or section, and it’s all about achieving tangible outcomes for the Australian public.

3 – Supports / Cultivates Productive Working Relationships
In any role, it’s important to be able to work collaboratively with others and foster a collaborative, inclusive, and respectful workplace that supports teamwork, stakeholder engagement, and shared success. You need to be able to demonstrate that you can build strong relationships, where you engage effectively with colleagues, stakeholders, and the community to achieve organisational goals, work collaboratively where you contribute to or lead team efforts, support colleagues, and value diverse perspectives. In leadership roles, there is generally some additional complexity that can involve managing conflict constructively, where you navigate disagreements and underperformance professionally, foster solutions that maintain positive working relationships, and demonstrate reliability, integrity, and a commitment to supporting others in a shared mission.

4 – Displays / Exemplifies Personal Drive and Integrity
This is a key requirement for public servants due to being accountable to the Australian public. It’s important to be highly ethical, and act with integrity, where is it expected that you uphold the APS values at all times, follow ethical guidelines, and make fair, transparent decisions. This also covers taking responsibility for your work and the work of your team, learning from your mistakes and remaining accountable at all times. Often in leadership roles, your self-reflection ability will be of vital importance, as this is a key expectation of contemporary leaders within the APS.

5 – Communicates with Influence
All APS employees are expected to be able to communicate effectively and ensure that both written and verbal communications are clear, persuasive, and tailored to influence decision-making and achieve policy or operational outcomes. Think about delivering clear and concise messaging, ensuring it is engaging and persuading to present ideas and policy recommendations effectively to gain support from stakeholders, actively listening where you seek input, considering different perspectives, and adapt to the audience where you tailor your communication style and approach depending on senior leaders, colleagues, or the public. In leadership roles, the complexity obviously increases, where you may need to provide concise briefings to a Minister, use your judgement to deliver specific messaging with limited time and resources, and effectively represent your department or the government to complex external stakeholders.

To meet with a CBR Recruitment Consultant to discuss the intricacies of the ILS, please give us a call on 02 6103 7000 or email hello@cbrrecruitment.com.au

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Candidate

The Do’s and Don’ts of Australian Public Service Interviews

The Do’s and Don’ts of Australian Public Service Interviews

Interviews are a pivotal step in landing a new role, and the key is to demonstrate that you’re the right fit for the job, the team, and the organisation. Here are essential do’s and don’ts to help you make the best impression.

The Do’s:

  1. Do Your Research – Before the interview, research your audience. Learn about the organisation’s culture, the reason behind the vacancy, and what they expect from the role. This will help you tailor your responses and show you’ve done your homework.
  2. Prepare Targeted Responses – Tailor your answer specifically to the job, department, and selection criteria. Highlight the aspects of your background that directly relate to the role and make sure the panel understand why you provided your example.
  3. Answer Behavioural Questions with “I” – In behavioural or situational questions, interviewers want to know what you’ve personally achieved. Avoid saying “we” when describing actions—focus on what you did.
  4. Give Detailed Answers, But Be Concise – Avoid one-word answers; they won’t give the panel enough information to assess your abilities. On the flip side, don’t ramble. Introduce your response, elaborate, and then wrap it up, preferably using a structure such as the “STAR” (situation, task, action, result) method.
  5. Ask Thoughtful Questions – At the end of the interview, you’ll likely be asked if you have any questions. Avoid asking questions about things you should already know, like the duties of the role or general information about the company. Instead, ask about the team, the goals of the team or section, or opportunities for professional development.

The Don’ts:

  1. Don’t Be Too Vague – Failing to provide specific details when discussing your experience or abilities can leave interviewers unsure about your competence. Always back up your statements with concrete examples.
  2. Don’t Oversell Yourself – Embellishing the truth or overselling your abilities can backfire. Be honest about your experience and what you can bring to the table.
  3. Don’t Criticize Past Employers – Never speak negatively about former employers, managers, or colleagues. It can make you seem difficult to work with and raise red flags for the panel.
  4. Don’t Focus on Personal Benefits – It’s best not to ask about benefits such as salary, leave entitlements, or other perks unless the panel raises these topics first. Asking about these too early can make you seem more interested in the benefits than the job itself.

Interviews are a balance of preparation, self-awareness, and communication. By understanding what interviewers are looking for, preparing thoroughly, and avoiding common pitfalls, you can approach your next interview with confidence and increase your chances of success. Navigating your next career move can be a daunting prospect, particularly if you have worked in the same position or organization for a significant period of time. If you’re looking for interview training or a better understanding of the interview process, please contact us at hello@cbrrecruitment.com.au.

