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2nd Edition

Manage recruitment selection


and induction processes
BSBHRM506A

Student Workbook

Student Workbook

BSBHRM506A Manage recruitment


selection and induction processes
2nd Edition 2010

Part of a suite of support materials for the

BSB07 Business Services Training Package

Acknowledgment
Innovation and Business Industry Skills Council (IBSA) would like to
acknowledge HASCOM Pty Ltd for their assistance with the development of this
resource.
Writer: Andrea Hayes
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2010 Innovation and Business Industry Skills Council Ltd
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Published by: Innovation and Business


Industry Skills Council Ltd
Level 11
176 Wellington Parade
East Melbourne VIC 3002
Phone: +61 3 9815 7000
Fax: +61 3 9815 7001
e-mail: reception@ibsa.org.au

www.ibsa.org.au

ISBN: 978-1-921788-00-0
Stock code: BSBHRM506A2CL

First published: July 2009


2nd edition version: 1.0
Release date: June 2010
Printed by: Fineline Printing
130 Browns Road
Noble Park North
VIC 3174

Table of Contents
Getting Started ....................................................................................................1
Introduction .........................................................................................................2
Section 1 Overview ...........................................................................................3
What skills will you need? ..............................................................................3
Recruitment, selection and induction process ..............................................4
Key terms .......................................................................................................5
Working in organisations ...............................................................................9
Common problems...................................................................................... 11
Relevant legislation .................................................................................... 11
Section summary ........................................................................................ 13
Further reading ........................................................................................... 13
Section checklist ......................................................................................... 13
Section 2 Training and Support..................................................................... 14
What skills will you need? ........................................................................... 14
The training environment ............................................................................ 15
Training tasks and methods ....................................................................... 20
Monitoring and evaluation .......................................................................... 22
Section summary ........................................................................................ 25
Further reading ........................................................................................... 25
Section checklist ......................................................................................... 25
Section 3 Recruitment Process ..................................................................... 26
What skills will you need? ........................................................................... 27
Recruitment process overview ................................................................... 27
Position analysis ......................................................................................... 29
Position description .................................................................................... 30
Person specification ................................................................................... 31
Selection criteria/competency requirements ............................................. 31
Specialists and outsourcing........................................................................ 35
Advertising .................................................................................................. 37
Section summary ........................................................................................ 38
Further reading ........................................................................................... 38
Section checklist ......................................................................................... 39
Section 4 Selection Process .......................................................................... 40
What skills will you need? ........................................................................... 41

Overview of selection process .................................................................... 41


Screening methods ..................................................................................... 44
Selection techniques .................................................................................. 46
Interview preparation .................................................................................. 50
Selection decision ....................................................................................... 51
Post-selection strategies and procedures .................................................. 53
Section summary ........................................................................................ 55
Further reading ........................................................................................... 55
Section checklist ......................................................................................... 55
Section 5 Manage Induction Process ........................................................... 56
What skills will you need? ........................................................................... 57
Induction process overview ........................................................................ 57
Induction personnel and tasks ................................................................... 59
Induction program content ......................................................................... 61
Induction kit ................................................................................................ 62
Section summary ........................................................................................ 65
Further reading ........................................................................................... 66
Section checklist ......................................................................................... 66
Glossary ............................................................................................................ 67
Appendices ....................................................................................................... 68
Appendix 1 Key terms.............................................................................. 68
Appendix 2 Telephone policy and procedure .......................................... 69
Appendix 3 Keys Real Estate internal newsletters .................................. 71
Appendix 4 Process check ....................................................................... 73
Appendix 5 Federal legislation ................................................................ 75
Appendix 6 Learning styles worksheet .................................................... 76
Appendix 7 Facilitate and monitor training tasks.................................... 77
Appendix 8 Position description .............................................................. 78
Appendix 9 Project manager position description................................... 79
Appendix 10 Competency requirements ................................................. 80
Appendix 11 Dodgy Bros Advertising language worksheet ..................... 81
Appendix 12 Sample application form .................................................... 82
Appendix 13 Monitoring and evaluation ................................................. 83
Appendix 14 Induction training and support ........................................... 85

Student Workbook

Getting Started

Getting Started
This unit provides you with the knowledge and skills you need to manage
recruitment, selection and induction processes in a workplace environment.
Effective recruitment, selection and induction processes mean retention of
employees in an organisation. A person who can manage these processes is a
valuable asset in any workplace.
This Student Workbook contains additional reading, hints and activities to help
you develop recruitment, selection and induction policies and procedures as well
as training and supporting staff. It also provides information about monitoring and
evaluating these processes.
This Student Workbook can be used in conjunction with facilitator-led activities
and presentations.
The Student Workbook is organised under the following headings:

Introduction

Section 1 Overview

Section 2 Training and support

Section 3 Recruitment process

Section 4 Selection process

Section 5 Manage induction process

Innovation & Business Skills Australia has licensed the use of over 200 video
vignettes from the Channel 9 television program, Your Business Success. The
videos have been carefully selected and embedded into relevant learning and
assessment resources in order to assist education providers and students in the
learning process.
Each video is accompanied by a learning activity. Videos can be found on IBSAs
YouTube channel at<http://www.youtube.com/ibsachannel>.
This Student Workbook has been designed to work in conjunction with a human
resources textbook called Human resource management: strategies and
processes. References to readings in this textbook are made throughout the
Student Workbook.
Nankervis, A., Compton, R. & Baird, M., 2007, Human resources management:
strategies and processes, 6th Edn, Cengage Learning Australia, Melbourne.
ISBN-13: 9780170134200 ISBN-10: 0170134202
Alan Nankervis RMIT
Robert Leigh Compton Australian Catholic University
Marian Baird University of Sydney

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Introduction

Student Workbook

Introduction
Managing the ongoing cycle of recruitment, selection and induction processes in
an organisation is an essential and important role. This role may be filled by
human resources manager or personnel in a large organisation or by a supervisor
or manager in a smaller organisation.
Knowledge and skills associated with managing recruitment, selection and
inductions processes involves; developing processes, training and supporting staff
to implement these processes and monitoring and evaluating these processes.
These varied knowledge and skills can be acquired through experience, study and
training. The more you learn the more proficient you will become at managing
these processes.

Human Resource processes can be like a puzzle for your organisation. You need to find (recruit),
choose (select) and fit (induct) your people correctly!

This program will teach you about recruitment, selection and induction policies
and procedures. It will help you analyse and develop policies and procedures. It
will also discuss the training and ongoing support of workers in the recruitment,
selection and induction processes as well as compliance with relevant legislation.
You can research and find out about the standard forms that support these
processes as well as the available technology. You can also learn how to write
position descriptions, effective advertisements for successful recruitment and
how to develop the interview skills and techniques needed to select the best
candidate for a position.
Once you learn these knowledge and skills you will be able to analyse and develop
the policies and procedures needed to manage the recruitment, selection and
induction processes in an organisation.

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Student Workbook

Section 1 Overview

Section 1 Overview
This section provides you with an overview of the management of recruitment,
selection and induction processes in organisations.
It covers:

recruitment, selection, induction process

key terms

working in organisations

common problems

relevant legislation.

Scenario: Managing processes


At Dodgy Bros Real Estate Company there is a continual high turnover of staff
before the probationary period of 12 weeks. The existing guidelines for the
recruitment, selection and induction processes were written in 2000.
As one of the line managers, the Executive team has asked that you analyse
and rewrite the guidelines so that they comply with relevant federal and state
legislation.
You have been asked to analyse the company, identify the problems then
suggest a plan for managing more effective recruitment, selection and induction
processes.

Where do you start?

What processes do you need to implement?

How do you facilitate training in any of these procedures for staff?

How do you monitor and evaluate the processes?

What skills will you need?


In order to work effectively managing recruitment, selection and induction
processes, you must be able to:
know the role of the recruitment, selection and induction cycle in an
organisations strategic and operational plans and structure
demonstrate and understanding of the recruitment, selection and
induction process
know key terms related to recruitment, selection and induction processes
identify and understand legislation relevant to recruitment, selection and
induction processes.
communicate policies and procedures to relevant staff and provide training
if required.
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Section 1 Overview

Student Workbook

Recruitment, selection and induction process


Recruitment, selection and induction are part of an ongoing cycle for
organisations that focuses on filling vacant positions and preparation for future
growth, change or replacement of staff.

Growth requires you to get more pieces

Change requires you to get different pieces

And sometimes you just need to replace pieces .

It doesnt matter if your organisation is growing, changing or staying the same.


Even the most stable of organisations still exist in a state of dynamic equilibrium.
You will always need to recruit, select and induct.

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Student Workbook

Section 1 Overview

What kind of tasks and procedures will you participate in?


The following list is an overview of typical recruitment, selection and induction
activities for an organisation. Your job role may require you to participate in or
manage these tasks or procedures:

vacant/new position identified

position analysis

obtain permission to recruit

develop position description

identify recruitment options

advertise/search

applications collated

develop pre-selection strategies

screening of applicants

short-list applicants for interview

develop interview & selection techniques

conduct interviews

selection by selection panel

approval by organisation

verbal offer

reference checks

response to unsuccessful applicants

written contract signature

induction

overseeing of probationary employee.

Poor recruitment, selection and induction can cost an organisation considerable


time and money.

Key terms
A number of terms dealing with organisational systems and structures will come
up frequently when discussing human resource management.
Strategic plan
A strategic plan is an organisations overall plan or vision for the future (generally
three to five years). It outlines where they are today, where they would like to be in
the future and what elements they intend to focus on to get there. HR plans must
reflect the staffing goals outlined in a strategic plan.
Once they have a strategic plan, organisations can create action plans and
implement strategies to enable them to move in their intended direction. Strategic
plans often describe; mission and vision statements, values, goals and objectives.

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Section 1 Overview

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Your role:
You may be required to develop the staffing goals for your organisations
strategic plan and then the HR plan.
Policy
Policies are the guiding principles of an organisation and they describe an
organisations commitment to quality and service. They may be about how
personnel, e.g. a training policy that ensures all staff involved in facilitating
training are able to perform their duties from commencement and in an ongoing
manner.
Policies are the basis of an organisations procedures and provide the framework
for decision-making in an organisation. For example, a general OHS policy will
state the organisations intention to provide a safe workplace, the health and
safety goals and acknowledge the relevant legislation and the organisations
intention to comply with that legislation.
Policies are generally developed by relevant committees within an organisation in
consultation with stakeholders and key executives. They require approval by
committees such as: Injury management, OHS, Risk management and strategic
partnership.
When developing a policy, the organisation needs to examine policy from other
similar organisations will also plan how it should be implemented, the roles and
functions needed as well as the procedures to support, maintain and review the
policy.
For a policy to be effective it needs to:

outline a desired standard

establish KPIs (Key Performance Indicators) at development stage

state its purpose

state legal obligation of management/organisation

specify objectives

give timeframes

identify roles and functions of relevant managers, supervisors,


stakeholders

state how policy will implemented and monitored

outline expectations of employees in relation to policy

organise a policy review

communicate policy to all workers.

