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Create ResumeSelection criteria responses in Australia need to prove, clearly and specifically, that you meet the role requirements. A strong response does not simply say you have communication skills, teamwork skills, leadership skills, or problem solving ability. It shows when you used those skills, what you did, why it mattered, and what changed because of your actions. This is where many applicants lose the panel. They describe duties instead of evidence.
When I review selection criteria responses, I am not looking for polished language first. I am looking for proof. Can I see the situation? Can I understand your role? Can I see the action you personally took? Can I see a credible result? If the answer is yes, the response is much easier to shortlist.
Selection criteria are used to compare candidates against the actual requirements of a role. In Australia, they are especially common in government, education, healthcare, universities, councils, community services, administration, and public sector roles.
The important thing to understand is this: selection criteria are not asking whether you are a good person, a hard worker, or someone who “can communicate well”. They are asking whether there is enough evidence to justify progressing you to interview.
That sounds obvious, but it is where many applicants go wrong. They write responses like this:
Weak Example
I have excellent communication skills and work well with different stakeholders. I am confident speaking with customers, colleagues, and managers. I always make sure I listen carefully and provide clear information.
There is nothing offensive about this answer. It sounds reasonable. It also gives the hiring panel almost nothing to assess. Anyone can write it. That is the problem.
A stronger response gives the panel evidence, context, judgement, and impact.
Good Example
In my role as an administration officer at a busy community health clinic, I regularly communicated with patients, nurses, doctors, and external service providers. One situation involved a patient who was distressed because their referral had not been received before an upcoming specialist appointment. I listened carefully, confirmed the missing information, contacted the referring practice, and followed up with the specialist rooms to make sure the referral was processed before the appointment date. I kept the patient informed throughout the process and documented each step in the patient management system. As a result, the appointment went ahead as planned and the clinic avoided a formal complaint.
This is stronger because it gives the panel something to work with. It shows communication, problem solving, stakeholder management, accuracy, follow through, and patient service in one practical example.
The most reliable structure for selection criteria responses is the STAR method. It is not magic, and it will not save a weak example, but it does help candidates avoid vague storytelling.
Use STAR like this:
Situation: What was happening?
Task: What needed to be done?
Action: What did you personally do?
Result: What changed because of your actions?
The part most candidates underwrite is the Action. That is unfortunate because it is the part recruiters and panels care about most.
The situation gives context. The task explains the need. The result matters. But the action shows how you think, how you behave, and what you actually bring to the job.
A common issue I see is candidates writing too much about the team and not enough about themselves. Yes, teamwork matters. But the panel still needs to understand your personal contribution. If every sentence says “we”, the reader is left wondering what you actually did.
A useful selection criteria response should answer these questions without making the panel guess:
What was the problem or requirement?
What was your responsibility?
What actions did you take?
What skills did you demonstrate?
What was the outcome?
Why is this example relevant to the role you are applying for?
Communication skills are one of the most common selection criteria in Australian job applications. The mistake candidates make is treating communication as “being friendly” or “speaking clearly”. In hiring, communication is broader than that.
Panels often use communication criteria to assess whether you can adjust your message, manage difficult conversations, document information accurately, influence others, and avoid misunderstandings that create extra work.
Selection Criterion
Demonstrated ability to communicate effectively with internal and external stakeholders.
Weak Example
I have strong communication skills and enjoy working with people. I communicate with customers, team members, and managers every day. I am professional, polite, and always willing to help.
This response is too general. It tells the panel what the candidate believes about themselves, but it does not prove much.
Good Example
In my role as a customer service officer for a local council, I regularly communicated with residents, contractors, internal departments, and senior staff. A resident contacted the council upset about repeated missed waste collections. I listened to the resident’s concerns, checked the service history, and identified that the property had recently been reclassified in the system, which affected the collection schedule. I explained the issue in plain language, arranged an interim collection with the waste contractor, and updated the internal record to prevent the issue from recurring. I also sent a written summary to the resident so they had a clear record of the action taken. The matter was resolved within two business days, and the resident later provided positive feedback about the clarity of communication.
This works because it shows more than “I communicate well”. It shows emotional control, plain English communication, stakeholder coordination, system accuracy, written follow up, and practical resolution.
That is what hiring panels want. They do not want adjectives. They want evidence.
Teamwork criteria are often misunderstood. Candidates think they need to say they are supportive, friendly, and flexible. That is fine, but it is not enough.
