Task 1 - Recruitment - Ricardo-Vasquez

Task 1: Plan for Recruitment
Performance objective
In this assessment task, you will demonstrate skills and knowledge required to assist in planning for recruitment
and obtaining approval for your plans.
Assessment description
Across three assessment tasks you will support the recruitment, selection and induction of staff. In this
Assessment task, you will plan for recruitment and selection.
Assessment Task 1 Assessment Task 2 Assessment Task 3
Consult with Notify applicants and

Plan for recruitment
selection panel Group develop an induction
and selection
to prepare for work plan
interviews
Participate in
Group
interview and
work
selection process
Check referees and

complete a selection
report
In response to a simulated business scenario (CoffeeVille), you will:
develop a schedule for recruitment activities
write a job description and job advertisement, that reflects role requirements, organisational needs and
compliance with legislation

identify a selection panel and questions for interview to be added to the interview guide template provided.
As a part of the consultation process, you are to obtain approval and develop these in accordance with
organisational requirements.
Procedure
1. Review the CoffeeVille simulated business documentation provided in task 1, Appendix 6 .
2. Identify the role requirements for the position of caf manager by reading the scenario and consultation
notes (provided in Appendix 1).
3. Prepare a recruitment schedule (using the template provided in Appendix 2)for the recruitment of a new
caf manager.
The schedule should clearly support the organisational goals, be ordered logically to reflect the human
resources life cycle and include:
human resources functions and personnel required to complete recruitment
a schedule which clearly indicates the different stages of recruitment and steps to be undertaken
timelines for each of the stages/steps.
4. Develop a job description for the role required (using the template provided in Appendix 3) in line with the
CoffeeVille scenario and simulated business documents.
The job description must comply with EEO and anti-discrimination legislation and standards.
5. Write a job advertisement for the position (using the template provided in Appendix 4) in line with
CoffeeVilles policies and procedures and suitable for the types of advertising media identified in the
consultation notes.
6. Develop an interview guide (using an editable, electronic version of the template provided in Appendix 5).
The interview guide must identify the selection panel (in accordance with the CoffeeVille scenario) and
contain five questions which evaluate the applicable selection criteria identified from the consultation notes.
The questions must not breach EEO or anti-discrimination legislation.
Support the recruitment, selection and induction of staff BSBHRM405

Innovation and Business Industry Skills Council Ltd, 1st Edition Version 2, 2015
Page 2 of 46
The five questions should cover the following categories:
work history (two questions)
education and training (one question)
personality, motivation and character (two questions).
7. Seek approval from Emma Belcastran (your assessor) and make necessary amendments as required by
Emma to the:
recruitment schedule
position description
job advertisement
interview guide.
8. Submit all documentation (original and amended versions) as per specifications below. Keep copies for
your records. You will need to retain your completed work for reference in Assessment Tasks 2 and 3.
Specifications
You must submit a completed:
recruitment schedule using Appendix 2
job description using Appendix 3
job advertisement using Appendix 4
interview guide using Appendix 5.
any amendments made following consultation made to the:
recruitment schedule
position description
job advertisement
interview guide.

Page 3 of 46
Your assessor will be looking for:
literacy skills to:
work with job descriptions
review policies and procedures to ensure legislative requirements are reflected in job descriptions
to devise suitable questions for interviews
communication skills to:
support the recruitment and selection functions required in the simulated business scenario
technology skills to:
develop job advertisement/s appropriate to the advertising channel selected
update the interview guide template in accordance with instructions
planning and organisational skills in arranging a recruitment schedule
knowledge of human resources functions, human resources life cycle and the place of recruitment and
selection in that life cycle, when arranging a recruitment schedule
knowledge of principles of equity and diversity and relevant legislation when developing a job description,
job advertisement and interview questions.

Page 4 of 46
Appendix 1: Simulated Business Scenario
Background to scenario
CoffeeVille is a family-owned and run caf located in Melbourne. CoffeeVille aims to serve quality food and fair
trade coffee at a city pace. The caf is currently open 7 am5 pm, Monday to Friday.
CoffeeVille has been experiencing consistent growth in sales and numbers of customers over the last two years.
This growth has led to a need for a second floor manager who is able to manage customer complaints, take
responsibility for higher level caf operations and manage staff performance.
The current manager, Joe Belfone, works four days a week. Joe is a good manager, but when hes not there on
Fridays, the caf does not run as smoothly. The owners of the caf have also decided to start opening on
Saturdays, and would like to have at least one manager working from Monday to Saturday.
Owners Emma and Rufus Belcastran have provided you with the task of recruiting a full-time or part-time caf
manager (working TuesdaySaturday or WednesdaySaturday). Recruitment, selection, and induction
processes must be undertaken in accordance with relevant external standards, such as legislation and codes of
practice, and internal standards, such as organisational policies and procedures.
You will need to review organisational documentation and undertake preliminary research into hiring a caf
manager.
You will need to recommend the tasks and timelines required for recruitment and selection, provide a job
description and advertisement for the role and, finally, provide an interview guide template to the owners for
approval.
The new staff member needs to be appointed within six months.
Consultation notes
The following are recorded notes from consultations that youve undertaken with management.

Page 5 of 46
Rufus Belcastran Owner
Rufus has expressed that he would like to:
interview ASAP and is happy to negotiate a suitable time for interviews
attract an applicant through referral from staff or patrons.
Rufus would like a caf manager who is available for an immediate start, who lives locally
and who has at least five years experience in:
managing staff
barista training
motivating staff
induction and in-house training
performance appraisals.
Rufus would also like to hire an individual with a qualification that is relevant to
operating/managing a small business.
Rufus is available any time for interviews.

Page 6 of 46
Emma Belcastran Owner
Emma wants to spend the minimum on advertising the position and generally prefers to try advertising on
the shop window or through word of mouth. She really wants the manager to start some time in the next
six months.
In terms of the salary, Emma explains that ideally they want to hire someone whos available for a full-
time work week (38 hours) at $24.50 an hour.
Emma is available to conduct interviews on Tuesdays, Wednesdays, Thursdays and Fridays, but she
requires at least 48 hours notice.
Emma also mentions that its really important to ensure that anyone of any age, gender, cultural
background feels welcome to apply. Emma says: Weve tended to write ads in the past with extremely
formal English and sophisticated wording and I feel like it has limited our applicant pool to people with
university degrees. I want to move away from that kind of advertising to attract someone with the right
skills, not someone with a PhD.
When you write the advertisement, put my name and email as the contact details for submitting the
applications.
Emma would be looking for the following in the new caf manager:
an understanding of fair trade principles
a qualification that is relevant to operating/managing a small business
exceptional communication skills
staff management experience including:
performance management
training
strong understanding of coffee products
sales and customer service skills
sustainability and community building experience
ability to develop and implement caf policies and procedures
ability to manage vendors and maintain inventory
ability to run staff meetings.

