Ref: OIA-24-037
Document Schedule
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Document type
Document date
Document name
Release or withholding grounds
Appendix One
Recruitment position description
Undated
Chief Information Security Officer - Position Description
Release in full
Appendix Two
Organisational Guidance or Policy
Last updated
Recruitment Policy
Release in full
August 2024
Appendix Three
Organisational Guidance or Policy
Last updated
Recruitment Guidelines
Release in full
July 2024
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Your Expertise
Your Home
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Chief Information Security Officer - Security Enablement - Innovation
As the Chief Information Security Officer, you are responsible for ensuring the
Enablement
confidentiality, integrity and availability of Callaghan Innovation’s platforms,
products & services. The role is critical to our commitment of ensuring that our
employees, contractor’s and customer’s data is secure.
Your Role
You will be an integral part of Callaghan Innovation, overseeing the
protection of company and customer data for world leading
commercialisation and research, as well as the protection of infrastructure
A visionary - a focussed energy for making things secure - positive
and assets from accidental and malicious actors.
contributor to building digital platforms, products and systems that
exemplify secure innovation
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What You Bring
What You Do
You bring with you:
●
A proactive approach to designing and embedding a security
In your daily work you will:
strategy for the organisation
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●
An ability to evangelize the importance of security and influence
●
Develop the overarching vision for securing CI’s Digital platforms,
those around you
products & services
●
The capability to develop policies that keep CI secure and
●
Liaise with industry leaders to ensure that CI is responding to wider
the
demonstrate long term maturity
industry trends and preparing for the future
●
A skillset that allow incidents to be swiftly and efficiently managed
●
Champion the importance of information security and awareness
in a confidential manner
to the wider organisation
●
A thorough understanding of the technology underpinning the
●
Act as a custodian for tracking systems and ensure key
organisations digital ecosystem
stakeholders have visibility of key infosec risks and threats to the
●
In-depth knowledge of global and NZ specific cybersecurity
organisation
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regulations and policy, trends and threat landscape
●
Work collaboratively with the wider organisation
●
The ability to empower and lead others to their full potential
●
An enjoyment working with people and finding solutions
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Recruitment Policy
Policy Owner: People Enablement Capability
Lead, People Enablement
Approved by Health & Safety, People, Culture & Diversity Committee – July 2024
Key SMEs Talent and EX Consultant, and People Partner, People Enablement
Last update August 2024
Due for review July 2026
Relevant legislation & other relevant standards
under the Official Information Act 1982
●
Human Rights Act 1993
●
Crown Entities Act 2004
●
Privacy Act 2020
●
Criminal Records (Clean Slate) Act 2004
●
Employment Relations Act 2000
●
Public Service Act 2020
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Purpose
The purpose of the Recruitment Policy is to enable the attraction and retention of talented individuals who
resonate with our organisational values and vision. Our overarching goal is to create an environment where
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talent not only thrives but also finds its true home. We are committed to cultivating an inclusive
environment where employees are inspired to live out their potential, fostering a culture of growth, diversity,
inclusivity, and equity, al while upholding the principles of Te Tiriti o Waitangi. This policy underscores our
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dedication to making Cal aghan Innovation 'the place where talent wants to live’.
Scope
This policy covers:
● Recruitment and selection;
● Talent referral;
● Relocation.
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Please note that different sections of this policy are applicable to different groups within Cal aghan
Innovation, as outlined in each section.
Recruitment and Selection
Cal aghan Innovation ensures any selection is based on the principles of merit, fairness and transparency;
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Merit: Preference must be given to the candidate who best meets the selection criteria, for example
appointments are based on merit. No appointments are to be made where candidates do not meet the
selection criteria.
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Fairness: Processes wil be structured, consistent, and neither promote or disadvantage any one
candidate over another.
Transparency: Processes wil be sufficiently documented to clearly show why candidates have been
successful or unsuccessful through the recruitment and selection process.
