Learner Guide - Manage Recruitment, Select and Induct Process BSBHRM506 PDF

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BSBHRM506 - Manage recruitment, selection and induction

Greenwich Management College
Issue Date: 12 December 2015
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Table of Contents
Introduction ....................................................................................................................................................... 4
Chapter 1 – Overview ..................................................................................................................................... 5
Recruitment, selection and induction processes ............................................................................. 5
1. Learner Activity – Research strategic plans........................................................................... 9
2. Learner Activity – Recruitment, Selection and Appointment policy ......................... 10
3. Learner Activity – Review recruitment policy .................................................................... 11
Working in organisations ...................................................................................................................... 12
Common problems ................................................................................................................................. 13
Technology options to improve the recruitment and selection process ............................. 13
4. Learner Activity – Technology options to improve recruitment process ................ 14
Relevant legislation ................................................................................................................................. 15
5. Learner Activity – Relevant legislation to consider when developing a policy ..... 17
Obtain support for policies and procedures from senior managers ..................................... 18
6. Learner Activity – Obtain support from managers ......................................................... 18
Trialling forms and documents and making necessary adjustments .................................... 19
Communicating and explaining policies and procedures ......................................................... 20
7. Learner Activity – Communicate revised policies and procedures ........................... 20
Chapter 2 – Training and support .......................................................................................................... 21
The training environment ..................................................................................................................... 21
Training tasks and methods ................................................................................................................. 24
8. Learner Activity – Training on recruitment policy ........................................................... 26
Monitoring and evaluation ................................................................................................................... 26
Chapter 3 – Recruitment process ........................................................................................................... 29
Determining future human resources needs ................................................................................. 29
9. Learner Activity – Identify HR needs .................................................................................... 31
Recruitment process overview ............................................................................................................ 33
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Position analysis ....................................................................................................................................... 36

Position description ................................................................................................................................ 36
Person specification ................................................................................................................................ 38
Selection criteria/competency requirements ................................................................................. 38
10. Learner Activity – The ’right’ people .................................................................................. 40
Specialists and outsourcing.................................................................................................................. 42
11. Learner Activity – Specialists and Outsourcing .............................................................. 44
Advertising ................................................................................................................................................. 44
12. Learner Activity – Job advertisements ............................................................................... 46
Chapter 4 – Selection process.................................................................................................................. 47
Overview of selection process ............................................................................................................. 47
13. Learner Activity – Selection process ................................................................................... 49
Screening methods ................................................................................................................................. 50
Selection technique ................................................................................................................................. 52
14. Learner Activity – Behavioural interview ........................................................................... 54
Interview preparation ............................................................................................................................. 56
Selection decision .................................................................................................................................... 59
Post selection and procedures ............................................................................................................ 60
15. Learner Activity – Advise successful candidate .............................................................. 62
16. Learner Activity – Employing staff templates ................................................................. 64
17. Learner Activity – Advise unsuccessful candidate ......................................................... 65
Chapter 5 – Manage induction process ............................................................................................... 66
Induction process overview .................................................................................................................. 66
18. Learner Activity – Research Induction ............................................................................... 68
Induction personnel and tasks ............................................................................................................ 69
Induction program content .................................................................................................................. 71
Induction kit ............................................................................................................................................... 74
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19. Learner Activity – Collect feedback on induction .......................................................... 74

20. Learner Activity – Probationary period ............................................................................. 77
Introduction
This unit provides the skills and knowledge required to manage all aspects of the
recruitment selection and induction processes in accordance with organisational policies
and procedures.
Managing the ongoing cycle of recruitment, election and induction processes in an

organisation is an essential and important role. The unit applies to human resources
managers or human resources personnel who take responsibility for managing all
aspects of selecting new staff and orientating those staff to their new positions. It is not
assumed that the manager will be directly involved in the selection processes themselves,
although this may well be the case.
In small organisations this role may belong to someone who is not a dedicated human
resources professional; the unit however will still be applicable.

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Chapter 1 – Overview
In this chapter, the following topics will be covered:
 Recruitment, selection and induction process

 Working in organisations
 Common problems
 Technology options to improve the recruitment and selection process
 Relevant legislation
 Obtain support for policies and procedures from senior managers
 Trialling forms and documents and making necessary adjustments
 Communicating and explaining policies and procedures
Recruitment, selection and induction processes
Regardless whether an organisation is growing, changing or staying the same, its

recruitment, selection and induction activities form an ongoing cycle, bringing the
organisation into a state of dynamic equilibrium.