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Candidate

Transitioning Across the Different Levels of Government

Transitioning Across the Different Levels of Government

As a specialist government recruiter, one of the questions we are frequently asked is “how does my role and level translate to a role within the Federal public service?”

Transitioning from state or local government to Federal government can be a worthwhile career move, offering new challenges and opportunities. To make this transition smoothly, it’s important to understand the distinct roles and responsibilities at each level of government and how your skills and experiences can align with Federal government roles.

Federal Government

The Federal government handles issues of national significance. Key areas include:

  • Defence and Foreign Affairs: Managing national security and international relationships.
  • Trade, Commerce, and Currency: Regulating economic transactions and financial systems.
  • Immigration and Social Services: Overseeing the entry of people into Australia and providing welfare services.
  • Postal Services, Telecommunications, and Broadcasting: Managing, developing and regulating communication.
  • Transport: Regulating safety, investing in infrastructure and operations.
  • Health, Education, Environmental Issues, and Industrial Relations: Often funded federally but administered by states.

Understanding these areas may help to pinpoint where your skills might fit within the Federal structure.

State / Local Government

State governments manage a wide range of services not covered by the Federal government. These include:

  • Schools and Hospitals: Administering public education and healthcare systems.
  • Conservation and Environment: Protecting natural resources and managing environmental policies.
  • Infrastructure: Maintaining roads, railways, and public transport systems.
  • Public Works and Agriculture: Overseeing public projects and agricultural policies.
  • Emergency Services and Police: Providing public safety and emergency response services.

If your experience lies in any of these areas, identifying roles within the Federal public service with overlapping responsibilities can be helpful when you’re looking for a change. Common expectations across all levels of government is the desire to serve the public, to act with integrity and to uphold public service values.

How to Transition into Federal Government

Transitioning to a Federal government role requires a strategic approach:

  1. Tailor Your Resume: Highlight relevant work experience, skills, and achievements that align with the job description. Emphasize how your past roles align with the requirements of the position.
  2. Use Keywords: Pay attention to the keywords and phrases in the job posting. Incorporate these into your resume and application to demonstrate your understanding of the role and its demands. Provide concrete examples of your accomplishments and their impact.
  3. Showcase Qualifications: Clearly articulate your qualifications, focusing on their relevance to the advertised role. Sometimes having highly relevant tertiary qualifications can compensate for not having prior direct Federal government experience.
  4. Translate Your Role to the Australian Public Service (APS): Understanding how your current role translates to the APS can help you target appropriate positions. The table below outlines equivalent levels between across state and Federal government. By understanding these equivalents, you can better position yourself for appropriate level roles.
APS Level ACT Gov NSW Gov QLD Gov SA Gov WA Gov
APS1 ASO1 General Scale L1 ASO1 Level 1
APS2 ASO2 Level 1 L2 ASO2 Level 2
APS3 ASO3 Level 2 L3 ASO3 Level 3
APS4 ASO4 Level 3 L4 ASO4 Level 4
APS5 ASO5 Level 4 L5 ASO5 Level 5
APS6 ASO6 Level 5 L6 ASO6 Level 6
EL1 SOG C Level 6 L7 ASO7 / MAS1 Level 6
EL2 SOG B Level 7 L8 ASO8 / MAS2 / MAS3 Level 7/8
SES Band 1 Executive Level 1 / SOG A Class 1 SES1 SAES1 Class 1
SES Band 2 Executive Level 2 Class 2 SES2 SAES1/2 Class 2
SES Band 3 Executive Level 3 Class 3/4 SES3/4 SAES2 Class 3/4

For more information or to speak to a CBR Recruitment Consultant please call us on 02 6103 7000 or email hello@CBRrecruitment.com.au.

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Client

Scribing for the Australian Public Service: A Gateway to Public Sector Insight

What is Scribing?

Scribing in the context of the Australian Public Service (APS) involves assisting with the recruitment process by taking detailed notes during interviews, summarizing candidates’ responses, and the preparation of selection reports. Scribing is an essential part of ensuring a fair, transparent, and efficient recruitment process, maintaining high standards in public service recruitment processes.

The Role of a Scribe

A scribe’s main responsibilities include accurately recording candidates’ responses during interviews, creating concise and clear summaries of candidate performances, undertaking high quality reference reports to support the recommendations of the Selection Panel, and to compile and organise information to develop high quality selection reports which provide defensible outcomes and useful feedback for applicants.

Why Consider Scribing?

Scribing offers unique advantages for those interested in understanding or advancing within the public service sector.