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The process that leaders (hiring managers) are required to fol ow for recruiting new positions or fil ing
vacancies, whether internal or external y, is detailed in our Recruitment Guideline. This includes specific
guidance for recruiting for secondments.
Ensuring merit, fairness and transparency
Under the Public Service Act, we are obliged to notify vacancies to suitably qualified individuals (internal
candidates), where feasible. Cal aghan Innovation’s process dictates that any opportunity lasting longer
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than six months, whether it is permanent, fixed term, or a secondment, must be advertised internal y, and
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link to page 5
where appropriate external y. In some circumstances positions may not be advertised and this is at the
discretion of the People Enablement Capability Lead.
Interviews are to be conducted for al positions. Al interview questions and any additional information
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gained from candidates must relate only to the requirements of the position, and must not be related to
any prohibited grounds, such as a person’s religious beliefs, age, sexual orientation or health.
To actively advance our commitments to diversity, equity, and inclusion, we are dedicated to incorporating
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diversity in gender, ethnicity, experience and background within selection panels wherever feasible.
Al information about unsuccessful short-listed candidates who attended interviews wil be held securely
and in line with our Privacy and Official Information Policy and the Privacy Act for 12 months to
demonstrate that a fair and consistent process was fol owed. Information regarding those candidates
who are not shortlisted wil be in our Applicant Tracking System (ATS).
Candidates have the right to request access to their interview notes, and this wil be provided upon request
in line with our Privacy and Official Information Policy.
Further information about the process that hiring managers must fol ow is detailed in our Recruitment
Guideline.
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Working location
Cal aghan Innovation has three office locations: Auckland, Wellington and Christchurch. Employees must
be based at one of these locations, which should be confirmed during the recruitment process. In
exceptional circumstances, and on a case-by-case basis, the Hiring Manager and People Enablement
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Capability Lead may determine that a candidate is able to fulfil the requirements of their role while based
at another location.
the
Talent referral
Cal aghan Innovation actively seeks the best talent and encourages and rewards employees to use their
own networks to add to the Cal aghan Innovation whānau. This is why Cal aghan Innovation provides a
monetary reward to permanent employee
s 1 who refer candidates from outside the organisation for
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permanent positions.
● The talent referral payment applies for permanent employee appointments only and excludes the
Board roles
● The referred candidate cannot be someone who has worked for Cal aghan Innovation within the
past five years in any capacity including fixed term, secondments, contracts, interns
1The ‘Talent Referral Payment' applies only to current Cal aghan Innovation permanent employees or fixed term over 12
months and is not eligible to the Board, ELT, and People Enablement team. Cal aghan Innovation reserves the right to
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determine whether the recruitment process for a given position does include eligibility for the Payment.
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● The referred candidate must identify the referrer when they apply for the vacant position through
our Applicant Tracking System.
In the event that a referral is successful, the referrer may be entitled to a Talent Referral Payment (the
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Payment) total ing $1,500 (gross), paid in two equal instalments. The first instalment wil be paid once the
candidate has commenced employment, and the second wil be paid after the candidate has completed
six months of continuous service. To receive the Payment, the referrer must be a permanent1 employee of
Cal aghan Innovation at the time of the Payment.
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The People Enablement Capability Lead wil approve the Payment, and it wil be processed through payrol .
It is the responsibility of employees to declare any known Conflicts of Interest as soon as they become
aware of a candidates’ application for a role at Cal aghan Innovation so that management strategies can
be applied. See Conflict of Interest Policy.
Relocation
Relocation assistance may be available on a case-by-case basis to permanent employees and those
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employed on a fixed term of longer than 24 months. This assistance is intended to contribute to actual
and reasonable relocation costs, such as flights, temporary accommodation, moving expenses, or transit
insurance. The specific amount of financial assistance should be discussed and agreed upon with the
leader in conjunction with the People Partner before any relocation takes place. If approved, any relocation
assistance wil be included in the offer of employment.
For more information on the relocation assistance that may be provided, including limits for financial
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assistance, please refer to the Recruitment Guideline.