Page 7 of 46
Joe Belfone Current Caf Manager
Joe would prefer to promote an existing staff member who understands the needs of the caf and requires
limited training. Plus, an internal staff member would be able to start immediately which would be a big
help to Joe. Joe would like to utilise CoffeeVilles Facebook page to advertise the position.
Joe is available after 3pm, when he finishes work, for interviews, or Tuesdays around 11am when caf is
quiet.
Joe would be looking for the following in the new caf manager:
CoffeeVille product knowledge
at least three years experience in:
managing staff, including training
performance appraisals
must be highly motivated
excellent communication and interpersonal skills
excellent management and leadership skills
good organisational skills
an understanding of food and beverage operations
must be available to work four weekdays and Saturday each week
social media savvy especially with Facebook and Twitter
bilingual skills desirable (particularly Italian, Greek or Chinese)
The new manager would need to be able to perform the following duties:
coordinatingthe caf schedule, covering different shifts if necessary
serving as the lead customer service contact at the caf, including answering questions, welcoming
customers, and other communications
responsibility for keeping caf area clean, neat and orderly
ordering any supplies needed for the caf.

Page 8 of 46
Appendix 2: Recruitment Schedule
Name:............................................................................................................. Date: ...................................................................
Recruitment activities Recruitment Schedule
Summary (including information in support of new position)

Due to the growth of the Coffe Ville, the company has decided to open the shop Saturdays as well. So for that reason
the owners want to hire a new manager who can work full-time or even part-time to manage customers/Staff
and on the other hand cover the time that the current manager can't. This position must be cover within the next 6
months.
For hire this person the owners don't want to spend much money on advertising the position, they prefer an advertisment
on the shop or through word of mouth. But the manager prefer to promote a person from the current staff and use
the facebook page for that.
The main qualities and skills that the company look for in this person are : previous experiences managing small business,
able to manage and train staff and knowledge in Caf. The company invites anyone, any gender, any nationality and
any culture background to participate in this position.

Page 9 of 46
Person Budget and/or resources
Milestone: Action and/or objective Time required
responsible (where applicable)
1 Day Owners, HR and Meeting Room

Initation Meeting and planning
Develop job Description and selection points Owners, HR and

2 Days Meeting Room
Manager
Select the interview selection Panel 1 Day HR
Social Media and Networks

Create advertisment and develop strategy for 4 Days HR signboard
spread the position.
Applications reception and filter HR - Manager Via E-mail and printed

15 Days
5 Days Owners, HR and

Develop Interview Questions
Manager
Schedule and arrange interviews 5 Days Owners, HR and

Manager
Owners, HR and
Interview the people filtered 15 Days Manager
Interview Result analysis and Selection 10 Days Owners, HR and

Manager
Select candidate and make and offer 2 Days
Sign Contract and start induction process 2 Days Manager and HR

Page 10 of 46
Appendix 3: CoffeeVille job description template
Job title: Caf Manager
Salary: $ 24,50 / Hour
Hours: Full-time : (38 Hours/ Week) Tuesday - Saturday / Part-time: (30 Hours/week) Wednesday-Saturday
Location: Melbourne
Reporting relationships: Must present Reports to the owner Rufus and Emma. This person will have the
same responsibilities of Joe as a Managers
About CoffeeVille: Coffe Ville is family-owned and Run Caf Located in Melbourne who aims to serve quality.
food and fair trade coffee at a city place. the Caf is currently open from 7am to 5 pm
monday to friday. Finally the company also wants to assure a fair jobs opportunities for anyone.
Purpose of position: The position asked is a second manager working Full or Part Time who supplies the needs
of the company, becouse the current manager does not work Fridays and also the owners
have decided to open Saturdays as well and want to have at least one manager working
from monday to Saudary. The intention of this is to provide high quality on customer service,
operations and staff performance.

Page 11 of 46
Responsibilities and Duties
Responsibility 1 Coordinate Caf schedule, cover different shifts if necessary.
Responsibility 2 Serve as the lead customer service contact including answering questions, welcoming
customers and other communications.
Responsibility 3 Keep the caf area clean, neat and orderly.
Responsibility 4 Order any supplies needed for the caf.

Page 12 of 46
Responsibility 5
Responsibility 6

Page 13 of 46
Academic and Trade Qualifications
Essential Desirable
e.g. Certificate in Office Administration e.g. Advanced Excel course

Qualifications operating and managing small Bilingual Skills - Courses
Small Business Coffe Products Knowledge (Seminar/Course)
Barista course
Familiar POS system
Barista course
Microsoft Office
Work Experience and Skills
Essential Desirable
e.g. Minimum two years general e.g. Experience working within a

administration/ reception experience manufacturing environment
3 years experience managing and 5 years experience managing and
training staff. training staff.
Understanding for food and bevarages Sustainability and community building
Customer Service skills experience

Page 14 of 46
Personal Qualities and Behavioural Traits
Essential Desirable
e.g. Written and verbal communication skills e.g. Attention to detail

Exceptional communication and interpesonal
skills
Higly motivated
Sales and costumer skills
Excelent Management and leadership skills
Employee name:.........................................................
Signature: ................................................................... Date: ..............................
Manager name: ..........................................................
Signature: ................................................................... Date: ..............................
Performance review period: Every three months
Next review date: 17 May 2017

Page 15 of 46
Appendix 4: Job Advertisement template
Selected advertising channel/s
newspaper classifieds x Facebook x caf noticeboard

classifieds online x caf window

industry newsletter
Reasons for selected advertising channels:

This channels have been selected due that one of the owners wants to spend the minimun as possible on
advertising the position and prefers cafe window for the advertising and social networks and cafe noticeboard
becouse the manager prefers to promote people from the current staff. Those channels are cheap and
effective for spread the information as much as outside and inside the company.
Job ad Caf Manager
Caf Manager
Melbourne
$ 24,50 Hour
Application closes 12 pm May 2017
Do you think that you have potential to manage our recognized and fast growing Caf?
This family owned Caf has taken recognition in their customers for it's excellence and quality
Products especially iconic coffee. Due to an expasion in the Caf, this see the need to a hire a
new highly motivated manager who leads with energy and passion all the internal process and
the staff supporting and training them.