Your role:
You may be required to establish and oversee committees to analyse and
develop HR policies for recruitment, selection and induction processes within
your organisation.

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Section 1 Overview

Process
Sequence of interdependent and linked procedures which, at every stage,
consume one or more resources (employee time, energy, machines, money) to
convert inputs (data, material, parts, etc.) into outputs. These outputs then serve
as inputs for the next stage until a known goal or end result is reached. 1
Your role:
You may be required to manage the recruitment, selection and induction
processes for your organisation which involves ensuring the provision of
training, monitoring and evaluation.
Procedure
Procedures are based on policies and are step-by-step instructions for how
something needs to be done. Procedures can also specify who needs to perform
the steps and what documentation is involved.
Procedures enable policies to be implemented. One policy may result in the
implementation of several procedures. For example, a recruitment policy may
require advertising procedure as well as a training procedure to be developed to
teach managers how to write advertisements.
For a procedure to be effective it needs to:

state purpose or related policy

include specific steps

outline what might happen and actions that will be taken (consequences)
if procedure is not followed

written clearly in plain English

accessible to all workers.

Your role:
As part of managing recruitment, selection and induction processes, you may be
required to analyse existing associated procedures and to develop, trial and
evaluate these procedures. You may also be required to facilitate training for
staff in using these procedures.

1 Process: Definition, Business dictionary, viewed June, 2010,


<http://www.businessdictionary.com/definition/process.html>.

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Section 1 Overview

Student Workbook

Learning activity: Plan, policy and procedure scavenger hunt


Fortunately, the internet is a great resource of recruit, select and
induct policies and procedure as well as HR plans. Throughout this
program, it is suggested that you develop a portfolio of samples that
you can use as models for you own policies and procedures.
Find and collect examples of recruitment, selection and induction policies and
procedures from various organisations and small businesses, including your
own.

<http://policies.curtin.edu.au/local/includes/getdoc.cfm?
url=https://ecm.curtin.edu.au:443/alfresco/gd/d/workspace>

<http://policies.curtin.edu.au/policies/>.

Interview an HR manager from an organisation or small business and find out


how they:

construct plans, policies and procedures

monitor policies and processes effectively.

Learning activity: SMART and SWOT


Find out what the acronyms SMART and SWOT mean and how they
can help develop objectives for HR plans, policies, processes and
procedures.
SMART:
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SWOT:
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Student Workbook

Section 1 Overview

Working in organisations
Organisations, no matter what their size,
service and/or product, should have
vision and mission statements that
outline their values and direction for
future growth and productivity.
Organisations also have strategic and
operational plans that outline how they
will achieve their goals. Typically these
plans may include; goals and objectives,
targets, and detailed plans.
Policies, processes and procedures
evolve from an organisations strategic
plan and outline how to conduct the day-to-day operations of the organisation.
Human resource plans derive from, and must be aligned with, organisational
plans.
Textbook: Human Resource Planning
According to Nankervis, Compton and Baird, The purpose of
human resource planning (HRP) is to try to ensure that
organisational objectives are met through the effective utilisation of
the human resources of the organisation, taking into account
changing circumstances within and outside particular organisations.
Essentially, human resource planning is concerned with matching labour
demand and labour supply projections within the internal and external contexts
of organisations. Increasingly, human resource planners, rather than devising in
isolation, are involving organisational managers, employees, customers and
suppliers in the formulation of their HR plan. (Human resource management:
strategies and processes, p. 115)
As manager you may be responsible for developing an HR plan with stated
objectives about short-term and long-term personnel required in order to achieve
an organisations operational and strategic goals.
Organisational rules
Organisations develop a variety of policies and procedures to enhance their
growth, productivity, staff well-being and their status within the business
community. HR policies and procedures are:

generally developed by key stakeholders, senior management, HR and


appointed committees

include recruitment, selection and induction processes

Need to be reviewed regularly to ensure that they are achieving their


purpose and still relevant.

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Section 1 Overview

Student Workbook

An organisation needs to develop policy and procedures for their various


processes. These guidelines may be written by HR personnel, external specialists
or internal managers or a combination of these.
Policies and procedures must be:

accessible for all staff

consistent with organisational vision, mission and plans

compliant with relevant legislation, both federal and state

written in plain English

analysed and reviewed as needed.

Learning activity: Research and reading


Search the internet for the strategic plans of at least three different
organisations.
Analyse these strategic plans for reference to future staff needs and
the recruitment, selection and induction processes.
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Section 1 Overview

Common problems
As a manager, you will encounter a number of common problems with
organisational recruitment, selection and induction processes.

undeveloped or lack of current HR plan and policy

inaccurate position description

time delays due to:


o permission being sought from several levels/persons
o lack of compliance with relevant legislation
o existing policies
o poor application form management
o slow reference checking
o slow issuing of employment contracts

poor use of available technology

personnel not trained in required skills

restrictive recruitment

insufficient personnel to handle process

supporting documentation inaccurate, incomplete and/or inaccessible

lack of monitoring procedures in place

policies and procedures not communicated to staff effectively.

Effective processes
Effective recruitment, selection and induction processes need to be:

in accordance with organisation policy

reliable and valid

communicated clearly to staff

supported by trained staff

supported by documentation

compliant with relevant legislation

monitored

evaluated and reviewed regularly.

Relevant legislation
All policies, processes and procedures in an organisation must comply with
relevant legislation. It is important to establish effective policies and procedures
and to make sure that all employees understand them. When managing
recruitment, selection and induction processes you must comply with the relevant
legislation, e.g. language used in advertising must reflect EEO and antidiscrimination laws. Failure to comply with relevant legislation may result in later
protracted legal matters that can cost time and money.
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Section 1 Overview

Student Workbook

Legislation is enacted by state and federal governments and when managing


recruitment, selection and induction processes you must be cognisant of both the
state and federal legal context. While there are laws that apply generally to all
recruitment, selection and inductions processes such as equal employment
opportunity and anti-discrimination laws there are also specific awards,
agreements and law codes of practice for specific industries.
General legislation relevant to recruitment, selection and induction includes:

Human Rights and Equal Opportunity Commission Act 1986

Racial Discrimination Act 1975

Sex Discrimination Act 1975

Disability Discrimination Act 1992

Occupational Health and Safety Act 1991

Workplace Relations Act 1996 Workplace Relations Amendment (Work


Choices) Act 2005 Fair Work Australia legislation 2009

Privacy Amendment Act 2000 to Privacy Act 1988.

Learning activity: Research legislation


Search on the internet for one of the Acts listed above.

consider how the particular Act affects the recruitment,


selection and induction processes

in point form, write a summary of what relevant legislation a manager


responsible for recruitment, selection and induction processes needs to
know. Add points about legislation specific to your industry

search and find information about the Ten national principles described
in the Privacy Amendment Act 2000.

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Student Workbook

Section 1 Overview

Section summary
You should now have an overview of the recruitment, selection and induction
processes. You should be able to define key terms such as policy, process and
procedure and understand the hierarchy of strategic planning, policies, processes
and procedures development in an organisation. You should also know the
legislation relevant to your specific industry.

Further reading
Read Human resource management: strategies and processes:

pp. 2425, and describe the difference between organisational structure


and organisational culture

p. 32, and identify which key issues and functional areas are related to
recruitment, selection and induction processes

pp. 113120 Human resource planning (HRP)

factors affecting recruitment, selection and induction process pp. 4460,


pp. 541545

Key Performance Indicators (KPIs) p. 167

WorkChoices and legal compliance pp. 780, 95, 103, 104

OHS legislation p. 477.

Section checklist
Before you proceed to the next section, make sure that you are able to:
know the role of the recruitment, selection and induction cycle in an
organisations strategic and operational plans and structure
demonstrate and understanding of the recruitment, selection and
induction process
know key terms
identify and understand legislation relevant to recruitment, selection and
induction processes.

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Section 2 Training and Support

Student Workbook

Section 2 Training and Support


This section is about the training and support necessary in order to manage the
recruitment, selection and induction processes and to successfully implement the
related policies and procedures. It covers the training environment, training and
support methods and monitoring and evaluation tools.
Scenarios: What training and support?
Consider each of the following training scenarios and think about what you
would you do in each situation.
Scenario 1
Blackburn Holdings is an IT organisation of 50 workers. As manager you are
required to organise training and ongoing support for all employees about
current Privacy legislation related to the IT industry.
Scenario 2
Learn Now! is an education provider with 100 teachers and ten administration
staff. As part of the organisations bid to use modern resources it has
introduced Data show equipment in all classrooms. You must organise training
and ongoing support for all staff.
Scenario 3
United Healthcare is a health care provider with over 1500 workers on four
different sites. It has introduced a new detailed email policy for all workers. As
manager, it is your responsibility to introduce and implement this policy.
Learners to work in small groups and answer the following questions for each
scenario then report answers to class.
In light of the above scenarios, consider:

What are the training objectives?

What training methods would you suggest?

What resources will be required?

What ongoing support will be needed?

What methods/tools would you use to monitor and evaluate the training?

What skills will you need?


In order to manage training processes effectively you must be able to:
demonstrate an understanding of the importance and value of ongoing
training and support in an organisation
be cognisant of different learning styles
identify the training needs and objectives

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Section 2 Training and Support

develop training programs, methods and assessment tools


develop ways to monitor, evaluate and refine training and support
mechanisms.

The training environment


In order to develop effective training programs, you need to understand the
training environment.
Organisational objectives
Organisations that emphasise the development of their human assets, as well as
productivity and growth of product, will enjoy a far more talented workforce than
organisations who do not.
A successful organisation values the ongoing learning and development of their
staff and includes these values in its strategic plan. They analyse staff needs and
provide ongoing training opportunities, resources and support for staff to learn
and develop. Capable managers produce and facilitate effective management
development programs.
Ongoing learning and development is essential in a dynamic organisation in order
to accommodate new changes or focus in management, ensure effective
implementation of policies and procedures and new technologies.
Organisational policy should specify what training needs to be undertaken and
how it is to be supported as part of its implementation. Training programs can
facilitate the learning of new skills, knowledge, abilities and competencies as well
as refresher courses.
When managing recruitment, selection and induction processes you will need to:

identify training needs

write training objectives which include KPIs

develop and/or facilitate various training programs for staff

determine training tasks, methods and tools

monitor and provide ongoing support for staff

communicate training and learning information to staff.