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Relevant recruitment, selection and induction policies are those that address:
 Vacant/new position  Short-list applicants

identification  Conduct interviews
 Position analysis  Selection panel selection
 Obtain permission to recruit  Approval by the organisation
 Develop position description  Verbal offer
 Identify recruitment options  Reference checks
 Advertise/search  Response to unsuccessful
 Develop pre-selection applicants
strategies  Written contract agreement
 Screening of applicants  Induction
 Develop interview and selection  Overseeing of probationary
techniques employee
Objectives of such policies include:
 Achieving credibility
 Maintaining product quality standards
 Performing additional market research to stay in touch with customer needs
 Establishing definitions and standards of how a company serves and listens to all
customers
 Establishing internal and external communication standards
 Profitability
 Cost-effective manufacturing and operations
 Establishing a continuous improvement policy for reviewing and evaluating
progress
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 Systems and administrative policies to enhance employees to do their jobs

effectively
 Increased staff retention
Key terms
Strategic plan
A strategic plan is an organisation’s overall plan or vision for the future (3–5 years).
It outlines where the organisation’s current position and it also describes its future
directions specifying the elements management needs to focus on to get there. Human
resources plans must be in line with the strategic plan and mist reflect the required
staffing goals outlined in the strategic plan.
Policies
Policies or policy statements are the guiding principles of an organisation and developed
by relevant committees in consultation with stakeholders and executives. They are the
basis for an organisation’s procedures and provide framework for decision-making.
Relevant committees of the organisation usually develop policies in consultation with
stakeholders. Due to the dynamic state of the organisation, policy development is an
ongoing process.
Policies need to be reviewed regularly to accommodate any organisational or legislative
changes.
Effective policies cover the following:

 key performance indicators (KPIs)
 purpose
 legal obligation of management
 specific objectives
 roles of managers, supervisors
 timeframes

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 policy implementation
 employee expectations
 how policy will be monitored and reviewed
 how policy will be communicated to employees.
Procedure
Procedures are based on policies and they provide step-by-step instruction on how
something must be done, who needs to perform what steps and what documentation is
required. Therefore policies ensure consistency within an organisation.
Policies are implemented through procedures. Before implementation, they must be
understood and agreed; once being implemented and used, they must be monitored and
evaluated.
Effective procedures must:
 state the purpose or the related policy
 include specific steps in plain English
 clarify the roles of personnel
 describe how procedure will be monitored and evaluated
 outline action taken if step/s not followed.
Process
A process can be defined as a sequence of interdependent and linked procedures that, at

every stage, consume one or more resources to convert inputs into outputs. Resources
may include human resources, employee time, energy, machinery, facilities, money etc.
The outputs generated then serve as inputs for the next stage until a known goal or end
result is reached.

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1. Learner Activity – Research strategic plans
 Search the Internet for the strategic plans of two different organisations.
 Analyse these plans and explain how they can affect staffing needs and
recruitment, selection and induction policies, procedures and processes.
 Submit your findings in a separate document
General process check
When analysing existing processes, check the following areas:

 policy  documentation
 objectives  use of available technology
 personnel  monitoring measures
 timeframes  evaluation and review
 training
Factors that affect recruitment, selection and induction process

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2. Learner Activity – Recruitment, Selection and Appointment policy
Find and collect examples of recruitment, selection and induction policies and
procedures from various organisations and start developing a portfolio of such
samples, as you will use them throughout this course.
 Review Curtin University’s Recruitment, Selection and Appointment policies at:

https://policies.curtin.edu.au/findapolicy/
 Summarise the policy in a separate document

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3. Learner Activity – Review recruitment policy
Find and collect two examples of recruitment policies from different organisation by
searching on the internet.
 Compare the two policies, the steps and procedures involved in their processes
and summarise your finding by listing the similarities and differences.
 Submit your work in a separate document.

