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Create ResumeAn APS 500 word pitch is a short written statement explaining why you are suitable for a specific Australian Public Service role. It is not a mini resume, a cover letter with public sector language sprinkled on top, or a generic claim that you are passionate about serving the community. A strong pitch connects your experience directly to the role requirements, shows evidence of your judgement and impact, and gives the panel enough confidence to shortlist you.
When I review APS style applications, the weaker pitches usually sound busy but not useful. They describe duties. The stronger ones show fit. They make it easy for the panel to see the candidate can do the job, work with stakeholders, use sound judgement, and operate in a government environment where process, accountability and communication matter.
An APS 500 word pitch is testing whether you can understand the role, choose relevant evidence, and communicate your value clearly within a tight limit.
That sounds simple. It is not.
Most candidates treat the pitch like a polite summary of their work history. They write something like, “I have strong communication skills, excellent attention to detail and experience working with stakeholders.” That is the written equivalent of turning up to an interview and saying, “I am good at things.” It may be true, but it does not help the panel assess you.
A good APS pitch usually needs to show four things:
You understand the actual job, not just the job title
You have relevant experience, not just general experience
You can work in a structured, accountable environment
You can communicate clearly and make sensible decisions
The 500 word limit matters because it forces prioritisation. The panel is not asking for your entire career story. They are asking, “Can this person do this role, at this level, in this agency context?”
That is the lens I would use when writing it.
APS pitches are difficult because the instructions often sound broad. You may be asked to provide a 500 word pitch outlining your skills, experience and suitability for the role. That sounds open, but the assessment is not open at all.
The panel will usually assess your pitch against the job advertisement, work level standards, capabilities, selection criteria, and the needs of the team. They may not call them “selection criteria” anymore, but the logic is still there.
This is where candidates get caught.
They see “pitch” and assume it should be persuasive in a sales sense. So they write a confident but vague statement. In APS recruitment, confidence without evidence does not carry much weight. The panel needs evidence because they must justify decisions. Public sector hiring is not meant to be based on “good vibes”, even though, yes, humans are still humans and clarity always helps.
A strong pitch is persuasive because it is specific. It does not beg for attention. It earns it.
For most APS applications, I would use a structure like this:
Opening fit statement: One short paragraph linking your background to the role
Evidence example one: A relevant achievement or situation showing the strongest capability
Evidence example two: A second example showing a different requirement
APS alignment: A short closing paragraph connecting your motivation, judgement and value to the agency or role
You do not need to label every section, especially if the application portal only allows plain text. But you do need the logic underneath.
The mistake I see often is candidates trying to address every single duty in the job ad. That usually creates a crowded pitch with no memorable evidence. A 500 word pitch should not be a shopping list. It should be a focused argument.
Think of it as:
“Here is the role you need filled. Here is the evidence that I can do that work. Here is why my experience is relevant in your environment.”
That is much stronger than:
“I am enthusiastic, motivated, adaptable, collaborative and passionate about making a difference.”
Those words are not illegal. They are just tired. Panels have seen them thousands of times.
Example
I am applying for the APS 5 Program Officer role because my experience in program coordination, stakeholder communication and administrative decision making aligns closely with the requirements of this position. In my current role with a state government funded service provider, I coordinate program activities across multiple internal teams, maintain accurate records, prepare briefing material, and support reporting against service delivery milestones.
A recent example of my suitability was my work on a client service improvement project where delays in referral processing were affecting reporting accuracy and stakeholder confidence. I reviewed the existing process, identified duplication between intake, assessment and reporting steps, and worked with team leaders to redesign the workflow. My role included mapping the process, consulting frontline staff, updating guidance material and preparing weekly progress summaries for management. As a result, referral processing time reduced from eight business days to four, reporting errors decreased, and staff had clearer ownership of each stage of the process.
This experience is relevant to the APS 5 role because it shows my ability to work with operational detail while keeping broader program outcomes in view. I understand that good program work is not only about completing tasks. It is about maintaining accuracy, communicating clearly, identifying risk early and supporting decisions with reliable information.
