❓ Question regarding the appointment process of the Director General of the Department of Premier and Cabinet, specifically whether an external consultant was used as per standard procedure. The answer clarifies that a HR consultant was used, but from within the OPSSC.
AnsweredQoN 153Legislative Council
QuestionView source ↗
PETER CONRAN — DIRECTOR GENERAL OF THE DEPARTMENT OF THE PREMIER AND CABINET
The guidelines of the Commissioner for Public Sector Standards state that the commissioner will normally appoint an external consultant to assist in examining the selection pool. (1) Did the commissioner follow this normal procedure in relation to the recent appointment of the new director general of the Department of the Premier and Cabinet? (2) If yes, who was the external consultant? (3) If no to (1), why not? Hon NORMAN MOORE
The guidelines of the Commissioner for Public Sector Standards state that the commissioner will normally appoint an external consultant to assist in examining the selection pool. (1) Did the commissioner follow this normal procedure in relation to the recent appointment of the new director general of the Department of the Premier and Cabinet? (2) If yes, who was the external consultant? (3) If no to (1), why not? Hon NORMAN MOORE
AnswerView source ↗
I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(1) Did the commissioner follow this normal procedure in relation to the recent appointment of the new director general of the Department of the Premier and Cabinet? (2) If yes, who was the external consultant? (3) If no to (1), why not? Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(2) If yes, who was the external consultant? (3) If no to (1), why not? Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(3) If no to (1), why not? Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(1) Did the commissioner follow this normal procedure in relation to the recent appointment of the new director general of the Department of the Premier and Cabinet? (2) If yes, who was the external consultant? (3) If no to (1), why not? Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(2) If yes, who was the external consultant? (3) If no to (1), why not? Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(3) If no to (1), why not? Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
Hon NORMAN MOORE replied: I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
I thank the member for some notice of this question. (1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(1) The Office of the Public Sector Standards Commissioner followed normal procedure of appointing a human resources consultant to assist the selection panel. On this occasion the commissioner appointed an OPSSC human resources consultant to assist the selection panel. (2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(2) Not applicable. (3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
(3) OPSSC uses external consultants where there is a high number of chief executive officer appointments to be dealt with concurrently. This was especially the case in late 2007 and early 2008, when OPSSC was handling up to 14 CEO positions concurrently. On this occasion, however, there were only two other CEO positions open. For neither of these other positions was interviewing or report preparation underway. It was, therefore, more efficient for OPSSC to manage this process internally. These other two CEO positions are also being managed internally.
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