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Document Management
Date
Version no. Changes
Approver
under
31 July 2024
1.0
Policy approved
Health & Safety, People,
Culture & Diversity
Committee
Released
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Recruitment Guidelines
Guideline Owner: People Enablement Capability
Lead, People Enablement
Approved by Chief Innovation Enablement Officer, July 2024
Last update July 2024
Due for review July 2026
Relevant Policy Recruitment Policy, Professional Development Policy
under the Official Information Act 1982
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Purpose & Scope
We are dedicated to outlining a recruitment guideline that aligns with the policy objectives of Cal aghan
Innovation. This document serves as a comprehensive resource for al stakeholders, providing a step-by-
step framework designed to facilitate decisive and people-centric recruitment processes.
At Cal aghan Innovation, our vision is to be 'the place where talent wants to live.' Central to achieving this
vision is our steadfast commitment to upholding the principles of Te Tiriti O Waitangi and actively
promoting Diversity, Equity, Inclusion, and Belonging (DEIB). This guideline ensures our recruitment and
retention practices are firmly aligned with these principles, offering employees a transparent view of their
journey within our organization.
Furthermore, Cal aghan Innovation is obligated to adhere to the Workforce Assurance model standards
outlined by the Public Service Commissioner. These standards are crucial in ensuring the suitability of
individuals engaged by our organization, maintaining high standards of integrity and honesty within our
workforce.
Through the implementation of this guideline, our aim is to cultivate an organisational culture where talent
not only thrives but also finds a genuine sense of belonging.
Recruitment and selection process
The recruitment process fol ows a phased approach, which may include initial screening, interviews,
additional assessments, and pre-employment checks. In some instances, additional checks relevant to the
role, such as Credit History and a Ministry of Justice Criminal Conviction Check, may be conducted by
Recruitment Agencies on our behalf.
Approval to recruit
Leaders with any vacancies or new positions, including secondments must:
●
Consult with their People Partner; and
●
Seek approval to recruit from their hapū executive leader and their direct leader.
Al new positions require approval from the Executive Leadership Team.
under the Official Information Act 1982
!Remember To hire an employee or contingent worker (contractor) you wil need to initiate a job requisition
in Workday. Click
here to view the Job Aid. Ensure that a relevant Job Profile exists and that you have the
required information including a new/refreshed capability profile, cost centre, anticipated start date and
remuneration and, where relevant, the reason for a fixed term engagement.
If the requisition is supported by your manager(s) and your ELT member, your request wil be reviewed by
the col ective ELT and a final decision wil be made.
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If you wish to create an internal secondment role within your team, contact the Talent team who wil raise
the requisition on your behalf for review and approval by the ELT.
!Remember Al approved positions must be accurately loaded into Workday, providing detailed requisition
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information that includes the job profile, location details, remuneration code and general justification for
recruiting etc.
Advertising vacancies and new positions
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This section applies to decision makers involved in the recruitment and selection processes.
Under the Public Service Act, we are obliged to notify vacancies to suitably qualified individuals (internal
candidates) where feasible. Cal aghan Innovation’s process dictates that any opportunity lasting longer
than six months, whether it is permanent, fixed term, or a secondment, must be advertised internal y, and
where appropriate external y.
Once vacancies are approved by ELT and the role is loaded into our Applicant Tracking System, your
Recruiter wil support the creation of a role advertisement and consult with you on the best approach for
your target candidate audience.
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In some circumstances positions may not be advertised and this is at the discretion of the People
Enablement Capability Lead. Priority wil be given to internal talent wherever feasible, with the goal of
fostering internal development and enriching our capabilities by providing a wide range of opportunities.
!Remember
● Every vacancy needs to have an accurate
capability profile (position description) outlining key
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responsibilities, competencies, and attributes. Your People Partner wil support the development
of and approve the final capability profile, as wel as recommend the remuneration range for the
role.