Page 16 of 46
The applicants must have at leat 3 years or more as a manager, working in Cafes will be
preferred. Skills training and motivating staff. Should understand fair trade principles and
regulations. Understanding coffee products, beverages, and food. Bilingual is desirable.
Please email your confidential CV to Emme Belcastran at emma.belcastran@coffeville.com.au

for further information.

Page 17 of 46
Appendix 5: Interview guide template
Job title: Caf Manager
Date and time of 11 am Tuesday 20 / 3 pm Wednesday

interview:
Selection panel:
Applicant: Raj Mukherjee / Leila Hussain
Each member of the panel should make notes (on a separate sheet) and score each applicant. Scores should then be added up and used
when making a decision.
The panel should also decide which questions will be asked by each member of the panel.
Scoring applicants answers should be scored as follows:
No answer given or answer completely Some points covered, not all relevant. Some Good answer. Relevant information. All or most
0 2 4
irrelevant. No examples given. examples given. points covered. Good examples.
A few good points but main issues missing. Some points covered. Relevant information Perfect answer. All points addressed. All points
1 3 5
No examples/irrelevant examples given given. Some examples given. relevant. Good examples.
Weighting questions can be weighted 1 (low importance) or 2 (high importance) to reflect their overall importance to the position.

Page 18 of 46
Questions and weighting
Question Questions Applicants responses Weight Score

Total
categories (1-2) (0-5)
Work history 1. Working in Cafs since 2003/ Current position Manager/ 2 5 10

Tell me about yourself knowledge in food and bevarages/ fair trade consultant/
available to work in weekends/ Supervisor , develop and trainning
and your previous experience with employees
experiences Cafe manager and assistant manager since 2002/ knowledge seasonal food 2 8
and beverages / Oxfam fair trade member/ training -mentoring coaching staff 4
operations and budget in Caf
2. high expectations in his staff. Monitor but leaves the staff act for their own.
2 4 8
What kind of manager Systematic Person / Work as ONE / Follow caf culture policies and procedure
Do you think you are? 2 4 8
flexible hours/ 8 years experience /excellent customer skills/ experience

Education 3.
Why do you believe you planning and running cafs/stock knowledge
2 5 10
and training are qualified for this Management experience / know hoe to provide food quality and customer
service/ knows recruitment process / programs for generate sales
position ? 4 8
2
Personality, 4. What you most like/dislike Nothing, he just need a new challenge.
1 4 4
motivation
from your current or Prefers small and dynamic environments like coffeeville
previous job ?
and 1 4 4
character
5.
What is you biggest
Manager of the year award won 3 times in a row
5 5
1
achievement ? Makes McJoe`s Caf win best small business in a row 5
1 5
Total score (skills and knowledge)

Page 19 of 46
Follow up questions Applicant answer Weight Score
Total
(1-2) (0-5)
How much notice do they have to give? 2 weeks / 4 weeks 3

1 3
1 2 2
When can they start?

2 weeks / 4 weeks 1 3 3
1 2 2
Total score (additional)

Page 20 of 46
Referee contact details:
Email
Reference for (Applicant)
Dear (Former Employer),
This present email for request you references about the person above who has applied for employment in our shop (Coffeville)
and also has named you as a employer former. Due to our Quality requirements and for hire a new person, we need to know
the applicant's work history. So, any information you provide to us will held as a confidential.
Verification for the employer,
How long has the person worked with you?/ position/Reliable/rate of pay/reason for leave the job/ remarks
Thank you for your response.
Sincerely,
Now give the applicant an opportunity to ask any questions that they might have and answer them.
How do you manage the tips in the Caf?

Do you have any kind of commission for compliance of sales?

Page 21 of 46
Ending the interview:
Thank the applicant for attending the interview.
Let them know what happens next i.e. when you will be making your decision and how you will be letting them know the results (applicants
who have attended the interview should be made aware of your decision either way).
the applicant were chosen by comparison between their resumes and the requirements of the owners and manager, and
alson taking in to account the needs of the company.
then they were schedule for a personal interview in which the panel prepared some questions before and depending
on the answer, the person get a weight and score. With this results the panel choose the ideal candidate and present
it to the owners.
With the decidition made it. We will contact the successful applicant by an offer letter and acknowledgement of
application to the unsuccessful applicants. The company also will send a internal email with this information.
Finally the applicant will sign the contract and will start the induction process.

Page 22 of 46
Appendix 6 Business Summary
The Business
Business name: CoffeeVille Pty Ltd
Business structure: Partnership
ABN: 3000000000
Business location: 3216 Collins Street Melbourne Vic 3000
Date established: 1 July 2009
Business owner(s): Emma Belcastran; Rufus Belcastran
CoffeeVille provides high quality, fair trade, coffee, superior hot and cold gourmet food and beverages, and a
consistently high level of expert and knowledgeable, fast and friendly service. Research indicates a growing
demand for this product/service combination.
Relevant owner experience

Rufus Belcastran has an MBA from the University of Melbourne and 15 years experience in financial
management and operating various small businesses, including cafs. Emma Belcastran has a Diploma of
Marketing from Swinburne TAFE and 13 years experience in customer service, sales and marketing.
Products/services
CoffeeVille provides:
high quality, fair trade coffee
superior hot and cold gourmet food and beverages
consistently high level of expert and knowledgeable, fast and friendly service.
Current staff
Expected
Job Title Name staff Skills or strengths
turnover
Owner Rufus - MBA from the University of Melbourne and
Belcastran 15 years experience in financial
management and operating various small
businesses including cafs.
Owner Emma - Emma Belcastran has a Diploma of
Belcastran Marketing from Swinburne TAFE 13 years
experience in customer service, sales and
marketing.
Page 23 of 46
Expected
Job Title Name staff Skills or strengths
turnover
Manager Joe Belfone 24 months Joe Belfone came to CoffeeVille with 5
years experience as a barista and had also
managed a fast food franchise for three
years.
Cashier/bar Michael 12 months Michael has been with company for two
ista Roux years and is good with customers but can
come into conflict with other team
members.
Cashier/bar Oliver Chan 12 months Oliver has two months experience with
ista CoffeeVille. He has good customer skills but
low food and beverage skills. Has clear
aptitude and willingness to train.
Cashier/bar Lucy 12 months Lucy has been with CoffeeVille six months.
ista Ospensky Lucy has adequate customer service and
food/beverage preparation skills.
Cashier/bar Anna Frye 12 months Anna has been with company one year.
ista Anna has three months experience with
CoffeeVille. Anna has superb customer
service skills.
Required staff
Expected
Date
Job Title Quantity staff Skills necessary
required
turnover
Caf 1 23 years Relevant qualifications in December
Manager operating small business.
Financial and performance
management skills. Five
years experience.
Recruitment options
Staff will be recruited through word-of-mouth, using a shop window/noticeboard advertisement and/or
through social media.
At least two staff should form the selection panel and could be comprised of the owners, Emma and Rufus and
the longest-standing manager (currently Joe Belfone).
Induction and ongoing training programs