Individual learning styles


In order to understand training needs, you need to understand how people learn.
Not everybody learns the same way but often, trainers instruct all learners in the
same manner. Learning styles are the different ways we perceive process and
learn information. Trainers can make programs more interesting and easier to
learn by incorporating different methods to cater for a variety of learning styles.
Multiple intelligences and learning styles
Dr Howard Gardiner developed the theory of multiple intelligences that provides
us with up to eight different learning styles.

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Section 2 Training and Support

Student Workbook

These eight learning styles are:

bodily/kinaesthetic

interpersonal

verbal/linguistic

logical/mathematical

naturalistic

intrapersonal

visual/spatial

musical. 2

These styles mean that there are eight different ways that learners may absorb
what they are being taught and how they may process what they have learnt. This
doesnt mean that when you are training a person that you need to train them
using all eight different methods but that, because people have different learning
styles, you may have to allow for any differences and apply a more inclusive and
participative method of training.
Group activity: Learning styles
Search the internet for information about learning styles and list
the eight different learning styles and write brief descriptions of
each.

<http://www.businessballs.com/howardgardnermultiple
intelligences.htm>

<http://en.wikipedia.org/wiki/Howard_Gardner>

<http://www.thomasarmstrong.com/multiple_intelligences.htm>.

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2 Howard Gardners multiple intelligences, businessballs.com, viewed June 2010,


<http://www.businessballs.com/howardgardnermultipleintelligences.htm>.

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Section 2 Training and Support

Group activity: Training using different learning styles


Identify a task or procedure from your workplace.
Brainstorm ideas about how you would facilitate the training of this
task or procedure using different learning styles.
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Identifying training needs
Before any training programs are developed a training needs analysis, in
accordance with an organisations strategic plan, should be conducted to:

identify knowledge, skills, abilities, competencies required.

identify personnel who require training

evaluate existing resources, e.g. technology

identify any support systems needed to implement policy or procedure, e.g.


change to workplace physical setting to accommodate new equipment

determine relevant documentation for monitoring and evaluating training.

A training needs analysis may be conducted by a committee or working party that


performs the following:

consult with supervisors, members of the executive, key stakeholders,


external specialists and employees

read previous training evaluation forms

conduct a training needs survey among employees

compare organisations training program with other similar organisations


training programs.

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Learning activity: TNAs


Search the internet for TNA pro-formas and procedures. You may
want to add what you find to your portfolio. Some search terms to
get you started include:

training needs analysis

skills audits.

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Developing training goals and objectives
Objectives are important tools in organisational planning because they are
specific and always relevant linked to strategic plans. They form the basis of
training programs because they state what is the desired outcome and standard
to be achieved. Objectives are the basis of Key Performance Indicators (KPIs) and
they are also used in appraisals and reviews. All policies and procedures are
made up of objectives.
Once a needs analysis has been conducted then objectives need to written. The
objectives should reflect the knowledge, skills, abilities and competencies
required to perform the job. Ideally training objectives should be determined by
managers and employees so that all parties feel that they have ownership.
Generally, objectives may be instructional, behavioural or performance-based.
Training objectives need to:

have a specific purpose

be written clearly using plain English

use active verbs, e.g. write, respond

reflect the needs of the training program

state a timeframe

include context or conditions, if applicable

be able to be measured (monitored)

be achievable.

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Section 2 Training and Support

Learning activity: SMART Training objectives


Access the website below and find out what the acronym SMART
means in relation to writing training objectives.

<http://www.fenman.co.uk/cat/product_info/training_
objectives.pdf>.

Try writing training objectives for one of the three scenarios on p. 15 of this
Workbook.
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Example: A SMART training objective


An example of a simple training objective is as follows.
Facilitate staff training about SOP (Standard Operating Procedure) of new
voicemail system using the intranet and a demonstration workshop and to
ensure that all staff have recorded their own messages by September.

Learning activity: Behavioural objectives


Access the website below and summarise Magers theory of
behavioural objectives. Write an example of a good behavioural
objective.

<http://www.e-learningguru.com/articles/art3_4.htm>.

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Training tasks and methods


Training in an organisation is an ongoing process. There will always be new and
experienced workers who need to learn new or updated procedures, about new
technology, equipment, changes due to new policies and/or legislation.
Training involves more that a manager or specialist instructing staff in how to
work a new piece of equipment. It includes supporting documentation such as
checklists, instructions, manuals on the intranet and evaluation or feedback
sheets.
Effective training:

utilises various training methods

offers ongoing support systems, e.g. mentor, follow-up, information

promotes action learning, e.g. hands on

caters for any special needs, e.g. Language literacy and numeracy
problems (LLNP) or disabilities

complies with relevant legislation

is monitored, evaluated and reviewed.

Training tasks
The training and support provided by an organisation may be affected by budget,
strategic plan and organisational policies and available resources including
personnel time.
In order to develop and manage any training effectively you will need to follow a
process like the following:

When managing the recruitment, selection and induction processes you will be
responsible for organising and implementing the training of personnel to conduct
these procedures. The types of tasks you may need to facilitate training for
include:

pre-interviewing strategies

post-interviewing strategies

relevant legislation knowledge

mentoring

writing: job descriptions, selection criteria, objectives, policy, procedure,


guidelines, interview questions, telephone feedback and pre-screening
scripts, checklists, surveys, feedback sheets, notes

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observation

providing feedback

delivering speeches/presentations

induction programs

overseeing probationary employees

appraisals, reviews.

Section 2 Training and Support

You will need to research and develop objectives, procedures and programs for
these tasks as well as ways to monitor and evaluate them. Ways to research
these tasks include:

investigate similar organisations and their training programs

read current information about task

locate specialists in the area

access recognised TAFE and university courses

access online learning

conduct internal personnel skills audit, e.g. via human resources


information system.

Remember that there may be several procedures attached to one task and that
tasks may be linked.
Training methods and support
In order to facilitate effective training and cater for the various different learning
styles, training methods need to be varied. In an ideal world you would conduct a
thorough needs analysis on the learning styles of workers but this is not always
possible in a large and busy workplace.
Some training methods and support include:

e-learning interactive, CD Rom, DVD, video demonstrations via a link

e-support, e.g. online tutoring, query logging forms

accessing intranet, database

PowerPoint

conference (one-to-one, group) face-to-face, video, web conference,


Skype

direct instruction recognised TAFE and university courses, workshops


onsite, offsite in cluster groups or venue appropriate

case studies

simulation

role-play

observation and feedback

bringing in specialists for training sessions

coaching

shadowing

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mentoring

staff meetings

membership of associated professional organisation(s)

professional reading

flowcharts, posters

laminated pocket-size cards

manuals hardcopy and online.

Learning activity: Research


Access Edusafe, Occupational Safety and Health Training program
at Curtin University WA <http://www.edusafe.edu.au/training/>, or
an OHS program from another organisation and find out the
following:

legal requirements for OHS

how OHS training is delivered and supported

access the internet and find examples of procedures and supporting


documentation for the previously listed assessment tools

research and find out the difference between coaching and mentoring.

Learning activity: Mentoring


Read pp.306 of Human resource management: strategies and
processes and write points about mentoring.
Research and list ways and contacts to facilitate training tasks, e.g.
e-learning programs, TAFE and university courses, specialists and
specialist companies, etc.

Monitoring and evaluation


Monitoring and evaluation of all processes, policies and procedures in an
organisation needs to be conducted in an ongoing manner. This is necessary in
order to:

maintain or improve existing standards

identify needs or gaps in knowledge, skills, abilities and competencies

update resources

highly trained workforce

implement necessary changes or changes of focus

comply with relevant legislation.

When training objectives, they need to include tools for monitoring and evaluation.

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Section 2 Training and Support

Evaluation cycle
In order to evaluate any procedure you need to know:

know the objectives of the policy or procedure

develop KPIs to indicate achievement of objectives (long and short term)

collect/monitor information/evidence of performance measures

analyse results and decide or any necessary changes

implement changes and begin again.

Evaluation and monitoring tools


Monitoring and evaluation ensures continuous improvement and starts with
senior management communicating to staff by way of policies, system audits and
document/records management.
Senior management must implement a continuous improvement framework or
system that includes:

continuous improvement or quality policy

regular audits to evaluate whether policies and procedures comply with


established process documentation, relevant legislation and are suitable
to achieve the organisations goal

definitions of Performance Indicators (PIs) and Key Performance indicators


(KPIs)

a formal document/record management system.

There are various tools that managers can employ for monitoring and evaluation
of training procedures. The decision on which tool(s) to use may be dictated by
budget, resources, including personnel and equipment, and timeframes. Any
monitoring and evaluation tools used must be accessible to relevant employees,
valid and reliable and also comply with relevant legislation.
Like the procedures that the tools themselves are monitoring and evaluating, the
tool themselves need to be regularly reviewed.
Process monitoring and evaluation tools include:

checklists for equipment, personnel, procedures

recorded notes, e.g. interview notes, electronic action notes

follow-up conversations with trainees (phone, Skype, face-to-face)

observation (direct, indirect) and feedback

online completed tests and forms, e.g. Current legislation quiz, selfreflection

review/appraisal peer, third party, self

surveys and polls hard copy and electronic

official forms, e.g. logging, evaluation

oral and/or written feedback, e.g. forum, discussion meeting

self-reflection/report

training records to monitor training completed.

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Learning activity: Induction training


Download the induction training checklist from the website below
and identify the training methods and monitoring and evaluation
tools it includes.

<http://www.businessballs.com/inductiontraining
checklist.htm>.

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Learning activity: Case study


Read case study 8.1 (pp. 316318 Human resource management:
strategies and processes) and answer the questions.
Research and find information on the following techniques for
monitoring and improving process:

process mapping

affinity diagrams

force field analysis

fishbone or Ishikawa.

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Section 2 Training and Support

Section summary
You should now understand the steps, resources and personnel involved in
developing a training program and how to provide ongoing support. You should be
cognisant of the different learning styles and training methods. You should also
understand the value of monitoring and evaluating all training procedures and
support mechanisms in order to maintain high standards in an organisation.

Further reading

How To Write a Good Survey, Infopoll, viewed June 2010,


<http://www.accesswave.ca/~infopoll/tips.htm>,

Businessballs , viewed June 2010, <http://www.businessballs.com>.