 1. Insight into Public Service Operations

As a scribe, you get a behind-the-scenes look at the recruitment process, gaining insights into what skills and attributes are valued in the APS. This experience is invaluable for anyone considering a career in public service, and also for those experienced public servants looking to step away from a substantive role.

2. Skill Development

Scribing hones several key skills, including your attention to detail, time management, communication skills, and also develops your persuasive writing ability.

3. Flexible Work Opportunities

Scribing often offers flexible working conditions, making it a suitable role for part-time workers, those looking to transition into a public service career, and those who are semi-retired.

4. Diverse and Interesting Work

Scribing gives you a unique insight into the different roles, subject areas, and departments, and can be a great way to get an in-depth understanding of different professions and subject matter.

To find out more, or to express your interest in scribing work with CBR Recruitment please get in touch by telephoning 02 6103 7000 or emailing hello@CBRrecruitment.com.au

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Shortlisting for Success – 3 Insider Tips!

Shortlisting for Success

Choosing candidates to interview can be a challenge, particularly when you have a popular role on offer and an abundance of applicants. There are a range of tips and tricks that can help you better understand your candidates and how they would suit your organisation. From decoding CVs to discerning hidden talents, there are some key strategies that can help you shortlist a position successfully.

 

Understand their values and interests

One of the most important things to understand when you’re shortlisting candidates for your team is how to look for cultural fit. If you read a CV holistically you can usually gain a good understanding of a candidate’s hobbies and interests, how career driven they are, whether they have taken time away from work to travel overseas and so on. It’s also important to remember that a job application and CV will only tell you so much, so we can’t under-emphasize the value in making that initial phone call to candidate to talk about their background, skills, experience and career goals, and also gaining an understanding if they have a genuine interest in the specific role they have applied for.

Know the red flags

There are a range of things to look out for when assessing your candidates and looking over their CVs and applications. It’s important to be discerning when reading resumes, taking note of any missing information or gaps. Significant gaps in employment are a reason for concern, and raises the question of how the candidate could afford to live over that period. Understanding why they left their last job or why they want to leave their current job is also important as this can show you how well they work in a team, or how they don’t. Job hopping without legitimate reasons can suggest a lack of commitment, or a lack of specific career goals.

Understand their work experience and job roles

Usually when reviewing job applications and CVs we are on the lookout for career progression over time. This doesn’t necessarily mean changing jobs or organisations, however it is a good sign if a candidate is taking on additional responsibilities, putting their hand up for promotions, or acting in leadership opportunities when managers are away. This shows that the candidate has natural leadership ability, and is most likely a high performer, rather than someone who plods along in their role.

 

In summary, shortlisting takes a good eye, sound judgement, and plenty of practice. By incorporating the strategies we have outlined here, you can not only identify the best-suited candidates for your vacancy; you can build a highly skilled team that aligns with your values and can drive your organization forward.

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Client

How To Answer Those “Tricky” Interview Questions

Tricky Interview Questions

The interview is one of the most important aspects of getting a job, and making a good impression is vital to your chances. Effective employment interviewing involves preparation and practice and to be prepared for an interview you need to acquire knowledge about yourself, about the job, and about the employer you are interested in working for. The following are various techniques that can help you make a good interview impression and answer those “tricky” questions.

 

Research the Organisation and the Position

The more you know about the organisation and the job you are applying for, the better you will appear in the interview. An interviewer will be impressed by your interest and motivation, and you will be able to explain what you can do for the organisation.

You should find out the following information before your interview:

  • The typical duties and salary range for the job in which you are interested;
  • The background of the organisation;
  • The products or services of the organisation;
  • The philosophy and values of the organisation; and
  • Any recent news regarding the organisation.
  • The likely format interview and whether questions will be competency-based or unstructured.

Prepare

Whether the interview is competency-based or unstructured, an interviewer must secure answers to four basic questions, either directly or indirectly through other questions and comments. You should be clear about your thoughts and prepared to give articulate answers to these questions:

  1. Why do you want to join the organisation?
  2. How much experience do you have in this area?
  3. How do your skills and values fit with the organisation?
  4. What are your salary requirements?

 

Handling Difficult Questions

If you are unsure about a question politely ask for the question to be repeated or for more information and write the question down if you need to. It is always better to understand the question than try and answer one that you don’t. Take your time with your answer and think about what you are saying. Never rush questions as you might miss out on saying what you wanted, and if you’re not sure you have answered the question completely, ask the interviewer if they would like you to elaborate. The best way to handle difficult questions in an employment interview is in an honest, positive manner. Some difficult questions employers ask include:

‘Tell me about yourself….’