Induction is critical for setting employees up for success in their job roles. Induction ensures that staff
understand the requirements of their roles and are introduced to CoffeeVilles way of doing things.

Page 24 of 46
Ongoing training is crucial to CoffeeVilles service offering. CoffeeVille will implement training programs on
coffee/food preparation and customer service monthly. Training will be conducted by internal managers and
partner Emma Belcastran.
The Future
Vision statement
Within five years, the company will have established itself as a premier provider of gourmet coffee and food for
the ethically and socially aware Melbourne coffee drinker. CoffeeVille will have expanded to a number of key
locations in the Melbourne CBD.
Strategic directions for the coming 12 months:

Increase revenue through targeted marketing campaigns.
Control direct and indirect operational costs.
Maintain superior product and service quality standards.
Establish CoffeeVille brand as ethical and environmentally responsible company.
Maintain highly trained and motivated staff.
Operations
Process
CoffeeVille grinds and prepares coffee and prepares fresh food on site daily. Bread, muffins and prepared
pastries are delivered daily from suppliers.
Food and beverages are prepared by caf employees in accordance with kitchen procedures and CoffeeVille
food and hygiene standards, available to staff in the employment handbook provided to all staff on induction.
Our customers
Customer demographics
The profile for a CoffeeVille customer consists of the following geographic, demographic, and behaviour factors:
Overview CBD
large percentage of office workers (80% of daytime trade)

area population growing at 8% per year
Geographic
our immediate geographic target is the area of within 500 metres of the caf.
the total area population is estimated at 45,000

Page 25 of 46
Demographics
male and female

ages 2060; this is the age-group that makes up 83% of the available daytime market
full-time employment
an income over $50,000
Behaviour Factors
eat out most times for lunch in a week

tend to patronise fast service cafs
enjoy a high quality meal
value quality
value ethical and sustainable practices.
Customer management
CoffeeVille will communicate with customers through social media campaigns. The company will encourage
feedback through email and social media and will highlight positive company responses to feedback in
marketing messages.

Page 26 of 46
Policies and Procedures
Equal Employment Opportunity (EEO) Policy
The purpose of this policy is to outline CoffeeVilles approach to

Purpose
employment in regards to giving fair opportunity to all people to apply
and be selected for job roles at CoffeeVille.
CoffeeVille is committed to providing a workplace free from all forms of

discrimination.
Relevant Workplace Gender Equality Act 2012 (Cwlth)

legislation Disability Discrimination Act 1992 (Cwlth)
Equal Opportunity Act 2010 (Vic)
Guiding principles
CoffeeVille is guided by the principle of equal opportunity in all of its activities. CoffeeVille aims to create a
positive, equitable and productive working environment. This includes providing staff with an environment that
is safe, flexible, fair, culturally appropriate, friendly and professional. Equity principles are a core element of the
planning, recruitment, interview, selection and appointment of new employees of CoffeeVille.
It is critical to the achievement of our business goals that we have a culture which respects, values and actively
pursues the benefits of diversity.
CoffeeVille is committed to an equitable and inclusive work environment that is free from discrimination and
harassment. The organisation has implemented policies and procedures to promote a discrimination- and
harassment-free work environment for all staff to ensure that they are able to work effectively within the
organisation and with its clients and stakeholders.
CoffeeVille will assist staff in meeting these objectives with clear policy, education, training and practice.
Definitions and application

CoffeeVille is responsible for ensuring that equal employment opportunities exist for all current and future
employees. Staff will be selected or promoted according to merit irrespective of personal attributes.
In relation to staff, diversity can refer to function, experience, discipline, education, socio-economic
background, marital status, personality profile, gender, age, language, ethnicity, culture, sexual orientation,
religion, family responsibility, etc.
Managing diversity is about creating an environment in which everyone can achieve his or her full potential.
Page 27 of 46
Employees are happier and more productive if they are appreciated and included, not assimilated or tolerated.
Strategic advantages can result from incorporating a wide variety of approaches and perspectives in the
workplace. Improved innovation and creativity are documented benefits of diversity. Teams that are diverse
and inclusive find more innovative, feasible and effective ways to overcome challenges. They bring a variety of
perspectives to a situation and thus offer a wider range of solutions. Diversity also allows for more flexibility in
rostering.
CoffeeVille is committed to identifying and eliminating the barriers that may be encountered by staff, including
the elimination of discriminatory selection criteria and providing equal access to training and development,
support and mentoring. This may include the provision of reasonable adjustments. For more information on
reasonable adjustments, see the anti-discrimination, anti-harassment and anti-bullying policy.
Equal employment opportunity and merit-based management and recruitment requires you to avoid
discrimination. For more information on anti-discrimination, see the anti-discrimination, anti-harassment and
anti-bullying policy.
Updated/authorised
2014 Rufus Belcastran (Owner CoffeeVille)

Page 28 of 46
Anti-Discrimination, Anti-Harassment and Anti-
Bullying Policy
The purpose of this policy is to provide a workplace free from

Purpose
discrimination, sexual harassment and bullying. Behaviour that
constitutes discrimination, sexual harassment or bullying will not be
tolerated and will lead to action being taken, which may include
dismissal.
Relevant Racial Discrimination Act 1975 (Cwlth)

legislation Sex Discrimination Act 1984 (Cwlth)
Disability Discrimination Act 1992 (Cwlth)
Age Discrimination Act 2004 (Cwlth)
Racial and Religious Tolerance Act 2001 (Vic).
For the purposes of this policy, the following definitions apply:
Direct discrimination occurs when someone is treated unfavourably because of a personal

characteristic.
Indirect Discrimination occurs when a rule seems neutral, but has a discriminatory impact on certain
people. For example a minimum height requirement of 175 cm for a particular job might be applied
equally to men and women, but would indirectly discriminate on the basis of sex, as women tend to
be shorter than men.
Sexual harassment includes unwelcome conduct of a sexual nature in circumstances in which it
could reasonably be expected to make a person feel offended, humiliated or intimidated.
Workplace bullying may include behaviour that is directed toward an employee, or group of
employees, that creates a risk to health and safety, e.g. physical and/or verbal abuse, excluding or
isolating individuals; or giving difficult or unpleasant tasks to particular staff members.