Whitmore, J., 2002, Coaching for performance, 3rd edn, Nicholas Brealey
Publishing, London.

Maurer, R., 1994, Feedback toolkit: 16 tools for better communication in


the workplace: Empower your team-based work force with productivitys
tool, Productivity Press, New York.

Read Human resource management: strategies and processes:

read pp. 273274: Differences between the terms, learning, development,


training and education

read p. 172: Self-managed work teams

read pp. 286289: Principles of learning.

Section checklist
Before you proceed to the next section, make sure that you are able to:
demonstrate and understanding of the importance and value of ongoing
training and support in an organisation
be cognisant of different learning styles
identify the training needs, objectives
develop training programs, methods and assessment tools
develop ways to monitor, evaluate and refine training and support
mechanisms.

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Section 3 Recruitment Process


This section is about managing recruitment processes.
It covers:

position analysis

position descriptors and person


specifications

recruitment options and specialists

advertising

pre-screening strategies

training and support involved.

Scenario: Finding the right person


Position: Project Manager for a Customer Service Program for Business Travel!
Position description: Project manager will be responsible for:

identifying opportunities to retain existing clients and accounts

analysing past client behaviour to find out why clients defect or stay loyal

collect information to understand why clients develop a relationship with


company

understand why clients defect and where to

design and test strategies to retain clients

identify new areas to be developed and processes to be improved to


increase customer retention.

Project manager is required to assist with implementation of strategies.


Assignment status: Permanent contractor full-time.
Expected start: ASAP.
Expected duration: 36 months.
As manager of the Customer Service department you are responsible for writing
the competency requirements, advising about recruitment options and
participating in the selection committee.

How do you attract the best candidates?

Who do you consult?

What do you write?

What options should you choose?

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Section 3 Recruitment Process

What skills will you need?


In order to effectively manage the recruitment process you must be able to:
analyse and determine future human resources needs in collaboration with
relevant managers and sections
ensure current position descriptors and person specifications for
vacancies are used by managers and others involved in the recruitment
process
identify the recruitment options and establish which best suits your
organisation and needs
provide access to training and other forms of support to all persons
involved in the recruitment process
ensure that recruitment process complies with organisational policy and
relevant legislation
ensure that recruitment process is monitored and evaluated.

Recruitment process overview


Organisations aim to recruit the best available candidate(s) who best meet their
specified selection criteria or competencies, needs, values and future directions
of the organisation. When you manage a recruitment process you need to be
aware of the bigger organisational picture, HR planning, and the factors that can
affect the process. See the following diagram.

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The recruitment process needs to be managed in a very thorough manner to


achieve the objectives of HR planning and to ensure an organisations continued
growth and productivity. It needs to be monitored and evaluated in accordance
with current organisational policy and relevant legislation.
Poor recruitment can mean:

new employee leaves shortly after starting job

money and time spent on recruitment is lost

decrease in staff morale

increase in staff stress levels

possible negative effect on organisations reputation.

As you can see from the above recruitment process flowchart, recruiting is not a
simple case of putting an advertisement in the paper. It involves several steps
from conducting an analysis on the vacant position to deciding recruitment
options and each step has its own procedures based on a recruitment policy.
Learning activity: Recruitment policy analysis
Find examples of recruitment policies from different organisations
by searching the internet and using your own contacts. Compare the
steps and procedures involved in their processes.

Read pp. 120, 1225, 134, 195 of Human resource


management: strategies and processes and define labour forecasting,
hot areas and the labour market.

Read pp. 1845 and identify what factors make the best employers.

Read p. 186 and briefly explain company branding.

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Section 3 Recruitment Process

Training and support


As a manager you may be responsible for organising the training of staff to
perform certain tasks associated with the recruitment process. See the following
table for examples.
Personnel

Tasks

Training and support required

Supervisor, manager,
General or executive
manager, technical
specialists, recently
hired staff,
experienced staff

Position analysis

instruction in how to conduct

a position analysis

how to determine/

knowledge of future human


resource needs

analysis form to be

completed

checklist for monitoring

procedure.

Selection
committee/panel:
manager, supervisor,
OHS rep, experienced
employee/team
leader from
department

Position description

instruction in writing position

descriptors, selection criteria


and competency
requirements

knowledge of relevant

legislation

position description

form/template

database with key purpose

statements, job descriptors,


selection criteria

checklist for monitoring

procedure.

Manager, HR dept,
online advertising
personnel, editors of
professional journals

Advertising

Selection
committee/panel,
administration staff

Receive applications
and queries (written
and over telephone)

instruction in advertisement

writing

ad template, checklist for

monitoring procedure.

instruction in collating

applications procedure and


handling queries.

Position analysis
A vacant position may occur for several reasons including retirement, resignation,
promotion or organisational restructuring. No matter what the reason, when a
vacant position has been identified in an organisation this is an ideal time to
conduct a position or job analysis.

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An analysis can help in three general ways:


1. Ascertain whether position is still required.
2. Identify the gaps, e.g. knowledge, skills, attributes missing.
3. Changes needed to accommodate new directions, technology, etc.
One outcome of a successful position analysis may result in a revised position
description that better reflects the organisations future direction. No matter what
the outcome, position analysis is important in the recruitment process.
Personnel involved in a position analysis may include relevant managers,
department leaders, supervisors and technical specialists.
When analysing a position it is important to address the following points:

future human resource needs of organisation

future direction and plan of organisation

resources needed to achieve objectives and targets

overall staffing needs for organisation

role changes and developments

knowledge, skills, attributes and competencies required

alternative options to filling the position

budget constraints.

Position description
A position, or job description, follows on from a position analysis. It must be
current and as accurate as possible in order to facilitate successful recruitment of
the best candidate. A position generally includes key selection criteria and/or
competency requirements which, in turn, form the basis of advertisements and
interview questions.
An accurate position description can also prevent later possible legal
ramifications should a dispute between employee and organisation occur about
position role and/or responsibilities. Organisations usually have a Position
description form (see Appendix 9) that they require personnel to complete and
obtain authorisation before proceeding with recruitment options.
A typical position or job description includes the following:

key tasks and objectives/targets

duties, responsibilities and key performance indicators

clarification of role in terms of strategic goals of the organisation

level of the job within the organisation, e.g. manager

specific behaviour, performance and outcomes

essential qualifications

skills, knowledge, attributes, experience (selection criteria/competencies)

OHS

terms and conditions.

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Section 3 Recruitment Process

Person specification
A personal specification, sometimes called a personal profile, identifies and
documents attributes and competencies required to fill job description. A person
specification is more flexible than a job description and can help develop future
training and development of an employee. It may also be used to help determine
the type of testing required in the selection process.
Person specifications may include:

experience

skills

knowledge

training

temperament

interests

physical requirements

attitudes and values.

Both position descriptions and personal specifications help identify key selection
criteria and competency requirements, the basis for job advertisements and
interview questions. Some organisations also use the assistance of a vocational
psychologist.

Selection criteria/competency requirements


Selection criteria, sometimes called Key Selection Criteria (KSC), and/or
competency requirements, are a vital component for any job description and
person specifications. They form the basis of recruitment and selection processes
as shown in the following diagram.

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Selection criteria may be further categorised into essential and desirable


criteria. They must accurately reflect whats required for the position to ensure
appropriate selection of the best candidate. KSC and competencies vary
according to the position but typically includes:

skills

aptitude

knowledge

attributes

experience

demonstrated or potential abilities.

KSC must be related to the position and should also be linked to the
organisations strategic plan, which includes future direction, business objectives,
values and culture.
Some organisations develop a database with key purpose statements, written by
managers, for all existing position descriptions. These are then downloaded and
customised to fit the newly vacant position.
Learning activity: Read
Read pp. 158168 of Human resource management: strategies
and processes and answer the following questions:

What are competency requirements?

How are they different from skills or attributes?

What is competency profiling and what are the advantages and


disadvantages?

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Section 3 Recruitment Process

Learning activity: The right people


Watch the video BSBHRM506A: The right people on IBSAs YouTube channel
at <http://www.youtube.com/ibsachannel>.
Answer the following questions.
Martin Daley from Virgin Blue says that behavioural competencies have
indicators that tell us the types of characteristics that people will display in the
workplace. What behavioural indicators was Virgin Blue looking for when they
began recruiting cabin crew personnel in Australia?
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What does Martin Daley say about the way Virgin Blue recruits and what is really
important to them?
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What are the 2 key characteristics Mr. Daley says companies should marry
together in order to be successful?
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Martin Daley talks about the framework behind Virgin Blues success. What are
the components of this framework and the secrets to Virgin Blues success?
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Learning activity: Virgin Blue


Visit <http://www.virginblue.com.au>.
Watch the video BSBHRM506A: Virgin Blue on IBSAs YouTube channel at
<http://www.youtube.com/ibsachannel>.
What are Virgin Blues core values?
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What attributes do Virgin Blue team members possess?
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Do you think your attributes and attitude match those of the Virgin Blue team?
Why or why not?
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Selection panel
In some organisations a selection panel or committee is established early in the
recruitment process. Typically this means that members of the selection panel are
involved in writing job descriptions, competency requirements and ads, prescreening, short listing and conducting interviews. In other organisations, the
selection panel may not be chosen until immediately prior to the interviewing
stage. If this is the case, the panel will need to read job descriptions and
advertisements very carefully. For more information on selection panels, see
Section 4.
Internal and external recruitment options
The two avenues of recruiting are internal and external. Both have several
options. Whether you recruit internally or externally, or both, may be influenced or
determined by many factors including organisational policy, budget, the labour
market and environmental forces. For example, one organisation policy may
require that:
All positions must be advertised externally on <http://www.seek.com>
as well as being advertised internally via the intranet.

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Internal recruitment options


promotion of staff
transfer from another department
vacancy bulletins or ads on
intranet
human resource information
system (data base)
employee/employer referrals
former staff members
positions merger.

Section 3 Recruitment Process

External recruitment options

professional organisations, e.g.


Teaching or Nursing associations
recruitment agencies
(specialist/general)
private consultants/specialists
labour leasing and contracting
companies
online recruiting
international recruitment
advertising TV, radio, online,
print
educational institutions, e.g. TAFE,
University.

Specialists and outsourcing


As a manager, you need to be aware of the many specialists associated with
recruitment processes. These include:

recruitment agencies
writers who specialise in job descriptions
competency profilers
agencies who run security checks
vocational psychologists
remuneration specialists brand match salaries for newly created
positions.