In real hiring discussions, teamwork is usually about reliability, accountability, collaboration under pressure, dealing with competing priorities, and working with people who may not share your exact work style. Being pleasant is helpful. Being useful is better.
Selection Criterion
Proven ability to work effectively as part of a team to achieve shared outcomes.
Weak Example
I am a strong team player and always help my colleagues when needed. I enjoy working in a team environment and believe that good teamwork is important for success.
This is the kind of response that sounds acceptable but disappears in a competitive shortlist. It is not specific enough.
Good Example
While working as an executive assistant in a busy government department, our team had to prepare briefing packs for a senior leadership meeting with limited notice. Several documents were incomplete, and different business units were providing information in inconsistent formats. I coordinated with team members to identify missing content, created a tracking sheet, and divided follow up tasks based on urgency and each person’s area of knowledge. I also reviewed the final pack for formatting consistency and checked that version control was accurate before submission. The briefing pack was completed before the deadline, and the director commented that the final document was clear, organised, and easy to review.
This response shows teamwork, but it also shows organisation, initiative, quality control, coordination, and calm execution. Strong selection criteria responses often do this. They answer the criterion while quietly proving several other strengths.
Problem solving is not just about fixing dramatic crises. In many roles, especially administration, operations, customer service, healthcare, education, and public sector work, problem solving often looks like noticing an issue early, making a practical decision, and preventing a small problem from becoming a bigger one.
Hiring panels want to see how you think. They want to know whether you jump to conclusions, escalate everything, ignore risk, or work through issues logically.
Selection Criterion
Demonstrated problem solving skills and ability to use initiative in a workplace setting.
Weak Example
I am good at solving problems and can think quickly when issues arise. I use initiative and always try to find the best solution.
Again, this is not wrong. It is just unproven.
Good Example
In my role as a rostering officer for an aged care provider, I noticed that several weekend shifts had been filled by casual staff who had not previously worked with high needs residents. This created a risk for continuity of care and placed extra pressure on the registered nurse on duty. I reviewed staff availability, checked relevant training records, and contacted two experienced part time employees who had previously indicated they were open to additional weekend hours. I then adjusted the roster, confirmed the changes with the care manager, and updated the system before the roster was released. This prevented a potential staffing issue, maintained appropriate skill coverage, and reduced the need for last minute changes.
This is a strong example because it shows judgement. The candidate did not just “solve a problem”. They recognised risk, checked information, involved the right person, and acted before the issue became urgent.
That is the kind of detail panels notice.
Attention to detail is one of the most overused and underproven claims in job applications. Almost everyone says they have it. Far fewer show it properly.
For selection criteria, attention to detail is not about saying you check your work. It is about showing accuracy, process, risk awareness, and the consequences of getting details right.
Selection Criterion
High level attention to detail and ability to maintain accurate records.
Weak Example
I have excellent attention to detail and always make sure my work is accurate. I double check documents before submitting them and take pride in producing high quality work.
This response is too broad and could be used by almost any applicant.
Good Example
In my role as a student administration officer at a university, I was responsible for processing enrolment changes and updating student records. During a routine check, I noticed that several course withdrawal forms had been submitted with inconsistent census date information. Because this could affect student fees and academic records, I paused processing and cross checked each form against the official academic calendar and student management system. I identified three records that required correction before approval. I contacted the relevant faculty staff, clarified the correct dates, and updated the records accurately. This prevented incorrect fee outcomes and ensured the student files remained compliant with university policy.
This example works because it connects detail with real consequences. Good hiring panels do not treat attention to detail as a personality trait. They assess whether your accuracy protects the organisation from errors, complaints, rework, compliance issues, financial problems, or service failures.
Leadership selection criteria are not only for managers. Many Australian roles ask for leadership because employers want evidence that you can guide others, influence standards, manage pressure, or take responsibility without waiting to be told every step.
This is where candidates sometimes overdo it. They try to sound powerful. That usually backfires. Good leadership examples are practical, measured, and outcome focused.
Selection Criterion
Demonstrated leadership skills and ability to support team performance.
Weak Example
I am a natural leader and people often come to me for advice. I motivate others and make sure the team performs well.
This sounds confident, but it does not show leadership in action.