I also bring strong stakeholder skills. In my current role, I regularly liaise with community organisations, internal managers and external providers to clarify requirements, resolve issues and keep work moving. I am comfortable dealing with competing priorities and understand the importance of professional, consistent communication, especially when working in a government environment where decisions must be fair, documented and defensible.
I would bring to this role a practical understanding of program delivery, strong written communication skills, sound judgement and a calm approach to managing deadlines. I am particularly interested in contributing to work that supports effective public service delivery and helps translate policy intent into practical outcomes for the community.
This pitch works because it does not just say the candidate has program experience. It proves it.
The strongest part is the example. It gives context, action and result without turning into a full selection criteria response. The candidate shows process improvement, stakeholder consultation, reporting, judgement and practical delivery. That is useful evidence for an APS 5 role.
What I also like is that the pitch explains why the example matters. Many candidates give an example but forget to connect it back to the APS role. Panels should not have to do all the interpretation work themselves. Make the relevance obvious.
The pitch also avoids a common APS application mistake: sounding like the candidate is trying too hard to be inspirational. Public service motivation is useful, but it should not replace capability. Hiring panels still need to know you can do the job on a wet Tuesday when the spreadsheet is wrong, the deadline has moved, and three stakeholders have different versions of the truth.
Example
I am applying for the APS 6 Senior Policy Officer role because I bring strong experience in policy analysis, stakeholder engagement and written advice in complex operating environments. My background includes preparing briefing material, analysing service delivery issues, coordinating input from multiple stakeholders and translating operational evidence into practical recommendations for senior decision makers.
In my current role, I led the development of a policy options paper responding to a recurring service access issue affecting regional clients. The issue involved inconsistent referral pathways, limited provider availability and different interpretations of eligibility requirements across teams. I reviewed internal data, consulted service delivery staff, met with external providers and analysed complaint themes to understand the practical causes of the problem.
My recommendation was not simply to update the policy wording. That would have looked neat on paper but would not have fixed the operational gap. Instead, I proposed a staged response including clearer eligibility guidance, a referral decision tool, updated staff training and a quarterly review of regional service data. I prepared the options paper, briefed managers on the risks and benefits of each option, and incorporated feedback from legal, operations and stakeholder teams. The preferred option was endorsed and implemented across three regions, improving consistency in referral decisions and reducing escalation requests.
This example reflects the way I approach policy work. I look beyond the written problem and test what is happening in practice. I understand that good APS policy advice must be evidence based, realistic, clear and sensitive to implementation risk. A recommendation may sound impressive, but if it cannot be delivered by the people doing the work, it is not useful advice.
I also bring strong written communication skills and the ability to manage competing views professionally. I am comfortable preparing concise briefs, consulting stakeholders with different priorities and using judgement to identify what senior decision makers need to know. I would bring to this role a careful, practical and outcomes focused approach, with the ability to contribute to policy work that is clear, defensible and grounded in real service delivery impacts.
An APS 6 pitch needs to show more than task completion. It needs to show judgement, independence, complexity and the ability to influence outcomes.
This example works because the candidate demonstrates policy thinking. They do not just say, “I wrote an options paper.” They explain how they diagnosed the issue, considered implementation reality, consulted stakeholders and shaped a recommendation.
That matters because APS 6 roles often sit in the uncomfortable middle. You are expected to do the work, guide parts of the work, manage complexity and produce advice that senior people can rely on. You are not just following instructions, but you are also not making grand executive decisions. A strong pitch shows that balance.
The line about not simply updating the policy wording is important. It shows judgement. It tells the panel the candidate understands the difference between a tidy document and a working solution. That kind of thinking is what separates stronger APS 6 applications from generic ones.
Example
I am applying for the APS 3 Administration Officer role because I bring strong administrative skills, attention to detail and a genuine interest in supporting reliable public service delivery. My experience in customer service and office administration has developed my ability to manage enquiries, maintain accurate records, follow procedures and communicate professionally with a wide range of people.
In my current role as an administrative assistant, I support a busy team by managing inbox enquiries, updating client records, preparing documents, booking appointments and helping staff meet internal deadlines. Accuracy is important because incomplete or incorrect information can delay decisions and create extra work for others. I have developed a careful approach to checking details, asking questions early and keeping records organised so that information is easy to find and use.