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● Al vacancies must state which office location the role wil be based at (Auckland, Wel ington or
Christchurch). In exceptional circumstances, the Hiring Manager and the People Enablement
Capability Lead may determine that a candidate can fulfil the requirements of their role while based
at another location. This wil only be approved if there is no impact on their ability to perform their
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role, and the candidate understands that they are responsible for funding their own travel to one of
the Cal aghan Innovation office locations when required.
● Al fixed term positions, including secondments, require a valid business reason for the fixed term
and must clearly state when and how the employment wil end.
Interviews
At least one interview is to be conducted for al positions. The Hiring Manager (leader) wil interview with a
panel including either a senior member of their team, a peer or a one up manager. This interview panel wil
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incorporate diversity in gender, ethnicity, experience and background wherever feasible.
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Priority wil be given to internal talent wherever feasible, with the goal of fostering internal development and
enriching our capabilities by providing a wide range of opportunities.
!Remember When a Hiring Manager has a close personal relationship with a candidate, such as a friend or 1982
relative, they should refrain from any involvement in the recruitment and selection process. Se
e Conflict of
Interest Policy.
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The Recruiter wil provide the Hiring Manager with our
standard interview guide if they do not have a
previously developed guide. It is the Hiring Manager’s responsibility to add to this or amend as they see fit.
Structured interview questions should be based on the specific requirements of the position. Interview
questions must not be related to prohibited grounds, such as a person's religious beliefs, age, sexual
orientation, relationship situation, political views, childcare or health.
Additional assessments such as a practical work exercise, presentation, assessment centre, psychometric
testing, management aptitude tests may be used provided they are a genuine assessment of the
candidate’s capabilities to perform the key tasks of the position.
During the interview, the interviewers are expected to take sufficient notes that maintain neutrality and
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factual representation. This means focusing on objectively describing the candidate’s qualifications,
responses, and behaviour during the interview. Use specific examples to support your assessments. Ensure
that you’re providing a balanced and unbiased account of the interview. Avoid subjective or biased
language in your interview notes. Do not make assumptions or inject personal opinions. For example:
What to do: Candidate provided a clear example of their problem-solving skil s when discussing a
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chal enging project they completed at their previous job. They explained the situation, the actions they took,
and the positive outcomes achieved.
What not to do: Candidate seemed overly confident, which came across as arrogance. They probably won't
the
work wel in a team.
!Remember, candidates have the right to request access to their interview notes, and this wil be provided
upon request in line with our Privacy and Official Information policy.
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Retaining Information
After the interview, it is the responsibility of the interviewing panel members to send the interview notes
pertaining to each candidate, scanned (hard copy) or saved (soft copy), to the Recruiter to be uploaded
and stored in our Applicant Tracking System (ATS).
Al information about unsuccessful short-listed candidates who attended interviews wil be held securely
and in line with our Privacy and Official Information policy and the Privacy Act for 12 months. This is done to
demonstrate that a fair and consistent process was fol owed and to enable future talent pooling.
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Pre-employment checks
Reference checks are expected to be completed prior to any contractual relations being formed, with
checks usual y happening at the preferred candidate stage. Such checks wil be relevant to the role and may
involve (but is not limited to) Serious Misconduct Checks, Reference Checks, a Ministry of Justice Criminal
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Conviction Check, Drug & Alcohol testing, Credit History Check and/or Qualifications Checks.
Screening checks should be undertaken on al people even if they come from another Government
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organisation or have previously been in a Government organisation and should align with the Workforce
Assurance Standards Model guidance.
(Model-Standards-Workforce-assurance-support-pack.pdf
(publicservice.govt.nz)
Where an applicant is internal, Cal aghan Innovation wil consider whether previous verification checks were
undertaken, whether the checks were as rigorous as the present screening process, and whether the
previous checks are adequate for the work to be undertaken in the new role (e.g. for senior or high-risk
roles).
If referee checks and other screening checks are undertaken by a recruitment company, Cal aghan
Innovation must obtain assurance that the checks have been completed satisfactorily, including the correct
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referees being interviewed and being asked the right questions.