Organisations have the option of outsourcing a function or a service when utilising


external specialists from the above list.
Outsourcing is where an entire business function or service provision activity of an
organisation is contracted out to an external provider who has expertise in that
function or where the organisation feels that it is a more effective way of
delivering a particular service.
There are two broad approaches to outsourcing the long term or short term (as
needs) basis. Using the processes contained in the above list, we can highlight
two examples of outsourcing and the model used.
These are examples only, and may not hold true for all organisations or situations.
Short term outsourcing
The use of remuneration specialists to conduct reviews of salaries and to conduct
job valuations is usually done on a short term basis where, for example, the need
to evaluate a job and establish the remuneration level for that job arises. When
this need eventuates, the specialists are called in and carry out their work. When
the task is completed, they withdraw from the organisation.
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Because this type of service is not necessarily required on an ongoing basis, there
is no need to tie the contractor to a long term contract. This gives the organisation
the flexibility to choose whether to use these specialists again if another job
valuation task eventuates or to choose another provider if they want to.
Long term outsourcing
The contracting of recruitment agencies to conduct an organisations overall
recruitment activities or even their senior management recruitment activities
is usually done on an ongoing basis and involves a long term contract. An example
of this is government agencies where the current practice is to contract out the
recruitment of executive level managers to private providers. This is because
those providers have access to a broader network of potential candidates and
also have the necessary experience and skills to conduct this activity effectively
on behalf of their client organisations.
In this situation, if the service provider is on a long term contract and is the sole
provider, the organisation is obligated to use them while the service contract is
current.
One thing to be aware of when outsourcing services is that there is a need to
manage the performance of contractors to ensure that the services they are
delivering are meeting the specified requirement.
Learning activity: Specialists and outsourcing
1. Research and construct a list of external recruitment options
and specialists that might be utilised when recruiting candidates
for the following positions:
a. principal of private school
b. nurse for public hospital
c. personal assistant for a six month contract
d. industrial designer
e. Chief Executive Officer for large international company.
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Section 3 Recruitment Process

2. Once you have completed the above task, identify whether you would
contract these agencies on a short-term or long-term basis and explain your
reasons.
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Advertising
Advertising, both internal and external, is often used as a means of contacting the
widest audience possible.
Advantages

Disadvantages

make people aware that a vacancy

increase workload of recruitment

exists

office.

help obtain best available person

for position

promote organisations image.

Three forms of external advertising used by organisations are:


1. Print, e.g. national, state and local newspapers, trade or professional
journals, other publications
2. Online, e.g. seek.com.au
3. Broadcast, e.g. TV, radio.
Increasingly organisations are using e-cruitment (online) as it is often cheaper,
can be viewed 24 hours and has been found to encourage speedy responses
from candidate.
When managing the recruitment process you must ensure that all advertisements
comply with the Human Rights and Equal Opportunity Act 1986 and antidiscrimination legislation.
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It is illegal to discriminate against or in favour of:

age

gender

political and religious beliefs

marital status and family responsibilities

physical features and pregnancy

disability.

You must ensure that no stereotyped or discriminatory language or requirements


are used in advertisements, e.g. salesman 4550 years.
Learning activity: Audit job advertisements
Read pp. 195198 Human resource management: strategies and
processes for more information about advertising.
Access the website below and download a variety of job ads for
different organisations.

<http://www.seek.com.au>.

Collect print job ads from newspapers and compare them with online
advertising.

Section summary
You should now understand how to analyse and develop a recruitment process
and its various procedures in an organisation. You should understand the role
that careful position analysis and writing of position descriptions, selection criteria
and competency requirements plays in a successful recruitment process.

Further reading

Fairfax Advertising Terms and Conditions and Equal Opportunity Guidelines


<http://casual.domain.com.au/public/help/termandcondition.aspx#eo>,
accessed 04/06/2010.

Checklist for Writing a Job Ad, seek.com.au


<http://www.seek.com.au/Advertisers/resources/recruitment_
proc_s1.ascx>, accessed 04/06/2010.

Read Human resource management: strategies and processes:

pp. 192194, 199211 for more information about internal


and external recruiting

pp. 218222, read case study 6.1 about problems


associated
with mass hiring of workers

p. 545 for future workplace.

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Section 3 Recruitment Process

Section checklist
Before you proceed to the next section, make sure that you are able to:
analyse and determine future human resources needs in collaboration with
relevant managers and sections
ensure current position descriptors and person specifications for
vacancies are used by managers and others involved in the recruitment
process
identify the recruitment options and establish which best suits your
organisation and needs
provide access to training and other forms of support to all persons
involved in the recruitment process
ensure that recruitment process complies with organisational policy and
relevant legislation
ensure that recruitment process is monitored and evaluated.

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Section 4 Selection Process

Student Workbook

Section 4 Selection Process


This section is about the selection process.
It covers:

screening methods

testing

interview preparation and techniques

relevant legislation

selection decision

post-selection strategies.

Scenarios
Scenario 1: Home Action Australia
Home Action Australia is a home services provider and employs 1000 workers
and has three sites of operation. New management, installed last year, is
concerned that the current recruitment and selection processes are not
effective.
Records show that over the past three years:

30% of new staff resigned before their probationary period ended

exit surveys show 75% of resigning staff felt that job was either too
difficult or not what they thought it would be.

10% of resigning staff have sought compensation and accident pay

5% of new staff were terminated at the end of their probationary period.

Scenario 2: Macchiato coffee shop


Macchiato is an inner-city coffee shop with six workers. For the last two years it
had has a constant turnover of staff with the exception of the manager-owner.
Staff consists of a cook, one barista, two waitresses and a dishwasher/cleaner.
It is open from 7.00 am2.00 pm from Monday to Saturday.
Management has asked you, as manager, to analyse the existing processes and
identify problems with the process and to make a list of recommendations.

Where do you start?

What process do you need to follow?

How do you identify problems with procedures?

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Section 4 Selection Process

What skills will you need?


In order to work effectively manage selection processes you must be able to:
provide organisational leadership for the recruitment process
ensure that selection procedures are in accordance with organisational
policy and legal requirements
practice appropriate and equitable interview techniques and post-selection
strategies
provide access to training and other forms of support to all persons
involved in the selection process
ensure that processes for advising applicants of selection outcome are
followed
ensure that job offers and contracts of employment are executed promptly
and that new appointments are provided with documentation about salary,
terms and conditions
ensure that recruitment process is monitored and evaluated.

Overview of selection process


Finding the best fit of skilled person to match a position and organisation
requires a thorough selection process implemented by skilled personnel who
understand HR planning, an organisations strategic and operational plans.
You may be responsible for the selection process in a large organisation of over
1000 workers or in a small business operation or franchise with only five workers.
Whether your organisation is large or small, you can follow the same selection
process.
Managing an effective selection process may mean working with many different
personnel and requires training and ongoing support in knowledge and skills such
as:

screening potential candidates

short-listing

interviewing techniques

knowledge of relevant EEO, FOI, Privacy and anti-discrimination legislation.

For a selection process to be continuously improved it needs to be monitored,


evaluated and reviewed regularly.
It also requires a skilled selection committee/panel to write accurate job
descriptions with selection criteria or competency requirements. The selection
process can revolve around the selection criteria or competency requirements as
they are used in application forms, interview questions, referee and background
checks, selection tests, and decisions.

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For a selection process to comply with relevant legislation it must be equitable


and fair to all candidates. As shown in the following flowchart, the selection
process begins much earlier than an interview stage.

A selection process involves a variety of personnel and tasks.


Personnel

Tasks

General manager, CEO,


Executive manager, key
stakeholders

develop selection policy and procedure

consult with managers and supervisors

authorise position procedure.

Managers

provide leadership and oversee selection


process

establish selection panel

work with external specialists

respond to unsuccessful applicants

consult with supervisors, HR personnel and


other employees

write and review selection objectives

may be on selection panel

facilitate training

oversee monitoring and evaluate process

ensure compliance with policy and


procedures and industrial agreements.

write job descriptions

write selection criteria/


competency requirements

shortlist

screen

interview

select successful applicant.

conduct reference checks

respond to unsuccessful applicants.

Selection
committee/panel

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Personnel
Administration staff

Department/team leaders

Specialists
Assessment centres

Section 4 Selection Process

Tasks

receive and collate application forms and


resumes

field query calls.

answer query calls

on selection panel.

Testing:

psychometric

aptitude

medical

other.

Leadership of the recruitment process


One of the fundamental requirements for any recruitment process is the provision
of leadership to ensure that the process is:

understood by all stakeholders

complied with by all participants.

The responsibility for providing leadership of the recruitment process usually lies
with the Human Resource Manager and it is this person who is also responsible
for:

the development of the recruitment policy, process and procedures

the development of supporting documentation and processes

communicating with all stakeholders to ensure they are aware of, and
informed about, the process

ensuring that appropriate people are trained in the process

co-ordinating the organisations recruitment effort

monitoring and evaluating the process

consulting with stakeholders to ensure efficiency of the process.

While some of the tasks listed above may be delegated to HR personnel, the HR
Manager is directly responsible for influencing senior colleagues about the need
for an efficient, ethical, current and compliant process and for recommending any
changes that may need to be made to ensure the process maintains these
characteristics.
Selection committee/panel
A selection committee or panel may have a
minimum of two or three members who are
capable of assessing the knowledge, skills and
attributes required of the position. A chairperson
is in charge of the selection committee.

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Ideally the committee should be comprised of a person who has an understanding


of the role and its contribution to the organisation (manager or supervisor), a
person with expertise in this position and a staff representative when a role has
managerial responsibility.
The selection committee plays a very important role in the selection process.
Learning activity: Research
Find and read copies of selection processes from different
organisations. Compare to process on p. 39 of this Workbook and
note any differences.
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Adapt and rewrite the selection process described to suit a small business
operation, e.g. cafe that employs eight workers.
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Screening methods
Screening affords an opportunity to reject unsuitable applicants early in the
selection process. The forms of screening vary and depend on the budget and
resources of an organisation plus the urgency related to filling the position.
Three popular forms of screening are:
1. application forms
2. telephone Q&A
3. online filter systems.

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Section 4 Selection Process

Application forms
Application forms are designed to provide potential employers with the essential
information about an applicant in reference to the vacant position. They are
constructed so that members of selection panel may quickly ascertain whether an
applicant has the essential qualifications, skills, knowledge and experience
required.
To monitor recruitment options its a good idea to include a checklist at the end of
the form for applicants to indicate how the position came to their attention.
An applicant may submit a cover letter and resume as well as an application form
and must submit them by the given deadline.
The selection committee decides how applications will be received. Typically they
are collated and filed together with position description, advertisement and any
other related documentation by administration staff. After collation, applications
may then be given straight to the selection panel.
See Appendix 13 for a sample application form.
Telephone screening
If an organisation has the resources and time, they may organise for a manager or
manager-appointed member of staff to telephone and speak to applicants in
order to gain an early impression. They may do the following:

informally ask some interview questions

seek clarification about some points in their resume or application form

advise the applicant about some aspect of the position, e.g. requires a lot
of driving.