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Working in organisations
The pyramid visually represents the hierarchy of

certain business documents that most
organisation should have, regardless of their size.
Organisation should have vision and mission
statements that outline their values, goals and
directions for the future.
They should also have strategic and operational
plans that outline how they will achieve their
goals.
Policies, procedures and processes evolve from
plans and outline how to conduct day-to-day
activities and operations.
Organisational rules
HR plans must be derived from and consequently, in line with it strategic plans.
HR policies and procedures are:
 Developed by key stakeholders, senior management, HR and appointed committee
 Include recruitment, selection and induction processes
 Need to be reviewed regularly to ensure that they are achieving their purpose
Successful policies and procedures are those that:
 Are accessible for all staff
 Are consistent with organizational vision, mission and plans
 Use language (plain English) that is appropriate for the target audience
 Are of a manageable length
 Are compliant with relevant legislation
 Contain directions that are easy to understand and easy to replicate

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Common problems
HR managers may face the following problems in regard to HR policies and procedures:
 Undeveloped or lack of current HR plan and policies

 Inaccurate position descriptions or lack of them
 Poor use of available technology
 Untrained personnel
 Insufficient personnel
 Inaccurate, incomplete or inaccessible documentation
 Lack of monitoring
 Policies and procedure not communicated effectively, consequently poor staff
awareness
Technology options to improve the recruitment and selection process
Options that can improve the efficiency and effectiveness of the recruitment and
selection process include:
 Applicant Tracking Systems (ATS),
 Hiring Management Systems (HMS),
 Talent Management Software (TMS) or other recruitment software products.
These products include technology solutions that can:
 Requisite workflow approval  Create and post job

 Manage job advertising creation advertisements
and posting  Run a profitable online job board
 Source applicants  Provide client services
 Track applicants  Replace outdated technology or
 Manage candidate talent pools solutions.
 Accept requisitions from clients

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What needs to be considered when implementing a new technology?
 How effective and/or efficient the new technology is?

 What is the cost of the implementation?
o How easy it is to implement and maintain it from a technical standpoint?
o Is there any ongoing payment or maintenance required?
o Are there any options available to customise the product?
Any technological option that reduces waste, effort or cost and increases the amount
and/or quality of output is ideal and continuous improvement practice is essential when
identifying opportunities for improvement.
4. Learner Activity – Technology options to improve recruitment process
Conduct an internet research and find at least two examples of software or systems that
can be used to improve effectiveness and efficiency of recruitment and selection
processes.
Please summarise your findings below.

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Article
The below articles you may find different technologies that can improve the quality and
effectiveness of recruitment.
http://www.blogging4jobs.com/hr/improve-quality-hire-hiring/#H1Axb6AoStflI1Dx.97
http://www.eremedia.com/tlnt/9-ways-hr-recruiting-technology-will-evolve-in-next-4-
years/
Relevant legislation
All policies and procedures must comply with relevant legislation.
Need-to-know legislation
 Australian Human Rights Commission Act 1986

 Age Discrimination Act 2004
 Racial Discrimination Act 1975
 Sex Discrimination Act 1984
 Disability Discrimination Act 1992
 Equal Opportunity for Women in the Workplace Act 1999
 Fair Work Act 2009
 Privacy Act 1988
 Work/occupational health and safety legislation as enacted and enforced in your
state.

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Equal Employment Opportunity target groups may include:
 Indigenous Australians
 Women in non-traditional areas
 Culturally and linguistically diverse persons
 People with disabilities.
5. Learner Activity – Relevant legislation to consider when developing a policy
Conduct an internet search for one of the Act mentioned on the previous page.
 Review that particular Act focusing on how that particular Act effects the
recruitment, selection an induction.
 Write a summary on your findings.

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Obtain support for policies and procedures from senior managers
Obtaining senior management support and active involvement from senior managers is
imperative when creating or initiating changes to policy and procedure.
Significant improvement programs generally involve substantial changes in the way
people work and senior managers must establish goals and adjust reward systems as a
result.
In general terms, there are 3 reasons why senior managers support change and they are:
 The proposal supports their current job objectives.
 The proposal will make them look good to their immediate and higher level
managers.
 The proposal is so clearly beneficial in some way they are willing to support you in
spite of its impact on their immediate performance measures.
To obtain the support of managers a document must be presented to the responsible

managers that outlines:
 the objectives of the policy

 a description of the procedure that will result in the desired outcome
 projected costs of implementing the policy or procedure
 supporting justification.
6. Learner Activity – Obtain support from managers
Consider your organisation or an organisation that you are familiar with.
 If you were to revise your organisation’s recruitment, selection and induction

policy, whom would you have to obtain approval from?
 How would you ‘sell’ your ideas and recommendations for change to the
management?
 Submit your answers in a separate document.