As one of the referee checks, Cal aghan Innovation wil conduct referee checks with the candidate’s last
direct line manager unless it is not able to be done, including for candidates from the private sector. In some
circumstances it may not be possible to conduct a referee check with the immediate past line manager. In
these cases, the recruiter wil clearly document the reasons and conduct a reference check with the HR
manager of the immediate previous employing organisation, and a previous line manager, to receive
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adequate assurance.
Referee checks include questions on whether the candidate has ever, to their knowledge, had a serious
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misconduct investigation, upheld or currently occurring, or has been dismissed from employment. This is
also part of the application process, and candidates are asked to disclose to this information.
If there is a finding of Serious misconduct, Cal aghan Innovation wil investigate before proceeding any
further.
Guidance and tools are available to assist managers to identify warning signs, for example unexplained gaps
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in employment history, that may signal concerns about a person’s integrity and suitability for employment
or engagement. The people enablement team wil support you through this process.
Fair consideration
Al information gathered through screening checks must be considered by the leader on a case-by case
basis including against the risk profile of the role, the requirements of the position, how recent any integrity
or conduct issue was, any counsel ing, retraining or rehabilitation a person has undergone and the
explanation provided by the candidate. The leader should consider whether strategies need to and can be
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put in place to minimise potential risk to the organisation, co-workers and others the person may come into
contact with. Disclosure of serious misconduct does not mean the person cannot be employed.
Offer of employment
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We make employment offers that are market competitive and meet our fiscal responsibilities. We consider
a range of factors when determining an appropriate starting salary, including candidate skil s and
experience, job pay range, market conditions and internal relativities.
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The People Partner wil support the Hiring Manager to establish an appropriate offer of employment, and
any other terms and conditions that are discussed with the preferred candidate in the final stages.
Any remuneration offered must be in line with our Remuneration Policy (to be developed) and within the
range for that particular position.
!Remember Al offers must be approved by the People Partner before verbal employment offers are made.
Offers above 110% of the remuneration band must meet exceptional criteria and require additional approval
from the People Enablement Capability Lead and Hapū ELT.
Unsuccessful candidates
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In our recruitment process, we are committed to conducting efficient and transparent selection procedures
to ensure a positive candidate experience. In line with this commitment, your recruiter wil offer
constructive feedback to any candidates who request it fol owing their interviews.
Secondments
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A secondment is the temporary appointment of an employee to a different position or role within Cal aghan
Innovation or another organisation for an agreed period. Secondments offer several benefits, including
expanding employee skil s, addressing business needs with in-house expertise, fostering relationships and
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insights, aiding leadership and technical knowledge transfer, supporting special projects, and providing
temporary workforce
flexibility.
In general, al secondment opportunities wil be advertised internal y. In some situations, a direct
appointment to a role may occur if an individual has been identified as a successor for the role and has been
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developed accordingly to step into the role when it becomes vacant. This situation is more likely to arise for
senior leadership roles or a role that requires a niche skil set - see section on Vacancies.
Al secondments must be set up formal y and in written agreement with clearly defined parameters,
including accountabilities, objectives and expectations. It should have a clear start and end date, and a
reason for the secondment.
Terms and conditions
Secondments can be for any period but wil general y be between 8 weeks to two years in duration,
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depending on the role and reason for secondment. They can be extended or terminated early for any
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business reason and by mutual agreement between the parties concerned (usual y the secondee), the host
leader and substantive (home role) leader).
If Cal aghan Innovation initiates an organisational change that impacts on the secondee’s substantive role,
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the provisions in their employment agreement wil apply.
Costs associated with a secondment, including any Higher Duties Al owances (HDA), if applicable, wil be
covered by the host leader, unless agreed otherwise. This must be consulted and approved by the People
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Partner. Secondees wil retain their existing terms and conditions of employment, including having their
home position kept open for them to return to if reasonable and practicable.