Whoever conducts telephone screening needs to:

have a list of applicants names

have a question list

record questions asked

record points about applicants answers and any points or impressions


they gained from the conversation that are relevant to the position

pass this information onto the selection panel.

Short-listing
It is generally not feasible to interview all applicants for a position so a short list of
recommended applicants is decided. A manager or selection panel may decide
the short list of applicants for an interview or another selection technique.
A popular short-list procedure is as follows.
1. Read over advertisement, e.g. an advertisement for an experienced team
leader to implement a new process.
2. Design a table with essential qualifications, experience and selection
criteria/competency requirements as shown in the following table.

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Section 4 Selection Process

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Name

Qualification

Problemsolving
skills

Leadership
skills

Experience

Interview

Winston

Yes

OBrien

Yes

Natras

Advanced

Maybe

3. Read all applications (in one sitting if possible) and complete table.
4. Assign applications to three piles: yes, no and maybe.
5. Review and finalise piles.
How many applicants you short-list will depend upon organisational policy, time
and the quality of applications. Many organisations advise unsuccessful
applicants once a short list has been drawn up. Some organisations also conduct
reference checks at this point.

Selection techniques
Selection techniques generally include; testing (including demonstration) or
interview.
Testing
Testing may be conducted by organisations to determine physical capability,
aptitude and skills or psychological potential and capability. Tests are generally
conducted by external specialists. Not all organisations conduct tests as they can
be costly and time consuming and not suited to the selection requirements. Test
results should be kept confidential but freely available to the applicant concerned.
Test

Capabilities Assessed

Medical

current health status

physical capabilities.

numerical ability

computer skills

mechanical competency

verbal reasoning

spatial skills.

personality tests

intelligence.

Aptitude & skills

Psychological potential

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Section 4 Selection Process

Further reading: Testing


Read pp. 246251 of Human resource management: strategies
and processes and complete the following.
List examples of the following tests:
1. medical tests
2. aptitude and skills tests
3. psychological tests.
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What capabilities are assessed in the above-mentioned tests?
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Section 4 Selection Process

Student Workbook

Interviews
The interview is one form of selection technique. Much research has been done
and written about interviews, good and bad. There are many different types of
interviews and techniques for interviewing.
Types of interviews include:

structured

non-structured

panel

individual

group.

A structured panel interview using behavioural interview technique is currently


popular. The panel is usually the selection committee with a chairperson
(interview facilitator). All members of the panel are expected to have read
applications beforehand and to record notes and discuss applicant afterwards.
Ideally all members of the selection panel should have completed training in
behavioural interviewing techniques.
The role of the chairperson is as follows:

greets applicant and performs introductions

opens the interview and explains parameters and

participates in asking questions

keeps interview focused and on time

closes interview and summarises process for applicant.

Behavioural interviewing technique


Behavioural interview questions focus on facts and behaviours. They are
concerned with finding out about the applicants knowledge, skills, attributes and
experience. They are generally open questions so that the interviewee does most
of the talking. The premise for behavioural questions is that future performance
can be predicted by past performance. Behavioural interview questions are not
hypothetical.
Example: Behavioural questioning
Behavioural interview questions are to ascertain, Communicate with influence
competency.
Tell me about a time when you used effective communication to persuade
someone to agree with your idea or plan.

How did you communicate?

How did you obtain agreement?

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Section 4 Selection Process

Relevant legislation
The selection process must comply with relevant legislation, e.g. Equal
Employment Opportunity Act, Freedom of Information Act, Privacy Act and other
anti-discrimination Acts.
This means that:

job selection must be based on merit

process must be equitable, transparent and fair

confidential information must be kept confidential

results of tests, interviews, presentations, etc. must be made available to


applicant

it is discriminatory to treat a person less favourably because of: age,


gender, sexuality, political or religious beliefs, personal association, marital
status, pregnancy, physical/intellectual impairment, race, parenthood or
physical features.

Learning activity: Read and research


Read pp. 237242 of Human resource management: strategies
and processes and complete the following:

describe the various types of interviews

list and describe the various types of interview questions.

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Research and list behavioural interview courses and resources available.
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Research and compile a list of behavioural interview questions suited to your


industry.
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Find out what the halo/horns effect means with regard to interviews.
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Interview preparation
Interview preparation is vital to ensure a smooth, effective process. Checklists can
be used to monitor procedure and documentation. Surveys and oral feedback can
also be used to evaluate the process.
Interview elements

Requirements

Selection panel

members of panel trained in behavioural


interviewing techniques

roles of panel established

members have read job description and


applications.

interviews timed

adequate time between interview to: record notes,


re-read application and discuss applicants.

Interview schedule

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Section 4 Selection Process

Interview elements

Requirements

Physical setting

room booked and applicant know where to go

round table and chairs

adequate lighting and heating/cooling

free from interruption and excessive noise

multimedia equipment and capabilities if


necessary.

position description

standard interview questions

application forms, resumes, etc.

required legal/consent forms if necessary

interview assessment table if necessary

reference check template

checklist for documentation

interview grid for selection panel to record


comments about applicants.

interpreter

accommodation for physical/intellectual disability,


e.g. access, time.

Documentation

Special needs

Selection decision
Poor selection decisions can cost time and money for an organisation as well as
stress, decreased staff morale and a damaged reputation. Some reasons for poor
selections may be inept interviewing by panel or panel member, inaccurate job
description and incorrect selection criteria or failure to conduct thorough
reference checks.
When making a selection decision you need to consider the following:

How does applicant match position and organisation?

Does applicant fulfil selection criteria?

Can applicant do the job?

What can applicant offer the organisation now and in the future?

Will applicant fit into an existing team?

Will applicant continue to develop and learn?

What are applicants ambitions/future plans?

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Section 4 Selection Process

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Selection procedure
Selection panel:
1. Interview each applicant and take notes.
2. Review notes and discuss after each interview.
3. Make decision about successful applicant.
4. File hard copy of interview notes on successful applicant.
5. Advise supervisor about decision.
6. Supervisor authorises decision.
Learning Activity: Interview training
Review the notes in your Workbook from Section 2 Training tasks
and methods and Section 4 Interview preparation, and design an
interview skills training program that includes the following.

a list of the essential content that needs to be covered

suggested training methods and support documentation

suggested methods for monitoring trainee after training program

suggested evaluation method for interviewing and when it should be


conducted.

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Section 4 Selection Process

Post-selection strategies and procedures


Once a selection has been made, by the selection panel or person responsible,
and approved by supervisor a job offer may be made. This can involve:

verbal job offer subject to reference checks


reference checks sometimes performed earlier in organisations
written offer contract
orientation/induction and start date organised.

Verbal job offer


Sometimes, a verbal offer is made quickly in order to ensure preferred candidate
is hired. A verbal offer of employment occurs when the relevant manager or
executive makes contact with the preferred candidate and informs them of the
job offer, subject to relevant terms and conditions.
These terms and conditions include:

reference checks
classification, salary and status
salary package details
commencement date
relocation budget/costs if applicable
clarified/restated position including title and responsibilities
clarified terms and conditions of appointment including probation period
other relevant negotiated terms and conditions
terms and conditions specific to an organisation.

It is important to remember that a verbal offer of employment and the candidates


verbal acceptance creates a contractual relationship. Any negotiation on
employment terms and conditions must be on a without prejudice basis.
Reference checks
Reference checks are an essential part of the selection process. They can reveal
more information about the applicants previous workplace performances and
capabilities. They may also reveal any problems or bonus attributes and skills. In
some cases careful reference checking may reveal bogus referees, outdated or
untrue information included in a resume or application form.
Reference checks include brief discussion with referees and careful checking of
stated qualifications, accreditations, etc. Reference checks are usually conducted
over the phone but may be conducted via email or letter. When checking
references, managers must be careful to:

obtain applicants permission


introduce themselves and organisation
state why they are calling
only ask questions about job-related skills, competencies, knowledge and
attributes.

It is advisable to generate a ready-made reference check script to use with a list


of questions.
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Section 4 Selection Process

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Learning activity: Reference checks


1. Nominate the position for which you are interviewing.
2. Brainstorm and write a realistic one-page reference check
script for a manager to use in checking the references of a
candidate.
Written job offer
A written job offer may include a statement of appointment and/or a written
contract, to be signed by both parties. A written contract must include:

classification, salary and status

salary package details

commencement date

relocation budget/costs if applicable

clarified/restated position including title and responsibilities

clarified terms and conditions of appointment including probation period

other relevant negotiated terms and conditions

terms and conditions specific to an organisation.

It is important to remember to include all terms and conditions specific to your


organisation in case you discover your new employee to be unsuitable to the
position, as these terms and conditions will provide you with sufficient grounds to
dismiss or discontinue their employment.
For example, if the stated probation period is 12 weeks, then you have that period
of time to make a decision about suitability.
Response to unsuccessful applicants
Feedback to unsuccessful applicants is an important part of recruitment and
selection processes because:

it can be an image/public relations exercise for organisation

feedback is valuable and practical information for applicants for future


interviews

if it is an internal applicant you want them to feel respected

applicant may apply/be suitable for another position organisation.

Feedback is generally either via a phone call or letter.


Although this task may seem a small one it requires training and monitoring as it
has the potential to develop into a difficult situation. It is advisable that the
manager providing feedback does the following:

has a standard script with some alternatives

advises applicant about their positive attributes

suggests how they can do better in their next interview

takes only a few minutes

never tells unsuccessful applicant who got the job.

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Section 4 Selection Process

Section summary
You should now understand how to establish a selection committee and to
shortlist applicants. You should also be aware of the importance of interview
preparation and training and the value of reference checks.

Further reading
Read Human resource management: strategies and processes:

p. 261 about survey results on selection techniques

pp. 226234 about the selection process

pp. 266269 case studies 7.1 & 7.2.

Section checklist
Before you proceed to the next section, make sure that you are able to:
provide organisational leadership for the recruitment process
ensure that selection procedures are in accordance with organisational
policy and legal requirements
practice appropriate and equitable interview techniques and post-selection
strategies
provide access to training and other forms of support to all persons
involved in the selection process
ensure that processes for advising applicants of selection outcome are
followed
ensure that job offers and contracts of employment are executed promptly
and that new appointments are provided with documentation about salary,
terms and conditions
ensure that selection process is monitored and evaluated.