Good Example
As a senior customer service officer in a utilities organisation, I supported a team of six during a period of high call volumes caused by billing changes. Several newer staff members were unsure how to explain the changes to customers, which led to longer call times and inconsistent information. I created a short reference guide using approved wording from the billing team, walked the team through common customer questions, and encouraged staff to flag complex cases early rather than trying to manage them alone. I also monitored recurring issues and provided feedback to the team leader. Within two weeks, the team was handling calls more consistently, and escalations relating to billing explanations reduced.
This is credible leadership. It shows the candidate noticed a performance issue, supported others, improved consistency, and worked within appropriate boundaries. It does not rely on grand claims.
Working under pressure does not mean pretending stress does not exist. Panels are not looking for superheroes. They are looking for people who can prioritise, stay professional, make sensible decisions, and avoid creating more chaos when things become busy.
A weak pressure response often says, “I work well under pressure and meet deadlines.” A strong response shows how.
Selection Criterion
Ability to manage competing priorities and work effectively under pressure.
Weak Example
I work well under pressure and am able to manage multiple tasks at the same time. I always meet deadlines and stay calm in busy situations.
This is too generic. It gives no insight into the candidate’s judgement.
Good Example
In my role as a project support officer, I supported three project managers across multiple infrastructure projects. During one week, two urgent reports, a steering committee pack, and several supplier follow ups were due at the same time. I reviewed all deadlines, confirmed which tasks had external dependencies, and clarified priorities with the project managers rather than assuming everything was equally urgent. I then created a daily task plan, completed the steering committee pack first because it required senior review, and scheduled supplier follow ups around fixed reporting deadlines. All key documents were submitted on time, and the project managers had enough time to review the material before distribution.
This response is effective because it shows prioritisation, communication, planning, and stakeholder management. That is the real test of working under pressure.
Customer service criteria are not just about being nice. In Australian hiring, especially in public facing roles, customer service is about fairness, clarity, emotional control, policy awareness, and follow through.
A hiring manager will often ask: Can this person handle frustrated people without becoming defensive? Can they explain rules without sounding cold? Can they resolve what is reasonable and escalate what needs escalation?
Selection Criterion
Demonstrated ability to provide high quality customer service in a complex environment.
Weak Example
I have excellent customer service skills and always try to help customers. I am friendly, patient, and professional.
This says the right things but does not show the candidate handling complexity.
Good Example
While working at a public hospital reception desk, I assisted a family member who was upset because they could not locate a patient after being transferred between wards. I acknowledged their concern, confirmed the patient’s details according to privacy procedures, and contacted the ward clerk to verify the current location. I explained what I was able to share, avoided disclosing restricted information, and arranged for the appropriate staff member to speak with the family. I remained calm throughout the interaction and documented the enquiry according to hospital process. The family member received accurate information, and the matter was managed without breaching privacy requirements.
This example shows the reality of customer service in regulated environments. It is not just warmth. It is warmth with boundaries.
Most selection criteria responses should be long enough to give a clear example, but not so long that the panel has to dig for the answer. As a practical guide, one strong paragraph or a few compact paragraphs per criterion is usually enough unless the application instructions specify otherwise.
For many Australian applications, a response of around 150 to 300 words per criterion can work well. Senior roles, government roles, and roles with complex capability requirements may need more depth. Entry level roles may need less.
The real issue is not word count. It is evidence density.
A 120 word response with a clear example can be stronger than a 400 word response full of claims. Panels are often reading many applications. They appreciate clarity. They do not appreciate having to excavate the point like it is buried treasure.
A good response should include:
A relevant workplace example
Your specific responsibility
The action you personally took
A clear result or outcome
A direct link to the criterion
If you cannot identify those parts, the response probably needs tightening.
Hiring panels are usually assessing against a role description, capability framework, or scoring guide. Even when the process feels subjective, there is often a structured assessment happening behind the scenes.
That means your response needs to make the evidence easy to find. Do not assume the panel will “read between the lines”. They may not have time. They may also be required to justify why one applicant scored higher than another.
Strong selection criteria responses usually have these qualities:
Specificity: The example is clear enough to be credible
Relevance: The example matches the level and nature of the role
Personal contribution: The panel can see what you did, not just what the team did
Judgement: The response shows why you made certain decisions
Outcome: The result is clear, even if it is not dramatic
Transferability: The skill shown would matter in the new role
Here is the blunt recruiter reality: a beautifully written response with weak evidence will usually lose to a plain but specific response with strong evidence. Panels can forgive slightly imperfect wording. They struggle to shortlist unsupported claims.
Most poor selection criteria responses fail for predictable reasons. They are not always badly written. Sometimes they are simply written from the candidate’s perspective instead of the panel’s perspective.