Page 29 of 46
Discrimination based on a personal characteristic mentioned under state and federal equal opportunity
legislation is strictly forbidden. Under state legislation, characteristics that must not result in discrimination
include:
age physical features
breastfeeding political activity/belief
carer status pregnancy
disability race
employment activity religious activity/belief
gender identity sex
industrial activity sexual orientation
lawful sexual activity personal association with someone
having any of these characteristics.
marital status
parental status
Any employee found to have contravened this policy will be subject to disciplinary action, which may include
dismissal as outlined in the complaint procedure below.
Employees must report any behaviour that constitutes sexual harassment, bullying or discrimination to their
manager, or, where the manager is implicated in the inappropriate behaviour, to an owner: Rufus or Emma
Belcastran.
Employees will not be victimised or treated unfairly for raising an issue or making a complaint.
Reasonable adjustments
Reasonable adjustments are changes that allow people with a disability to work safely and productively.
CoffeeVille will make reasonable adjustments for a person with a disability who:
applies for a job, is offered employment, or is an employee; and
requires the adjustments in order to participate in the recruitment process or perform the genuine
and reasonable requirements of the job.
Examples of reasonable adjustments can include:
reviewing and, if necessary, adjusting the performance requirements of the job
arranging flexibility in work hours (see flexible work arrangements)
providing telephone typewriter (TTY) phone access for employees with hearing or speech impairments
increasing font sizes on organisational documents or purchasing screen reading software for
employees with a vision impairment
approving more regular breaks for people with chronic pain or fatigue.

Page 30 of 46
When thinking about reasonable adjustments CoffeeVille will weigh up the need for change with the expense
or effort involved in making it. If making the adjustment means a very high cost or great disruption to the
workplace, it is not likely to be reasonable.
In some cases CoffeeVille can discriminate on the basis of disability, if:
the adjustments needed are not reasonable; or
the person with the disability could not perform the genuine and reasonable requirements of the job
even if the adjustments were made.
Procedure: To make a complaint

If you believe you are being, or have been, discriminated against, sexually harassed or bullied, you should
follow this procedure.
1. Tell the offender the behaviour is offensive, unwelcome, and against business policy and should stop
(only if you feel comfortable enough to approach them directly, otherwise speak to your manager).
Keep a written record of the incident(s).
2. If the unwelcome behaviour continues, contact your supervisor or manager for support.
3. If this is inappropriate, you feel uncomfortable, or the behaviour persists, contact one of the owners.
Employees may also lodge a complaint with the Victorian Equal Opportunity and Human Rights
Commission, the Australian Human Rights Commission, or take action under the Fair Work Act 2009.
Employees should feel confident that any complaint they make is to be treated as confidential as far as possible.
Updated/authorised

Page 31 of 46
Recruitment Policy
The purpose of this policy is to establish guidelines for the recruitment

Purpose
and selection of employees. CoffeeVille aims to attract and employ the
most suitable person for the position who will support the organisations
values, culture and goals in order to achieve its strategic directions.
Recruitment and selection of employees will comply with all legal

requirements, and with relevant equal opportunity, affirmative action
and human resource management principles, policies and guidelines
adopted by the organisation.
Relevant Income Tax Assessment Act 1997 (Cwlth)

legislation Superannuation Guarantee (Administration) Act 1992
(Cwlth)
Fair Work Act 2009 (Cwlth)
Racial and Religious Tolerance Act 2001 (Vic)
Equal Opportunity Act 2010 (Vic)
Occupational Health and Safety Act 2004 (Vic).
09/2014 Emma Belcastran

Updated/
authorised
Principles and workforce strategy

The following principles guide decision-making in relation to recruitment and selection of employees.
The aim of the recruitment and selection process is to appoint the most suitable person to the position.
Recruitment of new employees will only be undertaken after capabilities of existing employees have
been taken into account and training options sufficiently explored.
Recruitment and selection will be informed by the organisations strategic directions and priorities and
will take place following an evaluation of the need for the role given the staffing requirements to achieve
these directions and priorities.
Recruitment and selection will be guided by requirements of relevant legislation and other relevant
human resource management policies in use by the organisation such as equal opportunity and anti-
discrimination policies.
Recruitment and selection processes will be conducted on the basis of fair, equitable and respectful
treatment of all applicants.
Page 32 of 46
Positions will be advertised using advertising channels of minimal cost: word-of-mouth, social media,
referrals, and posting a notice in the caf window.
All appointments will be made on the basis of careful and consistent application of the principle of merit
and adherence to the key selection criteria and requirements of the position as outlined in the position
description.
All recruitment and selection processes will be conducted so as to ensure the confidentiality of the
applicants and to preserve the integrity of the process.
CoffeeVilles strategy around recruitment involves:
striving for diversity: incorporating a wide variety of approaches and perspectives in the workplace
expanding hours of operation: hire another manager and train baristas to take on limited supervisory
functions to improve CoffeeVilles ability to provide quality service at all times
hire the right person for the job: ensure that job descriptions effectively cover the requirements of the
role without incorporating unnecessary exclusions (e.g. only specify qualifications when they are
necessary for the role).
To recruit employees
1. New jobs and job vacancies

The job description must always be reviewed and/or developed for a new hire.
Approval for hiring a new employee must be obtained from one of the owners: Rufus or Emma Belcastran.
2. Job description
A job description is a key document in the recruitment process, and must be finalised prior to taking any other
steps. It must include:
the job title (which must be gender the work type (casual, part-time, full-
neutral) time ) and hours
the location of the job main purpose of the job
wage or salary scale for the position main duties and responsibilities
who the job role reports to any special working conditions (e.g.
evening or weekend work).
3. Selection criteria
The selection criteria the knowledge (including necessary qualifications), skills and abilities, experience,
aptitudes required to do the job must be determined prior to advertising and interviewing. The selection