The employer wants to gain information about your work experience, not your personal life. Talk about experiences and goals that relate to the specific job you are applying for.

‘How would you describe yourself?’

Discuss positive, work-related attitudes. For example, you could suggest that you enjoy working with people of all ages, are loyal, committed, etc.

‘Have you done this type of work before?’

Link the skills you possess to the abilities needed for the job. Answer truthfully about how your experience relates to the position.

‘Why did you leave your last job?’

Be honest, professional and positive in your response – interviewers need to be able to understand your reasoning for leaving past positions. Avoid any statements that may say something negative about yourself, your work, or your ability to get along with others.

‘You seem to be overqualified for this position. Why do you want this job?’

The employer may be questioning your goals or challenging your long-term commitment to the job. Indicate your sincere interest in working for the organisation. Emphasise the unique attitudes, abilities and interests that led you to apply for this job.

 

Ask Questions

You should conclude the interview with questions you have about the job. Make sure you are prepared with some questions you would like answered in the job interview. Apart from frequently-used question regarding the timing of the recruitment decision, if possible use this opportunity to engage with the interviewer about the team or organizational goals, or their expected achievements of the candidate within say the first 100 days of the role. This prompts them to tell you exactly what they expect.

 

After the Interview

End the interview with a handshake or warm farewell, (taking into account COVID-19 and social distancing protocols) and thank the interviewer for their time. Reiterate your interest in the position and your qualifications. Follow up with a phone call if you are not contacted within a week of when the interviewer indicated you would be.

 

The CBR Recruitment Team prides itself on doing our absolute best to prepare you for your interview so you have the best opportunity of winning your next job. To discuss your next career move, please phone: 02 6103 7000 or email: hello@CBRrecruitment.com.au

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Competency Based Interviewing – What is it and why use it?

Competency Based Interviewing

The current industry leading practice is to interview candidates using a technique known as “Competency Based Interviewing” (also called “structured” or “behavioural” interviewing). Competency based interviewing is based upon the concept of linking three parameters – knowledge, skills and attitude. Each question is designed to test one or more specific skills and the answer is then matched against pre-decided criteria and marked or rated accordingly. For example, the interviewer may want to test the candidate’s ability to deal with stress by firstly asking how the candidate generally handles stress and then asking the candidate to provide an example of a situation where he or she worked under pressure.

 

How is Competency Base Interviewing Different?

Competency based interviewing differs from traditional interviewing (also called unstructured interviewing) as traditional interviews are essentially a conversation where the interviewer asks a number of questions that are relevant to what they are looking for, but without any specific aim in mind other than getting an overall impression of the candidate as an individual. Questions are usually quite random and can also be quite open. For example, a question such as “What can you offer our company?” is meant to gather general information about the candidate but does not test any specific skill or competency. In an unstructured interview, the candidate is judged on the general impression that he or she leaves and the process is therefore likely to be more subjective.

 

What are the Benefits?

Competency based interviews are more systematic, with each question targeting a specific skill or competency. Candidates are asked questions relating to their behaviour in specific circumstances, which they then need to back up with concrete examples. The interviewer will then dig further into the examples by asking for specific explanations about the candidate’s behaviour or skills.

 

An example of a competency-based interview question is:

“This is a busy role which manages high volumes of client contact and juggles a number of competing priorities. Can you tell us about a time when you have had to coordinate multiple work outputs with competing deadlines? What strategies did you employ and what was the outcome?”

 

This question tests organisational skills, working at a fast pace, dealing with stressful situations, providing high quality client service and achieving results.

 

Utilising Methodology

The “STAR” methodology can be useful tool to frame competency-based interview questions.

 

Situation

Ask the candidate to set the context by describing the circumstance where they used the skills or qualities you are seeking.

Task

What was their role / involvement in the situation?

Actions

What did they do and how did they do it?

Results

What did they achieve? What was the outcome of their actions?

 

Regardless of the specific position being recruited it is always worthwhile asking a question about communication skills, teamwork and organisational skills as these qualities are important requirements of most jobs.

 

Secondary Interviews

Another effective technique in assisting to select the best candidate for the position is to conduct a secondary interview with the top one or two candidates. This interview should be a much less formal unstructured interview – at a café for example. This is a good opportunity to meet the candidate in a less stressful environment than the initial interview, and will give you an excellent insight into their potential fit into the culture of your organisation, and you should be able to effectively gauge how you would work with the candidate on a day-to-day basis.

 

For assistance with your next recruitment campaign or with developing competency-based interview questions, please call CBR Recruitment on 02 6103 7000 or email: hello@CBRrecruitment.com.au