A recent example was when our team experienced a backlog of client document updates after a system change. I helped review outstanding records, identify missing information and contact clients where clarification was needed. I also created a simple tracking spreadsheet so the team could see which records were complete, pending or required follow up. This helped reduce confusion, improved visibility of the workload and allowed the team leader to prioritise urgent matters.
I understand that APS administrative roles require more than general office support. They require professionalism, confidentiality, consistency and respect for process. I am comfortable following guidelines, learning new systems and providing helpful service while maintaining appropriate boundaries. I also understand the importance of communicating clearly, especially when people are seeking information about government services or decisions that may affect them personally.
I would bring to this role a reliable work ethic, strong organisational skills and a practical approach to solving small problems before they become bigger ones. I am keen to develop my public sector career and contribute to a team that values accuracy, service and accountability.
Entry level candidates often make one of two mistakes. They either undersell themselves because they do not have APS experience, or they overcompensate with vague enthusiasm.
This example avoids both.
It shows transferable skills in a way that makes sense for an APS 3 administration role. The candidate talks about records, inboxes, deadlines, confidentiality, systems and service. That is the right territory.
The pitch also understands something many applicants miss: entry level APS roles still require judgement. No, you may not be writing Cabinet briefs, but you are handling information, following processes, dealing with people and supporting decisions. A panel wants to know you will be reliable, careful and appropriate.
That is why “I am passionate about government” is not enough. Good. Be passionate. But also show that you can update the record correctly, protect confidential information and not create chaos in the shared inbox. The glamorous stuff can wait.
Your APS 500 word pitch should include the strongest evidence of your suitability, not every detail of your background.
Use the job ad as your filter. Look closely at:
The duties: What will the person actually do each week?
The required skills: What capabilities are repeated or emphasised?
The level: Is this support, delivery, coordination, analysis, leadership or strategy?
The agency context: Is the work policy, regulatory, service delivery, compliance, grants, corporate, digital or operational?
The wording: Are they asking for judgement, stakeholder management, written communication, data analysis, project support or leadership?
Then choose examples that prove the most important parts.
A good APS pitch may include:
A clear opening sentence naming the role and your strongest match
One or two evidence based examples
Results or outcomes where possible
Skills linked directly to the job requirements
Relevant knowledge of government, policy, service delivery or stakeholder needs
A closing statement showing motivation and fit without becoming sentimental
What I would not include:
A long life story
Generic claims about being passionate and hardworking
Repetition of your resume
A paragraph naming every duty in the job ad
Unexplained acronyms
Overly formal language that makes you sound like a committee wrote you
Your pitch should sound like a capable person explaining relevant evidence clearly. That is the standard.
The biggest mistake is writing a pitch that is technically pleasant but impossible to assess.
That usually happens when candidates use broad language instead of evidence. They say they have excellent communication skills, but they do not show what they communicated, to whom, under what pressure, or with what result.
Common mistakes include:
Writing a cover letter instead of a pitch: A pitch needs sharper evidence and stronger role alignment
Repeating the resume: The resume shows history, the pitch shows suitability
Using too many examples: Two strong examples usually beat five shallow ones
Ignoring the APS level: An APS 3 pitch should not sound like an EL1 pitch, and an APS 6 pitch should not sound like basic task support
Forgetting the agency context: A pitch for a regulator should not read the same as a pitch for a service delivery agency
Overusing STAR: STAR is useful, but a 500 word pitch should not become a rigid formula with bulky headings
Writing like AI: Smooth, generic wording is not impressive if it says nothing specific
The AI point matters more now. Panels are seeing more applications that are grammatically clean but strangely hollow. They sound polished, but there is no lived detail. No operational judgement. No real example. No evidence that the person has actually done the work.
That is not a small issue. If your pitch sounds like it could belong to any candidate, it gives the panel no reason to choose you.
Weak Example
I have excellent written and verbal communication skills and enjoy working with stakeholders. I am highly organised, motivated and able to manage competing priorities. I have experience preparing documents, working in teams and delivering high quality outcomes. I am passionate about joining the APS and contributing to important work that benefits Australians.
Why This Is Weak
This is not terrible English. That is the trap. It sounds acceptable until you ask, “What did this person actually do?”