Page 33 of 46
criteria should be specific, related to the job, and not unnecessarily restrictive, for example, only qualifications
strictly needed to do the job should be specified.
Great care must be taken if physical requirements are specified. Anti-discrimination legislation requires
employers to make reasonable adjustments to jobs to make them suitable for people with a disability. It is
important that any physical requirement is stated in terms of the job that needs to be done. For example a job
may require that the appointee must be able to travel to a number of different locations. In this instance, it
will be necessary to consider if an ability to drive is required, or whether or not reasonable adjustments can be
made for non-drivers.
4. Advertising the position

CoffeeVilles job advertisement template should be used to complete the job advertisement.
The first item of the template requires the writer to identify the advertising channel that will be used to
advertise the position. The advertising channel should be a low-cost option.
The advertisement must also include the following details:
job title a role description

location required and preferred qualifications,
experience, skills and personal traits
salary
details on how to apply.
application closing date

Page 34 of 46
The advertisement should also include a statement about privacy in relation to job applications, such as
CoffeeVille will treat your application confidentially, in accordance with our privacy statement which will be
made available upon request.
The job advertisement must support CoffeeVilles diversity strategy by mentioning in the body of the
advertisement that CoffeeVille promotes a culture which respects, values and actively pursues the benefits of
diversity at CoffeeVille. The advertisement should also be written in plain English.
5. Processing applications
Staff must be aware that when dealing with enquiries about vacancies that it is unlawful to state or imply that
applications from a particular gender, racial group, age group, sexual orientation or religion/belief would be
preferred, (unless a genuine occupational qualification or requirement applies) and to do so may lead to a
complaint of unlawful discrimination.
Care must also be taken that all applicants are treated in the same way, for example with regard to informal
meetings to discuss the vacancy, and provision of information. However, it is acceptable to respond to requests
from individual candidates who demonstrate initiative in their preparation.
The confidentiality of applications must be respected by all of those involved in the selection process.
5. Short-listing
After the closing date has passed, applications from candidates may be short-listed. This decision should be
based on evidence that the applicant has met the requirements of the selection criteria.
The original applications from all applicants as well as interview notes, must be retained for a minimum of six
months from the date that an appointment decision is notified, in case of complaint to an employment tribunal.
All photocopies of application forms must be shredded after six months.
6. Arrangements for interviews

Letters, emails or phone calls to short-listed candidates should include:
date, time and place of their interview
travel directions to the interview venue
a request that they contact the author of the letter/message if they have any special requirements in
relation to the interview (related to access to the venue or any other special need related to a disability)
if appropriate, details of any test or presentation they will be required to do, or anything that they
should bring with them (e.g., examples of work or proof of qualifications that are essential to the post).

Page 35 of 46
7. Interviewing
Interviews should be scheduled as soon after the closing date as reasonably possible.
The structure of interviews should be decided in advance by determining what areas of questioning are
required to cover all of the selection criteria. The questions should be agreed on by all panel members prior to
the interview to avoid overlap or repetition.
The same areas of questioning should be covered with all candidates. Interview questions should be phrased so
that they do not favour any one candidate and should be designed to seek evidence of how the interviewee
meets the selection criteria. Supplementary questions should be used to probe for further information or
clarification where answers are incomplete or ambiguous. Care must be taken to avoid questions that could be
construed as discriminatory (e.g., questions about personal circumstances that are unrelated to the job).
Interviewer panels act for the organisation in making selection decisions and are accountable for them.
Interview notes must be taken to help make an informed decision based on the content of the interviews. Such
notes must relate to how candidates demonstrate their knowledge, skills, experience and abilities in relation to
the selection criteria. Applicants can request disclosure of such notes in the event of a complaint. Any
inappropriate or personally derogatory comments contained within the notes could be considered
discriminatory and are unacceptable.
Disabled applicants
Where the candidate being interviewed has a disability for which adjustments may need to be considered, the
candidates requirements should be discussed with him/her once the planned questioning is complete. The
outcome of these discussions must not influence the consideration of the candidates application (unless their
disability precludes them from performing essential tasks, even with the addition of reasonable adjustments). If
the disabled candidate best meets the selection criteria, consideration must be made regarding what would be
reasonable adjustments to accommodate the needs of the person in question. If it is considered that the
adaptations needed would not be deemed to be reasonable under anti-discrimination legislation, the
manager will draft a letter to the applicant explaining why the adaptations cannot be made. Reasons for not
making adjustments to the working environment must be both material and substantial, and must be
documented.
8. Making a decision after interview

The information obtained in the application, the interview, and in any selection tests will allow candidates to
be assessed against the selection criteria and allow the panel to make a selection decision. Owners, Rufus and
Emma Belcastran, must ensure that a written note of the reasons for selecting the successful candidate and
rejecting others is made and placed on the recruitment file, together with the original applications and notes of
all panel members, for a minimum of six months after the appointment decision has been notified to the
candidates.
The selected applicant will be made a provisional offer subject to satisfactory references and disclosures (if
appropriate) being received.
Page 36 of 46
9. Feedback
It is good practice to offer applicants feedback after interviews and it is our policy to respond if requested.
Feedback should be specific and honest. Panel members giving feedback must ensure that any feedback they
give relates to the selection criteria for the position and that the words that they use could not be taken to
infer unlawful discrimination.
10. Pre-employment checks