The candidate thinks, “I know I can do this job.”
The panel thinks, “Where is the evidence?”
That gap is where applications fall apart.
Common mistakes include:
Using claims instead of examples: Saying “I have strong organisational skills” without showing them
Writing a job description: Listing duties instead of explaining performance
Using the same example for every criterion: This can make the application feel thin
Being too vague about outcomes: Results do not always need numbers, but they do need impact
Overusing team language: “We implemented” does not explain your contribution
Ignoring the role level: A senior role needs evidence of judgement, influence, and ownership
Sounding too polished but not credible: Panels can spot inflated language with no substance
Forgetting the actual criterion: Some candidates write a good story that does not answer the question
One of the most damaging mistakes is trying to sound impressive instead of being useful. The best responses are not theatrical. They are clear, grounded, and easy to assess.
Choosing the right example matters more than most people realise. A weak example written well still has a ceiling. A strong example written clearly gives the panel real evidence.
When choosing an example, ask yourself:
Does this example directly match the criterion?
Did I personally play a meaningful role?
Does it show the level of responsibility required for the job?
Can I explain the result clearly?
Would this example still make sense to someone outside my current workplace?
Does it show judgement, not just activity?
For entry level roles, examples from study, volunteering, placements, internships, casual work, community roles, or customer service jobs can be valid. The key is relevance.
For experienced roles, panels expect stronger workplace evidence. They want to see examples that match the complexity of the role. If the job involves managing stakeholders, do not use an example where you simply passed on a message. If the role involves leadership, do not use an example where you only attended a team meeting. Match the evidence to the level.
This is where many applicants unintentionally undersell themselves. They choose the example that is easiest to explain rather than the example that best proves the criterion.
Before writing each response, use this simple framework.
Start with the criterion: Identify the actual skill being assessed
Choose one strong example: Avoid trying to include every possible experience
Set the context quickly: Explain the situation without a long backstory
Show your action clearly: Use “I” where appropriate so your contribution is visible
Include judgement: Explain why you took that approach
Give the outcome: Show what improved, changed, was resolved, or prevented
Link back to the role: Make the relevance obvious
A strong response should feel like a small piece of evidence, not a personal essay.
Here is a simple pattern you can adapt:
Good Example
In my role as [job title], I was responsible for [relevant responsibility]. A situation arose where [brief context]. I [specific action], because [reason or judgement]. I also [additional action showing skill]. As a result, [outcome]. This demonstrates my ability to [criterion skill] in a way that is directly relevant to this role.
Use that pattern as a guide, not a script. The strongest responses still sound natural and specific to your actual experience.
You do not always need a perfect example. You need a relevant one.
Candidates often freeze because they think selection criteria require dramatic achievements. They usually do not. Hiring panels are often more interested in practical workplace behaviour than heroic outcomes.
If you do not have a direct example, look for transferable evidence.
For example:
A retail example can show conflict resolution, prioritisation, accuracy, and customer service
A university group project can show teamwork, planning, communication, and accountability
A volunteer role can show initiative, stakeholder engagement, and service delivery
A casual hospitality job can show pressure management, adaptability, and problem solving
A placement can show learning agility, professionalism, and following procedures
The key is to avoid pretending the example is bigger than it is. Panels do not need exaggeration. They need relevance.
A smaller honest example is usually stronger than an inflated one that sounds suspicious. And yes, panels do notice when an entry level candidate suddenly claims to have “led strategic transformation across the organisation”. Calm down, Darren. You updated a spreadsheet. Sometimes that is still useful, if you explain it properly.
Before submitting, read each response like a panel member who does not know you. That is the real test.
Check whether each response includes:
A clear workplace, study, volunteer, or practical example
A direct answer to the criterion
Your personal actions
Evidence of judgement
A result or outcome
Relevant Australian workplace language
No empty claims that could apply to anyone
No unnecessary jargon
No long background story that hides the point
No repeated examples unless there is a clear reason
Also check whether the tone matches the role. Public sector, education, healthcare, and community roles often value clarity, accountability, fairness, compliance, and service. Corporate roles may place more emphasis on commercial outcomes, stakeholder influence, delivery, and performance. The best responses reflect the environment without sounding like they were copied from the position description.
The goal is simple: make it easy for the hiring panel to say, “Yes, this person has shown evidence of the capability we asked for.”
That is what gets you 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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