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Section 5 Manage Induction Process

Student Workbook

Section 5 Manage Induction Process


This section is about the induction process. It covers:

induction process overview

induction personnel and tasks

program content

induction methods and documentation

induction kit

relevant legislation

probation.

Scenarios
Scenario 1
Office Solutions Pty Ltd is only two years old and rapidly expanding. It currently
employs 50 workers but its HR plan anticipates employing 100 more workers
over the next two years. As manager you are responsible for developing a oneday induction program, an induction kit and the documentation to monitor and
evaluate the induction process.

Where do you start?

How do know what content to include in the induction program?

What personnel will you need?

What should be included in an induction kit?

How do you monitor and evaluate the process?

Scenario 2
At our organisation HR organise induction. We have half a day general induction
at head office where new employees learn about the organisational structure,
OHS, general rights and responsibilities, how to treat clients etc and a lot of
paperwork. There may be six or sixty people depending on the time of the year.
The lecture is very boring, almost death by PowerPoint. Id prefer it to have an
interactive component and surely there must be standard parts of the induction
that can be done online? Manager.
Scenario 3
We are finding more and more that experienced staff in our organisation are
reluctant to become mentors, especially of graduate staff. We see mentoring as
a necessary part of probation. It involves face-to-face discussions as well as
discussion on the phone, shadowing, observation and oral and written
feedback. We require our mentors to complete a four-page report about the
mentorees by week ten with their recommendations and to rank their
performance. HR manager.

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Section 5 Manage Induction Process

Scenario 4
We dont have an official induction program; we just assign a buddy to show
the new employee the ropes. Weve had a few problems with new staff lately so
I think that wed better look into it. Kevin Dodgy from Dodgy Bros.

What skills will you need?


In order to effectively manage an induction process, you must be able to:
ensure that induction procedures are in accordance with organisational
policy and legal requirements
develop an induction program if required
organise an induction kit and relevant documentation
provide access to training and ongoing support for all persons engaged in
staff induction
monitor and evaluate the induction process
oversee the management of probationary employees and provide them
with feedback until their employment is confirmed or terminated.

Induction process overview


Like the recruitment and selection processes, induction is an ongoing process in
organisations and an essential part of HR planning. Effective induction can lead to
employee retention which leads to achievement of HR planning objectives.
Induction is the formal process of introducing new employees to:

organisation including plans, policies and procedures

job role including responsibilities, expectations, targets

fellow colleagues.

The purpose of induction is to familiarise a new employee with organisational


structure and their job role and expectations as quickly as possible in order to
facilitate active contributions from the new employee as speedily as possible.
Effective induction is important in an organisation as it can have many positive
effects such as the following:

create a positive first impression on new employee

provide an opportunity to find out more about new employee

establish good working relationship that leads to employee retention

introduce employee to organisation background, plans, policies and


personnel

provide a chance to explain organisational processes, rules and


regulations

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Section 5 Manage Induction Process

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advise about job role and expectations

reduce anxiety

reduce time wasted by new employee trying to find out information.

Induction is the first official step in the learning and development of employees
with that organisation. Many organisations attach a formal training program as a
follow-on to an induction program. The probationary period for employees also
begins at the point of induction.
Factors that affect induction
Many factors can affect induction processes as shown in the following diagram.

Induction policy and procedure


As with other human resource management activities, an organisations induction
process should be underpinned and supported by a policy and procedural
framework. The role of policy and procedure is to provide a statement of the role
of induction in the organisation, the responsibilities of different personnel for
induction and a procedure which to follow when designing and conducting
induction activities.
Induction process
As manager of an effective induction process you may be responsible for
developing policy, establishing procedures to develop induction program content,
training staff to deliver program as well as monitoring and evaluating the process.
Every step or document you develop must be in alignment with organisational
policy, HR planning and adhere to relevant legislation, e.g. OHS legislation.

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Section 5 Manage Induction Process

See the following flowchart.

Induction personnel and tasks


Various personnel from all levels of an organisation as well as external options
may be involved in an induction process. As manager, you will need to provide
internal personnel with training in the tasks they are to perform and ongoing
support.
Personnel

Tasks

General manager /Executive member

Speech/presentation about
organisations history, structure, future
vision

HR department/managers

Program development
Training and supporting staff

Supervisors

Speech/presentation about product,


services, clients

OHS representative

Presentation on legal OHS policy and


organisational procedures

Line managers/dept head/team leader

Tour of department
Description of job role, expectations

Mentor/buddy

Answer questions about job role,


procedures, organisation

Administration staff

Induction program organisation, e.g.


location, logistics, paper work

Marketing/Publications dept

Production of Induction kit

Internal specialist, e.g. IT

Demonstrate communication network

External specialist, e.g. motivational


speaker, consultant in field

Motivational speech
Demonstration/instruction in specific
procedure or equipment.

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Induction needs analysis


A needs analysis of the existing induction program should be conducted to identify
any strengths, weaknesses and gaps in terms of content, resources and
alignment to organisation HR plan and policy and relevant legislation before
instruction objectives are written.
When conducting a needs analysis Managers may:

consult personnel listed in the Induction personnel and tasks table

observe induction programs

inspect induction kits

read completed induction evaluation forms

research similar organisations and find out about their induction programs

read about current developments and research in the field of induction

seek expert advice.

Learning activity: Research


Conduct active research by asking contacts in different
organisations how they conduct their induction programs.
Find out:

duration of induction

contents of induction kits

personnel involved

numbers of inductees

methods of induction used

how the induction process is monitored and evaluated.

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Section 5 Manage Induction Process

Induction program
Induction programs vary in duration, location and type, depending on the factors
that affect them including number of inductees, available resources and budget.
When designing an induction program you need to consider; the types of
induction, delivery methods, documentation, program content and the needs of
the inductee as well as the needs of the organisation.
Types of induction include:

face-to-face, e.g. buddy/mentor system

large group, e.g. lecture, video

small group, e.g. workshop

interactive, e.g. role-play

solo, e.g. online interactive.

Induction program content


Information included in induction programs usually falls into two categories,
general and specific.
General information includes:

introduction to organisations background, structure, strategic plan, clients,


competitors, whos who etc

new employees position in organisation structure

general industry information

salary advice, benefits, superannuation, relevant awards and enterprise


agreements

information about organisation policy on; email, telephone, illness,


discipline, smoking, holidays

location of departments, amenities, equipment

OHS information.

Specific information about job role includes:

job description and objectives

job expectations and quantifiable targets

tour of department

whos who in department

special duties, responsibilities

explanation of probation process and/or performance review.

An induction program, depending on its duration, will include a mixture of general


and specific information. When designing a program you need to:

concentrate on what information is important for new employee to learn


straightaway

include specific information that you anticipate employee will want to know

avoid overloading new employee with too much information

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use different methods of delivery (see Section 2 Training and Support)


include relevant documentation
decide what information needs to be demonstrated/instructed/presented
and what information can be obtained/learnt by employee themselves
consider any special needs of new employee.

Induction kit
An induction kit provides a new employee with takeaway hardcopies of important
information items. It may also provide relevant industry forms that require
completion and signature before being returned to a manager. Documents in
induction kits include:
site maps
organisation charts
copy of job description
relevant confidentiality forms
staff manuals
contracts
staff directory
staff manual
various policies and procedures, e.g. grievance
promotional material
past annual reports
induction process checklist (to be signed by inductee and inductor).

Monitoring and evaluating induction process


Monitoring an induction process leads to continuous improvement of the process
and organisation. Methods to monitor the process need to be established when
planning an induction.
Common monitoring and evaluation methods include:
checklists for documentation and process
online testing of information
observation during interactive learning and induction delivery
induction surveys and polls
informal/formal discussion with induction team after implementing
induction program
evaluation forms completed by inductees and members of induction team.

Learning activity: Read and research


Read Human resource management: strategies and processes:

pp. 274278 Induction and orientation.

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Section 5 Manage Induction Process

Learning activity: Induction manuals culture vs. processes


Watch the video BSBHRM506A: Induction manuals culture vs. processes on
IBSAs YouTube channel at <http://www.youtube.com/ibsachannel>.
What is the biggest problem Red Scooter has encountered regarding staff
induction manuals?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
How has Brian Clark from Semaarn Salons avoided this problem?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
What does Semaarn Salons cultural induction manual include?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
Why does Semaarn Salons give their staff access to the companys profit and
loss statements?
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

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Probation
Probationary periods help employee and organisation see if they are a good
match in terms of job expectations and aspirations. As a manager you will
oversee probationary employees. Federal dismissal legislation now provides a
three month standard probationary period.

You need to know that probation:

begins at induction
conditions can be outlined in contract, employment conditions
periods are usually three to six months
contain monthly and/or weekly reviews
requires careful appraisal of employee and feedback
provide an opportunity for employer to avoid provisions of unfair dismissal
legislation
require accurate and completed documentation.

Overseeing methods and feedback


As manager you need to oversee new employees during their probationary
periods. This means that you need to organise for performance appraisal and
feedback during the probation period.
Some managers meet monthly for formal discussions and use follow-up phone
calls. They discuss job roles, responsibilities and whether the targets
(quantifiable) have been met. If there are concerns it is important to identify them
straightaway and work out strategies to help employee as well as monitor the
process.
When meeting with an employee for appraisal on their performance you need to
provide accurate written feedback as well as oral feedback and to document this
feedback in a personal record/file.
A general outline for feedback may include:

job role
expectations

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Section 5 Manage Induction Process

performance indicators
specified targets
key tasks and responsibilities
areas specifically related to outlined job objectives.

Learning activity: Probation scenario


Read the following scenario then briefly outline how you, as
manager, would oversee the probation period of an employee.
Scenario
Our probation period is three months. Of the ten employees Ive
hired Ive only ever terminated one person at the end of probation. Generally I
meet with new employees at the end of the first four weeks and check whether
they have met targets. After that I met with them twice more and then finally, a
week before probation ends. If theres a problem I conduct more meetings.
Project manager.
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________

Section summary
You should now understand how important the induction process is for new
employees and an organisation to find out about one another. You should also
understand your role in overseeing probationary employees and that this process
requires careful appraisal and accurate, documented feedback.

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Further reading

Human resources, Curtin University of Technology, viewed June 2010,


<http://hr.curtin.edu.au/>.