Reference checks must be undertaken before a formal offer of employment can be made. It must be ensured
that any offer of employment given, is a provisional one, subject to receipt of documentation as shown below.
References
References should only be used after interview to confirm, but not influence, a decision.
Appropriate referees are those who have direct experience of a candidates work, education or training,
preferably in a supervisory capacity and a reference must be obtained from the current or previous employer.
References are confidential and must be sought in confidence. Panel members must return all copies of any
references with the application forms and their interview notes to the manager on completion of the
recruitment process. References must only be kept in the personal file.
14. Appointment
Offering the job
Applicants are offered a position once they have been approved by either owner and the offer is
communicated through a letter of offer.
The offer should clearly indicate:
new employees name
nature of the job e.g. fulltime, part time, casual
remuneration
annual leave, sick leave, maternity/paternity leave
terms and conditions of resignation/termination, including notice period
instructions for returning relevant documentation (employment contract).
To comply with the Fair Work Act 2009, the Fair Work Information Statement is enclosed with the letter of
offer. The Fair Work Information sheet can be directly downloaded from www.fairwork.gov.au/fwis or found
through the Fair Work Ombudsman website at www.fairwork.gov.au.
In addition to the Fair Work Information Statement, the contract of employment and CoffeeVilles Privacy
Statement (provided in Appendix 1) should also be enclosed with the letter of offer.
Page 37 of 46
Informing staff of the new appointment
Once the selected applicant has confirmed that they will take the position, it is necessary to notify CoffeeVille
staff of the new hire.
When advising staff of the new hire, email the staff with the following information:
the name of the new hire
the job role that they will fill
the new hires starting date
instructions for staff to welcome the new hire
Notifying unsuccessful candidates
All unsuccessful interviewees are sent a letter to inform them that they were not successful in securing the job
role. Ensure to:
thank the applicant for their application
express regret that CoffeeVille is unable to hire them at this time
inform them that their application and personal details will be destroyed securely according to the
privacy statement (Appendix 1)
wish them well in future job searches.
15. Induction and probation

All new staff will undergo a probationary period during which they will be introduced to the main duties and
responsibilities of their post. Under the legislation, the staff member must still be provided with at least
minimum entitlements and must be given at least 1 week of notice if their employment is to be terminated
(provided there has been no serious misconduct).
For each new employee, an induction plan must be prepared before their start date. Use the induction
checklist (Appendix 2) to ensure that all necessary tasks are included in the induction plan.
16. Record-keeping
All records relating to the recruitment and selection procedure will be retained only for as long as is necessary
(generally six months), and will be securely destroyed thereafter in accordance with CoffeeVilles privacy
statement (Appendix 1).

Page 38 of 46
Remuneration and Performance Appraisal Policy
Policy and Purpose

This policy establishes the framework and guidelines to be used by the organisation in determining
remuneration arrangements for its employees and to assist staff in understanding the organisations position
on staff remuneration.
The purpose of the policy is to:
attract and retain employees of the required quality
ensure the staff are appropriately compensated for the services they provide to the organisation
ensure that remuneration levels are competitive with the external market
encourage and motivate staff to achieve the organisations strategic business objectives
promote and reinforce the organisations key values and appropriate employee behaviours
ensure a level of equity, consistency and transparency in employee remuneration.
Definitions
Remuneration will comprise base salary and an annual bonus based on performance. The total of these
components make up the employees remuneration package.
Underlying Common Rule Award

Staff covered by the relevant underlying award, Restaurant Industry Award 2010, will be paid no less than the
rate of pay set out in that award for the relevant position.
Policy Coverage
The staff remuneration policy covers all employees at all levels of the organisation.
Determining Base Salary Levels

Base salary levels will be determined by job evaluation. Job evaluation is the evaluation of the position from
the information in the relevant position description, in terms of the level of required skills, competencies and
knowledge, and criteria such as the level and impact of decision-making and authority to act.
Job evaluation will be carried out by the Caf owners, Rufus and Emma Belcastran.
The underlying principles of job evaluation include:
salary levels will be paid no less than the rate of pay set out in the relevant underlying award,
Restaurant Industry Award 2010

Page 39 of 46
salary levels are to be benchmarked on an annual basis (as part of the annual budgeting process)
against the external market using salary surveys to establish competitiveness with similar positions in
the external market
if the job changes as determined by a job evaluation, the base level remuneration should be altered
to reflect the change in the employees role and responsibilities
decisions on broad salary increases (those that apply to all employees), such as CPI or cost of living
based increases will be made on an annual basis by the owners
staff will have the opportunity to raise remuneration issues at six monthly performance review
meetings with their manager.
Staff Performance Plans

Staff will be provided with individual performance plans/workplans for the subsequent financial year. For new
employees, a performance plan will be provided at the end of the probation period (first three months of
employment). In further years, workplans are agreed upon after the July/August performance review has been
conducted.
The performance plans/workplans set out the role that the position is expected to play in the organisation
achieving its strategic plans and objectives; the actions or activities required to achieve those objectives; and
the criteria or standards used to assess the achievement of the objectives. In addition to business plans
outcomes, the performance/workplans will include specific project and personal development goals.
Updated/authorised

Page 40 of 46
Work Health and Safety (WHS) Policy
CoffeeVille recognises its responsibility to provide a healthy and safe working environment for employees,
contractors, clients and visitors. CoffeeVille is committed to the continued wellbeing of its employees and to
ensuring that all employees are safe from injury and health risks whilst undertaking work-related duties,
including home-based work.
Objectives
In order to ensure a healthy and safe working environment, CoffeeVille will:
undertake risk assessments and implement procedures to adequately manage any risks in the
working environment
provide written procedures and instructions for safe working practices
ensure compliance with all relevant legislation
maintain safe systems of work including the work premises and environment
provide appropriate support, instruction, training and supervision to employees to ensure safe
working practices.
Relevant Legislation
Work Health and Safety Act
Dangerous Goods Act 1985 (Vic)
Both of these Acts are administered by WorkSafe Victoria.
Responsibility and Authority

The business owners are ultimately responsible for ensuring that safe systems of work are established,
implemented and maintained.
The business owners are responsible for:
the effective implementation and regular review of WHS procedures
consultation with employees regarding health and safety issues and changes to legislation and/or
working practices which may affect the health, safety or welfare of employee
providing and maintaining a safe system of working practices
providing support, training, and supervision to employees to ensure safe and healthy workplace
practices are carried out, including relevant first aid training where appropriate
the provision of adequate resources for employees to meet the WHS commitment, including an up-to-
date first aid kit.

