How does behavioural hiring work in federal government

Behavioural hiring in the federal government works by assessing how a candidate’s past actions and work personality predict their future performance in specific public service roles.

This evidence-based approach moves beyond what is listed on a resume to uncover the 'how' of a person’s work style, ensuring they align with the core values and technical requirements of the Australian Public Service (APS).

Key takeaways

• Behavioural hiring focuses on the principle that past behaviour is the most reliable predictor of future success in a role.
• The federal government uses merit-based selection criteria often framed around the STAR (Situation, Task, Action, Result) method.
• Work personality assessments provide objective data on a candidate's natural preferences for tasks like coordinating, helping, or pioneering.
• Structured interviews and work sample tests are used to reduce unconscious bias and ensure fair outcomes for all applicants.

The shift toward behavioural evidence in the public sector

For years, government recruitment relied heavily on qualifications and years of experience. While these remain important, they don't tell the full story of how a person handles pressure, manages conflict, or leads a team through a policy shift. Today’s federal government departments prioritise behavioural evidence because it provides a more accurate picture of a candidate's potential impact.

When you apply for a federal role, you aren't just being asked if you can do the job; you’re being asked how you’ve done it before. This shift acknowledges that technical skills can often be taught, but underlying behaviours – such as resilience, empathy, and ethical decision-making – are harder to instil. By focusing on these traits, departments can build more stable, high-performing teams.

Understanding this process is essential for both hiring managers and candidates. It requires a move away from gut feelings toward a system where every decision is backed by observable data. At Compono, we’ve spent years researching how these behavioural markers translate into long-term success, helping organisations move from subjective hiring to workforce intelligence.

The role of merit and selection criteria

In the federal government, the principle of merit is a legislative requirement. This means the best person for the job must be chosen through a competitive and transparent process. Behavioural hiring supports this by using standardised selection criteria that apply to every applicant. When everyone is measured against the same behavioural benchmarks, the process stays fair and defensible.

Selection criteria often target specific capabilities like 'supports strategic direction' or 'achieves results'. To prove you meet these, you need to provide specific examples. This is where the STAR method comes in – it’s the universal language of behavioural hiring in government. It forces you to be specific about what you did, rather than speaking in generalities about what you 'would' do.

For hiring panels, the challenge is accurately scoring these responses without bias. Using tools like Compono Hire helps panels assess candidates across three dimensions: Organisation Fit, Skills, and Qualifications. By integrating these data points, government teams can ensure they are meeting merit requirements while also finding the right cultural match for their specific department.

Decoding work personality in government teams

Every department has a different 'vibe' and set of demands. A fast-paced policy unit requires different natural work preferences than a high-volume service delivery centre. This is where the concept of work personality becomes a game-changer. It’s not just about whether you are an introvert or extrovert; it’s about the work activities you are naturally motivated to perform.

In a government context, we look at eight key work activities. For example, some roles require a The Auditor – someone who is methodical, detail-oriented, and cautious. Other roles might need The Pioneer, who thrives on innovation and imaginative problem-solving. Knowing the dominant work personality of a candidate allows a department to see where they fit within the existing team dynamic.

When conflict arises in a government team, it’s often because of a clash in these work personalities rather than a lack of skill. A leader who understands these nuances can manage communication more effectively. By using behavioural assessments during the hiring phase, departments can predict these dynamics before the first day of work, leading to better retention and higher engagement across the board.

Structured interviews and the STAR method

The behavioural interview is the centrepiece of the federal hiring process. Unlike traditional interviews that might ask 'What are your strengths?', a behavioural interview asks, 'Tell us about a time you had to manage a difficult stakeholder.' The goal is to get the candidate to describe a specific event, the actions they took, and the eventual outcome.

Panels look for evidence of specific behaviours that match the APS Integrated Leadership System (ILS). They want to see how you communicate, how you handle ambiguity, and how you show personal drive. Because these interviews are structured – meaning every candidate is asked the same questions in the same order – the results are more objective and easier to compare.

To support this level of precision, many departments are turning to sophisticated platforms to manage the data. Compono provides the workforce intelligence needed to rank and score these behavioural markers in real time. This allows hiring managers to focus on the human element of the interview while the platform handles the complex task of weighing up different competencies and fits.

Reducing bias through objective data

One of the biggest hurdles in any recruitment process is unconscious bias. We naturally gravitate toward people who are like us or who share a similar background. In federal government hiring, this is a significant risk to the merit principle. Behavioural hiring mitigates this by focusing on documented actions and objective assessment results rather than 'gut feel'.

By using work personality assessments and skills testing early in the funnel, departments can create a shortlist based on proven capability. This 'blind' approach to initial screening ensures that candidates are judged on their potential to do the work. It also helps in building diverse teams, as it values different ways of thinking and problem-solving that might be overlooked in a traditional resume review.

Creating a high-performing culture in the public service starts with these objective decisions. When you align a person’s natural work preferences with the actual tasks of the role, you reduce the 'friction' of work. This leads to the kind of high-performance environments described in The Compono Culture, Engagement & Performance Model, where individual motivation and organisational goals are perfectly in sync.

Key insights

• Behavioural hiring ensures that federal government recruitment remains merit-based and transparent by focusing on observable evidence.
• The use of the STAR method allows candidates to demonstrate their competency through specific, real-world examples.
• Integrating work personality data helps departments build more cohesive teams by matching natural work preferences to role requirements.
• Objective assessment tools are vital for reducing unconscious bias and ensuring a fair selection process for all Australian Public Service applicants.

Where to from here?

Building a high-performing government team requires more than just filling vacancies. It requires deep insight into how people work and how they will fit into your unique culture. If you are looking to improve your selection process or better understand your current team's dynamics, we can help.

• Explore: The Compono Platform
• Talk to an expert: Book in a 15-minute chat to get a walkthrough of Compono.

Frequently asked questions

What is the most common behavioural interview technique in government?

The STAR method (Situation, Task, Action, Result) is the standard technique used by both candidates and panels to ensure responses are structured and evidence-based.

How does work personality differ from a standard personality test?

Work personality focuses specifically on work-related activities and preferences – such as whether someone prefers coordinating tasks or helping colleagues – rather than general social traits.

Can behavioural hiring really reduce bias in the public service?

Yes, by using structured questions and objective scoring rubrics based on past actions, panels are less likely to rely on subjective feelings or 'cultural fit' clichés.

Why does the federal government prioritise past behaviour over future promises?

Psychological research shows that how someone has handled a situation in the past is the most reliable indicator of how they will handle a similar situation in the future.

What are the 8 work activities used in behavioural assessments?

The activities include Evaluating, Coordinating, Campaigning, Pioneering, Advising, Helping, and Doing, which all contribute to a balanced and high-performing team.