There is no role context, no example, no result and no level of responsibility. Every sentence could appear in thousands of applications.
Good Example
In my current project support role, I coordinate weekly reporting for a program involving three delivery teams and two external providers. When reporting delays were affecting management visibility, I reviewed the existing process, clarified ownership of each input and introduced a shared tracking document. This reduced late updates, improved consistency across reports and gave the program manager a clearer view of emerging risks before monthly governance meetings.
Why This Is Stronger
This example shows communication, organisation, stakeholder coordination, reporting, initiative and impact. It also sounds real. That matters. Real examples create trust because they give the panel something concrete to assess.
A human sounding APS pitch is not casual. It is specific, clear and grounded.
The best way to sound human is to write from actual work. Use details that only someone who did the job would know.
For example, instead of saying:
Weak Example: I manage competing priorities in a fast paced environment.
Write:
Good Example: I manage competing deadlines by confirming priority with the team leader early, tracking outstanding actions and flagging risks before they affect reporting or client timeframes.
The second version is better because it shows behaviour. Hiring panels are not mind readers. They need to see how you work.
To make your pitch stronger:
Use plain language
Choose one or two strong examples
Explain the problem, your action and the result
Link each example back to the role
Include practical judgement, not just activity
Keep your motivation specific to the work
Do not try to sound like a government document. The APS has enough government documents. Your job is to sound like a thoughtful, capable person who understands the role.
Tailoring does not mean copying phrases from the job ad and sprinkling them through your pitch. That is not tailoring. That is keyword confetti.
Real tailoring means understanding what the role is actually asking for.
Look for the dominant capability. Most APS job ads have several requirements, but one or two usually matter most. For example:
A program role may prioritise coordination, reporting and stakeholder follow up
A policy role may prioritise analysis, written advice and consultation
A compliance role may prioritise legislation, decision making and risk judgement
A grants role may prioritise assessment, guidelines, documentation and probity
A customer service role may prioritise communication, accuracy and resilience
A project role may prioritise planning, governance, risk and delivery tracking
Once you identify the dominant capability, build your pitch around it.
This is where many candidates dilute themselves. They try to prove everything equally. But hiring panels do not read equally. They read with the role in mind. If the job is clearly about stakeholder heavy program delivery and your pitch spends most of its space on general administration, you may be underselling your fit even if you are qualified.
Your pitch should make the panel think, “Yes, this person understands the work.”
That is the goal.
Use this formula if you are staring at the blank page and slowly losing respect for the English language.
Start with this structure:
Paragraph one: State your fit for the role in one or two sentences. Mention your most relevant background.
Paragraph two: Give your strongest example. Show the situation, your action and the outcome.
Paragraph three: Give a second example or expand on a different key capability.
Paragraph four: Connect your skills to the APS environment and close with your motivation for the specific role.
A rough word split could look like this:
Opening fit statement: 60 to 80 words
Example one: 150 to 180 words
Example two: 130 to 160 words
Closing fit and motivation: 70 to 100 words
This is not a law. It is a practical guide.
The most important thing is balance. If your opening is 180 words, you are probably warming up for too long. If your examples are only 40 words each, you are probably making claims instead of proving them.
A 500 word pitch gives you enough room to be convincing, but not enough room to wander.
Before submitting your APS pitch, ask yourself:
Does the first paragraph clearly show why I fit this specific role?
Have I included at least one concrete example?
Can the panel see what I personally did?
Have I shown results, improvements or impact where possible?
Does the pitch match the APS level?
Have I connected my experience to the job advertisement?
Have I removed generic phrases that do not prove anything?
Does it sound like me, not like a template?
Is it within the word limit?
Would a busy panel member understand my value quickly?
The final question is the real test. APS panels are usually reading many applications, often alongside their normal workload. Your pitch does not need to be dramatic. It needs to be clear, relevant and easy to assess.
That is what gets shortlisted.
Written by Simar Malhi, a recruiter and headhunter with international recruitment experience. I write about CVs, job applications, hiring decisions, and the reality behind recruitment processes. My goal is to help candidates understand more honestly how employers, recruiters, and hiring managers actually select candidates.
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