Page 41 of 46
Individual employees are responsible for:
following all WHS policies and procedures
ensuring they report all potential and actual risks to partners or managers/supervisors
taking care to protect their own health and safety and that of their colleagues at work
ensuring their own or others health and safety is not adversely affected by the consumption of drugs
or alcohol
encouraging others to follow healthy and safe working practices in the workplace.
Policy Implementation and Review

This policy will be reviewed regularly by CoffeeVille owners to ensure compliance with legislation, industry
standards and organisational changes.
Updated/authorised

Page 42 of 46
CoffeeVille privacy statement
CoffeeVille collects personal information from prospective employees for the purposes of administering a
recruitment process.
We use the personal information of CoffeeVille staff for the purposes of administering their employment with
CoffeeVille. This may include using and disclosing personal information for:
general management of employment
performance management (misconduct, grievance, probation)
financial, legal, security, information technology and communications matters related to a staff
members employment.
Personal information collected by CoffeeVille is treated as confidential. CoffeeVille will treat your personal
information in accordance to the following:
CoffeeVille collects the personal information provided by you to assist CoffeeVille in assessing your
suitability for the vacancies advertised.
CoffeeVille may disclose your personal information collected to assist CoffeeVille staff involved in
assessing your application, referees and other third parties involved in assisting CoffeeVille with the
recruitment process and if you are a successful applicant, to those involved in the CoffeeVille induction
process.
If you do not provide CoffeeVille with the information requested, CoffeeVille will be limited in our ability
to assess your suitability for the position you are applying for or, for successful applicants, to finalise your
engagement.
If you provide personal information during a recruitment process and are unsuccessful in securing the
position, we will destroy your personal records 6 months after the application date. Interview records
are kept for 6 months in the event of a dispute relating to CoffeeVilles selection decision.
Personal information provided by you for the purposes of processing payroll are stored securely and are
only accessed for the purposes of processing payroll and Australian Taxation Office reporting. They are
only accessible by the business owners Emma and Rufus Belcastran.
You will be able to access and update your personal information by directly contacting Emma or Rufus
Belcastran.

Page 43 of 46
Induction Checklist
This checklist is used to guide the induction process for new employees. Once the induction checklist is
completed, both the supervisor and new employee should sign-off as it is completed.
Note: The term supervisor refers to the person who will train the new inductee into the new role.
The completed checklist will form part of the new employees training records.
Name: Starting date:

Position: Reviewed by:
Supervisor: Reviewed date:
Completed (sign-off
Item Responsible officer
and date)
Introductions
Hand out organisational policies and

Supervisor
procedures
Introductions to all staff on-shift. Supervisor

Role, Responsibilities & Performance Expectations
Provide position description Supervisor
Workplan/performance expectations Supervisor
Performance evaluation Supervisor
Reporting relationships. Supervisor

Organisational Overview
Mission, values and relevant areas of business

Supervisor
plan/objectives.
Overview of CoffeeVilles product areas Supervisor
Introduction to stakeholders business owners Supervisor
Administrative Arrangements
Collect paperwork to enable processing of

Supervisor
payroll and superannuation.

Page 44 of 46
Completed (sign-off
and date)
Office Facilities & Equipment
Set up a POS (point of sale) user ID.
Bathroom, kitchen, use of photocopier and

Supervisor
phone system
Emergency exits, emergency procedures and

occupational health and safety officer
Introduction to email, electronic filing of

invoices, pilferage reports, stock control Supervisor
reports
Organisational Policies and Conditions of Employment
Owner/Business
Terms and conditions of employment
Partner
Owner/Business
Human resources policies
Partner
Dress code Supervisor
Equal employment opportunity

(EEO), harassment and Supervisor
discrimination
Employee details form Supervisor
Grievance and complaints Supervisor
Health and safety Supervisor
Privacy Supervisor
Staff remuneration and

Supervisor
performance appraisal
Staff training and development Supervisor
Statement of values Supervisor
Tax file number declaration form Supervisor
Choice of superannuation fund Supervisor

Page 45 of 46
Completed (sign-off
and date)
information and application form
Leave application form Supervisor
CoffeeVille organisational chart Supervisor
Emergency evacuation
Supervisor
procedures
Caf security and keys Supervisor
I have received the information and participated in the activities checked above. I
understand employment duties and the conditions of my employment.
Employee: Date:
Supervisor: Date:

Page 46 of 46

Task 1 - Recruitment - Ricardo-Vasquez

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Task 1 - Recruitment - Ricardo-Vasquez

Transféré par

Droits d'auteur :

Formats disponibles

Task 1: Plan for Recruitment

and obtaining approval for your plans.

Assessment task, you will plan for recruitment and selection.

Assessment Task 1 Assessment Task 2 Assessment Task 3

Consult with Notify applicants and

Check referees and

In response to a simulated business scenario (CoffeeVille), you will:

develop a schedule for recruitment activities

compliance with legislation

1. Review the CoffeeVille simulated business documentation provided in task 1, Appendix 6 .

notes (provided in Appendix 1).

resources life cycle and include:

human resources functions and personnel required to complete recruitment

timelines for each of the stages/steps.

CoffeeVille scenario and simulated business documents.

The questions must not breach EEO or anti-discrimination legislation.

Support the recruitment, selection and induction of staff BSBHRM405

work history (two questions)

education and training (one question)

personality, motivation and character (two questions).

You must submit a completed:

recruitment schedule using Appendix 2

job description using Appendix 3

job advertisement using Appendix 4

interview guide using Appendix 5.

any amendments made following consultation made to the:

Support the recruitment, selection and induction of staff BSBHRM405

literacy skills to:

work with job descriptions

to devise suitable questions for interviews

communication skills to:

technology skills to:

develop job advertisement/s appropriate to the advertising channel selected

update the interview guide template in accordance with instructions

planning and organisational skills in arranging a recruitment schedule

selection in that life cycle, when arranging a recruitment schedule

job advertisement and interview questions.

Support the recruitment, selection and induction of staff BSBHRM405

manager (working TuesdaySaturday or WednesdaySaturday). Recruitment, selection, and induction

practice, and internal standards, such as organisational policies and procedures.

The new staff member needs to be appointed within six months.

Support the recruitment, selection and induction of staff BSBHRM405

interview ASAP and is happy to negotiate a suitable time for interviews

attract an applicant through referral from staff or patrons.

induction and in-house training

Support the recruitment, selection and induction of staff BSBHRM405

an understanding of fair trade principles

a qualification that is relevant to operating/managing a small business

exceptional communication skills

staff management experience including:

strong understanding of coffee products

sales and customer service skills

sustainability and community building experience

ability to develop and implement caf policies and procedures

ability to manage vendors and maintain inventory

ability to run staff meetings.

Support the recruitment, selection and induction of staff BSBHRM405

CoffeeVille product knowledge

at least three years experience in:

managing staff, including training

must be highly motivated

excellent communication and interpersonal skills

excellent management and leadership skills

good organisational skills