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Trialling forms and documents and making necessary adjustments
The use of standard forms in the recruitment, selection and induction process helps
ensure that there is consistency, fairness and accountability
Some commonly used forms are:
 Application forms
 Reference check forms
 A selection panel schedule
 Screening template
 Cover sheets
 Induction programs.
Guidelines when you are trialling forms:

 Use common sense, your experience and logic
 Look for advice from more experienced colleagues
 Use networks to find out what other HR professionals are using
 Review and have others review it and suggest adjustments
 Sometimes it is only when you use forms can you see whether they achieve the
desired outcome, make the adjustments then
 Find out what your applicants think of the forms, sometime what you think is a
straight forward and simple question is not to others, so get their feedback and
make the necessary adjustments.
Reviewing forms
 All forms in your organisation should be reviewed on a regular basis to ensure

they still meet their original purpose
 Changes in legislation, the business world and social trends affect the design and
purpose of forms.

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Communicating and explaining policies and procedures
Effective communication is key to introducing and explaining policies and procedures.
If a policy or procedure is new then you

need to communicate it. You should also
outline the reason for the change and
how it will affect the way employees
work; also explain how it is in line with
organisational requirements. Always
communicate using face-to-face and
support it with written materials.
Some forums that can be used to communicate changes in policies and procedures:
 e-mail  memos
 letter  discussion with supervisors who
 discussion at staff meetings can communicate the change to
staff
 meetings with individual staff
 newsletters.
 postings on notice boards
7. Learner Activity – Communicate revised policies and procedures
Consider your organisation or an organisation that you are familiar with.
Imagine that you have revised the recruitment policy of this organisation and you now
need to inform relevant staff about the changes.
Draft a brief communication plan that covers:

 Who would you inform?
 What would you communicate?
 What communication forums would you use?

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Submit your work in a separate document.
Chapter 2 – Training and support
 The training environment

 Training tasks and methods
 Monitoring and evaluation
The training environment
In order to manage the recruitment, selection and induction processes and to

successfully implement the related policies and procedures training and support is
required.
Ongoing learning and development is essential in a dynamic organisational order to

accommodate changes, introduce new technologies and effectively implement policies
and procedures.
Organisational training policies should specify what training needs to be undertaken and
how it needs to be supported.
Common areas for training in HR
 The sequence of the recruitment, selection and induction process and who is
responsible for each aspect.
 How to write job descriptions that are clear and unambiguous.
 How to write recruitment advertisements (including writing techniques and
legislative requirements that should be addressed)
 How to maintain currency of documentation
 Understanding resumes
 How to prepare a short list of candidates
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 Interview techniques
 How to write rejection letters
Factors that affect training
Technology
& innovation
Organisation
Policies Budget
Factors
that
affect
training Job
Learner’s changes,
needs new
positions
External
factors: new
knowledge &
techniques
Training involves the following activities:
 Identify training needs analysis

 Write training objectives including KPIs
 Develop and facilitate various training programs
 Determine training tasks, methods and tool
 Monitor and provide ongoing support for staff
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 Communicate training and learning information to staff
Individual learning styles
In order to understand training needs, you need to understand how people learn, as not
everyone learns the same way.
Learning styles are different ways of perceiving and learning information and they can be
identified as follows:
 verbal/linguistic – words  interpersonal – social exercise, human

world
 logical/mathematical – numbers, logic
 naturalist – laws in the natural world
 visual/spatial – graphs, flowcharts
 musical/rhythmic – music
 intrapersonal – self-reflection,
assessment  bodily/kinaesthetic – demonstration.
Training needs analysis include
Before any training programs are developed training needs analysis (TNA) should be
conducted in order to:
 Compare the training needs with the needs of other, similar organisations
 Identify knowledge, skills, and competency gaps
 Evaluate existing resources
 Identify support systems needed
 Determine documentation needed

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Training tasks and methods
In order to develop and manage training effectively you will need to follow the following
process:

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Develop training
Deliver training Evaluate training
policy
Conduct needs
Design training Refine training and
analysis: training &
program support
learning
Determine training
Develop and write methods, assessment
objectives: KPIs tools, support
documentation
Decide monitor Identify personnel

processes required
Training methods and support

 E-learning, e.g. interactive  Role-play, simulation
 E-support, e.g. online tutoring,  Observation and feedback
query logging and email  Mentoring
 Intranet database  Visuals, e.g. flowcharts, poster,
 Direct instruction/demonstration manuals.
 Conference, e.g. face-to-face, web
Training programs need to utilise various training methods and provide ongoing support
systems, e.g. mentor, follow-up and information.
Training should also be practical (hands-on) and promote action learning.

