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Student Workbook
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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ISBN: 978-1-921788-00-0
Stock code: BSBHRM506A2CL
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
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
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
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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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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:
key terms
working in organisations
common problems
relevant legislation.
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Section 1 Overview
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Section 1 Overview
position analysis
advertise/search
applications collated
screening of applicants
conduct interviews
approval by organisation
verbal offer
reference checks
induction
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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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:
specify objectives
give timeframes
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:
outline what might happen and actions that will be taken (consequences)
if procedure is not followed
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.
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Section 1 Overview
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<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/>.
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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:
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Section 1 Overview
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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.
restrictive recruitment
Effective processes
Effective recruitment, selection and induction processes need to be:
supported by documentation
monitored
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.
BSBHRM506A Manage recruitment selection and induction processes
2010 Innovation and Business Industry Skills Council Ltd
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Section 1 Overview
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search and find information about the Ten national principles described
in the Privacy Amendment Act 2000.
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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:
p. 32, and identify which key issues and functional areas are related to
recruitment, selection and induction processes
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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What methods/tools would you use to monitor and evaluate the training?
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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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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:
state a timeframe
be achievable.
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<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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<http://www.e-learningguru.com/articles/art3_4.htm>.
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caters for any special needs, e.g. Language literacy and numeracy
problems (LLNP) or disabilities
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
mentoring
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observation
providing feedback
delivering speeches/presentations
induction programs
appraisals, reviews.
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:
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:
PowerPoint
case studies
simulation
role-play
coaching
shadowing
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mentoring
staff meetings
professional reading
flowcharts, posters
research and find out the difference between coaching and mentoring.
update resources
When training objectives, they need to include tools for monitoring and evaluation.
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Evaluation cycle
In order to evaluate any procedure you need to know:
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:
online completed tests and forms, e.g. Current legislation quiz, selfreflection
self-reflection/report
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<http://www.businessballs.com/inductiontraining
checklist.htm>.
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process mapping
affinity diagrams
fishbone or Ishikawa.
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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
Whitmore, J., 2002, Coaching for performance, 3rd edn, Nicholas Brealey
Publishing, London.
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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position analysis
advertising
pre-screening strategies
analysing past client behaviour to find out why clients defect or stay loyal
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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. 1845 and identify what factors make the best employers.
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Tasks
Supervisor, manager,
General or executive
manager, technical
specialists, recently
hired staff,
experienced staff
Position analysis
a position analysis
how to determine/
analysis form to be
completed
procedure.
Selection
committee/panel:
manager, supervisor,
OHS rep, experienced
employee/team
leader from
department
Position description
knowledge of relevant
legislation
position description
form/template
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
monitoring procedure.
instruction in collating
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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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:
essential qualifications
OHS
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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
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.
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skills
aptitude
knowledge
attributes
experience
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:
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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.
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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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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
exists
office.
for position
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age
gender
disability.
<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
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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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screening methods
testing
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:
exit surveys show 75% of resigning staff felt that job was either too
difficult or not what they thought it would be.
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short-listing
interviewing techniques
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Tasks
Managers
facilitate training
shortlist
screen
interview
Selection
committee/panel
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Personnel
Administration staff
Department/team leaders
Specialists
Assessment centres
Tasks
on selection panel.
Testing:
psychometric
aptitude
medical
other.
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:
communicating with all stakeholders to ensure they are aware of, and
informed about, 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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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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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:
advise the applicant about some aspect of the position, e.g. requires a lot
of driving.
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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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
physical capabilities.
numerical ability
computer skills
mechanical competency
verbal reasoning
spatial skills.
personality tests
intelligence.
Psychological potential
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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.
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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:
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Research and list behavioural interview courses and resources available.
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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
interviews timed
Interview schedule
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Interview elements
Requirements
Physical setting
position description
interpreter
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:
What can applicant offer the organisation now and in the future?
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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.
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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.
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commencement date
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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:
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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program content
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.
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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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.
fellow colleagues.
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reduce anxiety
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.
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Tasks
Speech/presentation about
organisations history, structure, future
vision
HR department/managers
Program development
Training and supporting staff
Supervisors
OHS representative
Tour of department
Description of job role, expectations
Mentor/buddy
Administration staff
Marketing/Publications dept
Motivational speech
Demonstration/instruction in specific
procedure or equipment.
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research similar organisations and find out about their induction programs
duration of induction
personnel involved
numbers of inductees
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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:
OHS information.
tour of department
include specific information that you anticipate employee will want to know
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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).
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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.
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.
job role
expectations
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performance indicators
specified targets
key tasks and responsibilities
areas specifically related to outlined job objectives.
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
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
Procedure
Process
Objective
HR plan
Key performance
indicators (KPIs)
Strategic plan
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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
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Appendices
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:
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Appendices
Student Workbook
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Appendices
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
Purpose
Equal Employment
Opportunity Act 1987
Disability Discrimination
Act 1992
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Appendices
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Appendices
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
Presentations
Coaching
Other.
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Qualifications - essential
Key objectives
1.
2.
3.
4.
5.
Key position functions
1.
2.
3.
4.
5.
Key selection criteria
OHS requirement
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Appendices
analysing past client behaviour to find out why clients defect or stay loyal
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Appendices
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Skills
Experience
Attributes
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Appendices
Correct version
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Appendices
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Part-time
Night Duty
Casual
Yes/No
Satisfactory
Fluent
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.
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Appendices
Managers
Selection
committee/panel
Administration
staff
Tasks
authorise position
procedure.
oversee process
respond to unsuccessful
applicants
may be on selection
panel.
write selection
criteria/competency
requirements
shortlist
screen
interview
select successful
applicant
conduct reference
checks
respond to unsuccessful
applicants.
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Personnel
Student Workbook
Tasks
Department/team
leaders
Specialists
assessment
centres
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Testing:
psychometric
aptitude
medical
other.
Student Workbook
Appendices
Tasks
Program development
Supervisors
Speech/presentation about
product, services, clients
OHS
representative
Line managers
Tour of department
Administration
staff
Induction program
organisation, e.g. location,
logistics, paper work
Marketing
/Publications
dept
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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