Organisation Development Unit Sessional induction, Curtin University of


Technology, viewed June 2010,
<http://odu.curtin.edu.au/development/sessional.cfm>.

Section checklist
Before you proceed to the next section, make sure that you are able to:
ensure that induction procedures are in accordance with organisational
policy and legal requirements
develop an induction program if required
organise an induction kit and relevant documentation
provide access to training and ongoing support for all persons engaged
in staff induction
monitor and evaluate the induction process
oversee the management of probationary employees and provide them
with feedback until their employment is confirmed or terminated.

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Glossary

Glossary
Term

Definition

Policy

Guiding principles for an organisation

Procedure

Step-by-step instructions based on policy

Process

Sequence of interdependent and linked procedures

Objective

Purpose and/or standard that can be achieved in relation


to policy, procedure or mission statement

HR plan

A plan to supply sufficient labour to match demand in an


organisation, both internal and external contexts.

Key performance
indicators (KPIs)

A set of measures used by an organisation to ascertain


whether they are reaching their goals and/or objectives

Strategic plan

Organisations overall plan or vision for the future.

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Appendices
Appendix 1 Key terms
Strategic plan

Policy

Process

Procedure

Vision statement

Mission statement

Objective

Key Performance
Indicators
Values

Action plan

Strategy

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Appendices

Appendix 2 Telephone policy and procedure


Policy
Innovative widgets receive calls from many of our
customers and colleagues. We take pride in ensuring that
every interaction with Innovative Widgets is professional,
courteous and helpful.
Good telephone manner and message taking procedures
are essential for ensuring that our customers receive the
service that they deserve.
It is the responsibility of all employees at Innovative Widgets to follow the
telephone policy and procedure.
Procedure
Calls to the general telephone number will be answered by reception and
transferred to the relevant extension as necessary.
1. Answer the phone before the third ring and greet the caller.
Innovative Widgets good morning/afternoon.
May I help you?
2. If they need to be transferred to someone
(Repeat the name of the person wanted.) One moment please.
If the extension is busy:
[Names] extension is busy at the moment. Would you like to hold or may I take
a message?
If the person is unavailable:
[Name] is not available at the moment. May I take a message?
If the person is off-site:
[Name] is not onsite at the moment but they are available on their mobile
phone, would you like that number?
3. When taking messages, record:
a. who do they want to speak to
b. full name of caller
c. date and time of call
d. contact number
e. other information as specified by the caller.

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4. Confirm the details back to the caller, by reading their responses.


5. Ask the customer if there is anything else that you can help them with.
Is there anything else I can help you with today?
6. End the call.
Thank you for calling. Goodbye.
7. Send an email to the person in question.
Subject: Message from [Name of caller] [Date] [Time]
Hi [Name]
Please call [Name of caller] [Phone number].
[Include other information as specified.]
Regards
[Your Name]

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Appendices

Appendix 3 Keys Real Estate internal newsletters


OP K03
Internal newsletters
Policy

Keys Newsletter is the only approved internal Key Real Estate news medium. It is
a weekly online newsletter and the current editor is Paul Craig. Keys Newsletter
located on the Keys Real Estate home page and can be accessed by all staff via
mobile or desktop computers.
Keys Newsletter has three major sections; Headlines, Top Stories and Archives.
Key News contains the following:

reports from Executive, supervisors and managers

information about special events and projects

feedback from departments and external sources

general news items of importance

professional development updates

special interest items.

Keys Newsletter is updated every Thursday.


Submission Procedure
Any member of staff may submit an item or article for Keys Newsletter.
1. Write your item or article in a Word document using the formatting and
guidelines outlined in KRENews Submission Guidelines on the home page.
2. Articles may not exceed 250 words and any visuals must be in jpeg and
are limited to one per article unless approved by editor. For prior approval
email your request with suggested word length and number of visuals to
<pcraiged@kre.com.au>.

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3. Email your article and any visuals to <keysnews@kre.com.au>. Articles and


items must be submitted no later than 2pm Wednesday.
4. For further information go to KRENews Submission Guidelines on the
home page.
Authorisation: All Keys Newsletter items and articles are authorised by the
Manager Internal Publications.
Reviewer

General Manager Marketing


and publications

Authorised Executive General Manager

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Last review date: August 2009


Next review date: August 2012

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Appendices

Appendix 4 Process check


Process areas

Comments

1. Policy
What is current policy?
How is policy communicated to staff?
What is the policy review system?
2. Objectives
What are objectives for process?
Do objectives utilise KPIs?
How are objectives communicated to
staff?
3. Procedures
Are procedures clearly stated?
How are staff with special needs
accommodated?
How are procedures communicated to
staff?
4. Personnel
What personnel are responsible for
the process?
Is there sufficient personnel?
Do personnel have required skills and
knowledge to facilitate process
effectively?
5. Training
What training programs are provided?
How accessible are programs?
What training methods are used?
What training is needed?

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6. Timeframes
What the timeframes for:

approval of position
advertising
selection (interview, testing)
response to applicants
reference checks
approval of selection
employment contract issue.

7. Technology
What IT programs are used?
8. Documentation
Does documentation comply with
relevant legislation?
Does documentation include KPIs?
Is support documentation accessible
for staff?
Is support documentation accurate?
9. Monitoring
What measures are in place to
monitor:
Training of staff?
Accuracy with procedures?
Completed and accurate
documentation?
Ongoing support of staff
Employee performance?
Evaluation and review.
9. Evaluation
How is staff performance evaluated
and reviewed?
How are procedures evaluated and
reviewed?
10. Other
Checks about specific areas of
process.

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Appendices

Appendix 5 Federal legislation


Act

Purpose

Equal Employment
Opportunity Act 1987

Racial Discrimination Act


1975

Sex Discrimination Act


1975

Disability Discrimination
Act 1992

Occupational Health and


Safety Act 1991

Workplace Relations Act


1996 Workplace
Relations Amendment
(Work Choices) Act 2005

Privacy Amendment Act


2000 to Privacy Act 1988

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Appendix 6 Learning styles worksheet

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Appendices

Appendix 7 Facilitate and monitor training tasks


Training tasks

How would you


facilitate?

How would you monitor?

How to write:

policies

procedures

training objectives

position
descriptions

advertisements

checklists

surveys.

Being on a selection
panel
Behavioural interview
techniques
Mentoring

Observation and
feedback
On-the-job assessment

Appraisals and reviews

Presentations

Coaching

Other.

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Appendix 8 Position description


Position title:
Position reports to:

Qualifications - essential

Key objectives
1.
2.
3.
4.
5.
Key position functions
1.
2.
3.
4.
5.
Key selection criteria

OHS requirement

Terms and conditions of employment

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Appendix 9 Project manager position description


Business Travel!
Position: Project Manager for a Customer Service Program for
Business Travel!
Position description: Project manager will be responsible for:

identifying opportunities to retain existing clients and accounts

analysing past client behaviour to find out why clients defect or stay loyal

collect information to understand why clients develop a relationship with


company

understand why clients defect and where to

design and test strategies to retain clients

identify new areas to be developed and processes to be improved to


increase customer retention.

Project manager is required to assist with implementation of strategies.


Assignment status: Permanent contractor full-time
Expected start: ASAP
Expected duration: three to six months

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Appendix 10 Competency requirements


Business Travel!
Position: Project Manager for a Customer Service Program for Business Travel!
Competency requirements
Knowledge

Skills

Experience

Attributes

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Appendices

Appendix 11 Dodgy Bros Advertising language worksheet


Dodgy Bros version

Correct version

Single applicants only need apply

Straights only are recommended to


apply

45 year old man wanted for gardening

Cleaning ladies required for nite shift

Mature teacher to teach at girls


college

Position suits unmarried mother

Experienced Foreman required to start


immediately

Female girl needed for photo shoot

Want to become a policeman?

Casual Waiter wanted for inner city


restaurant

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Appendix 12 Sample application form


Application For Employment
Surname _________________________________________________________
First name ________________________________________________________
Address __________________________________________________________
Suburb/town _____________________________ Postcode ________________
Telephone ________________________________________________________
Position applied for ________________________________________________
Hours preferred
Full-time

Part-time

Night Duty

Casual

Maximum hours per week


Preferred location __________________________________________________
Date available _____________________________________________________
Have you worked for healthcare united previously?

Yes/No

If yes, when? ___________________ What position? ____________________


Where? __________________________________________________________
Do you speak another language besides English? Yes/No
If yes please specify _______________________________________________
At what standard do you speak the above language
Minimum

Satisfactory

Fluent

Are you an Australian citizen or permanent resident? Yes/No


If no, do you hold a valid work permit?

Yes/No

DECLARATION
I confirm that the information given on this form is, to the best of my knowledge,
true and complete.
I have been advised that if appointed to a position at Healthcare United that a
probationary period of three months will apply.
I understand that Police checks will be conducted for all new staff in accordance
with recommended processes of the Department of Human Services.

Signature ______________________________ Date_______________________

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Appendices

Appendix 13 Monitoring and evaluation


Personnel
General manager,
CEO, Executive
manager

Managers

Selection
committee/panel

Administration
staff

Tasks

develop selection policy

consult with managers


and supervisors

authorise position
procedure.

oversee process

establish selection panel

respond to unsuccessful
applicants

consult with supervisors,


HR personnel and other
employees

write and review


selection objectives

may be on selection
panel.

write job descriptions

write selection
criteria/competency
requirements

shortlist

screen

interview

select successful
applicant

conduct reference
checks

respond to unsuccessful
applicants.

receive and collate


application forms and
resumes

field query calls.

Monitoring and evaluation


tools

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Personnel

Student Workbook

Tasks

Department/team
leaders

Specialists
assessment
centres

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Monitoring and evaluation


tools

answer query calls


on selection panel.

Testing:

psychometric

aptitude

medical

other.

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Appendices

Appendix 14 Induction training and support


Personnel

Tasks

Training & support required.


Sources/methods

General manager Speech/presentation about


/Executive
organisations history,
member
structure, future vision
HR department
/managers

Program development

Supervisors

Speech/presentation about
product, services, clients

OHS
representative

Presentation on legal OHS


policy and organisational
procedures

Line managers

Tour of department

Training and supporting staff

Description of job role,


expectations
Mentor/buddy

Answer questions about job


role, procedures,
organisation

Administration
staff

Induction program
organisation, e.g. location,
logistics, paper work

Marketing
/Publications
dept

Production of Induction kit

Internal
specialist, e.g. IT

Demonstrate communication
network

External
specialist, e.g.
motivational
speaker,
consultant in
field

Motivational speech
Demonstration/instruction in
specific procedure or
equipment.

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