When roles are required to be filled for less than 8 weeks (eg, to cover someone who has taken extended
leave to go overseas), this is likely to be managed through someone stepping in to “caretake” the role and
use this time as a learning and development opportunity. There wil be no formal secondment and no HDA
wil be applicable. The individual wil not be required to take on the ful remit of the role due to the short
duration of the assignment - they wil be a temporary delegate supporting a team or project for less than 8
weeks.
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Employee’s obligations during secondments
● If an employee is seconded to another organisation, that organisation’s Code of Conduct and
policies wil apply to them in addition to Cal aghan Innovation’s and the State Services Commission
Standards of Integrity and Conduct.
● Secondees coming into Cal aghan Innovation from external agencies must agree to be bound by
Cal aghan Innovation policies and procedures and the State Services Commission Standards of
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Integrity and Conduct during the term of the secondment. They must also complete a Conflict of
Interests declaration.
!Remember Secondment arrangements must be discussed and approved by the People Partner and Hapū
the
ELT.
Whare (Projects)
From time to time, individuals may be assigned to single or multiple 'Whares', or projects, based on resource
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planning processes and the specific capabilities required to achieve the goals of the Whare. Whares refers
to multi-disciplinary teams that amalgamate diverse skil sets to address challenges for our customers, both
internal and external.
Selection for participation in Whares primarily hinges on specialist capabilities, with secondary
consideration given to developmental opportunities. Assignments to Whares are time-limited to align with
the project's delivery timeframe.
While individuals receive pastoral care and general leadership support within their current team, they look
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to the Whare lead for technical guidance.
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Engaging in Whare assignments does not incur any changes in remuneration nor attract a higher duties
al owance as individuals perform a similar role using existing capabilities but contribute to a different
initiative.
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Relocation
Cal aghan Innovation may provide financial support for relocations, whether they are domestic or involve
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moving to New Zealand from abroad. This support is designed to contribute towards actual and reasonable
relocation expenses like flights, temporary housing, moving costs, and transit insurance. It is offered upon
request or as part of an employee's job offer and is accessible to both permanent employees and those with
fixed-term contracts lasting longer than 24 months.
!Remember Al domestic and international relocation requires approval from the People Enablement
Capability Lead and Hapū ELT.
Domestic Relocation
The maximum amount of financial assistance (inclusive of GST) we offer is:
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● Single person: Up to $4,750
● Couple: Up to $6,000
● Family: Up to $7,250
The specific amount is agreed upon by the Hiring Manager, and People Partner in advance.
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International Relocation
For international relocations as part of an employment offer, the amount is predetermined and approved
by the Group Leader and People Enablement Capability Lead. Here's what it may include:
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● Airfare: Economy flights for the employee, their spouse, and dependent children
● Temporary accommodation: Up to two nights at origin and 48 nights in New Zealand. We wil
make every effort to book you in accommodation with suitable cooking facilities and you wil be
eligible to claim for grocery/meal costs (excluding alcohol and personal items) up to $300
(including GST) for the duration of your stay in such accommodation. The employee must make
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an expense claim for this, accompanied by GST receipts
● Incidental expenses: A $1,000 (including GST) al owance for personal expenses
● Removal and delivery of personal effects: We may pay the actual and reasonable costs of
household removal to the new destination in New Zealand
● Volumetric entitlement: Sea freight will be chosen unless there is a specific requirement for
Airfreight
● Insurance: We may pay for insurance for personal effects during transport. An inventory must be
completed before the move for coverage.
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Exclusions: We do not cover the transportation, storage, or accommodation of certain items, such as
vehicles, fuels, firearms, and pets. Cal aghan Innovation wil not cover costs relating to additional border
clearance charges by Customs or the Ministry of Primary Industries (MPI), or costs for cleaning or
fumigation.
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If the employee resigns within 24 months of your relocation, they may need to repay a portion of the
relocation assistance, depending on the length of employment and other conditions.
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In case of redundancy within 18 months of relocation, we will pay to relocate or repatriate the employee back
to their original destination in accordance with the relocation assistance in this section.
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Document Outline