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Training programs must cater for any special needs, e.g. language literacy and numeracy
problems (LLNP), or disabilities and it should comply with relevant legislation.
8. Learner Activity – Training on recruitment policy
Consider your organisation or an organisation you are familiar with. In the previous
activity you have revised the recruitment policy of this organisation and you informed
relevant staff about the changes.
Now you need to train staff about the revised recruitment policy.
List some common areas that you could cover in the training, provided that you are
training about recruitment policy.
What training methods and support would you use?
Monitoring and evaluation
As part of continuous improvement, training must be monitored, evaluated and reviewed.

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Monitoring and evaluation of all policies, procedures, processes should be ongoing in

order to maintain and improve existing standards, identify needs or gap in skills and
knowledge, update resources, retain highly skilled and trained workforce and comply
with relevant legislation.
Evaluation is a cyclical process outlined in the following graph:

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Monitoring and evaluation tools
Monitoring and evaluating is part of continuous improvement and start with senior
management communicating to staff through policies, system audit and
document/record management.
Monitoring and evaluation tools include

 Checklists
 Evaluation forms
 Recorded notes
 Follow-up conversations with trainees
 Observation, e.g. direct, indirect
 Online completed tests and forms
 Review and appraisal
 Surveys and polls – hard copy and electronic
 Official forms, e.g. logging, evaluation
 Oral/written feedback.
Article
The gain a better understanding about training evaluation read the below article that
discusses a famous training evaluation model, the Kirkpatrick's Four-Level Training
Evaluation Model.
https://www.mindtools.com/pages/article/kirkpatrick.htm

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Chapter 3 – Recruitment process
 Determining future human resources needs

 Recruitment process overview
 Position analysis
 Position description
 Person specification
 Selection criteria/competency requirements
 Specialists and outsourcing
 Advertising
Determining future human resources needs
Forecasting future work requirements involves identifying the type of work that will need
to be performed to meet future organisational goals and how it will be performed must
be considered.
Inputs to identifying future work requirements for the organisation include business
plans, vision and the current workforce profile including competency levels, composition
and numbers.
Techniques for forecasting future workforce needs can include:
 Small group facilitated discussion which enables anecdotal evidence to be

obtained
 Employee surveys of intentions to help predict likely outcomes and identify
impending changes
 The Delphi technique which draws together subject matter experts and engages
them in assessing likely impacts
 Force field analysis to identify forces that promote and resist change
 Scenario planning with narrative statements of possible futures for the
organisation

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Key questions to explore when understanding future work requirements can

include:
 What type of work will be done in the future?

 How will this new work be performed?
 How does this work differ from current work requirements?
 What work/ job roles/ positions will be critical to the organisation in the future?
 How will jobs and workload change as a result of future technological
advancements, economic, social and political conditions?
 How will the organisation need to be structured to support future work
requirements?
 How will divisions, work units, and jobs be designed?
 How will work flow into each part of the organisation?
 What will be done with it?
 What will be the reporting relationships?
Workforce planning is a vital part of the strategic management process and it

involves:
 Identifying future workforce needs including required skills, knowledge and
expertise
 Developing priorities
 Establishing cross-links between the organisation’s strategic plans and the
operational plans
 Analysing current staff numbers and capabilities
 Analysing available projected funding levels
 Identifying the gap between current and future workforce needs

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9. Learner Activity – Identify HR needs
Consider your organisation or an organisation you are familiar with. You are dealing
with HR tasks in that organisation and assume you have been given the task to identify
the organisation’s future HR needs.
Based on the information provided on the previous pages, explain how you would go
about identifying future HR needs.
The below questions can help you in completing the task:
 Whom would you consult with?

 Which techniques could you use?
 What questions would you ask?
 What factors would you consider?

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Recruitment process overview
Recruitment is searching for and collecting a pool of potential candidates who meet
organisational and human resources needs. It also involved choosing the methods of
advertising and the process of accepting and managing applications.
All organisation aim to recruit the best available candidate who meets their selection
criteria, competencies, needs, values and future directions of the organisation.
Poor recruitment decisions can result in:

 New employee leaves shortly after starting job
 Increased staff turnover
 Money and time spend on recruitment is lost
 Decrease in staff morale while increase in staff stress levels
 Possible negative affect on organisation’s reputation
Recruitment process
Recruitment is not a simple case of placing an advertisement in the newspaper; it

involves several sequential steps from conducting a job analysis on the vacant position to
deciding recruitment option.

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When you are dealing with managing the recruitment process you need to be aware of
the factors that affect it.
Organisational
policy
Current labour Organisational

market procedure
Personnel
Opportunity for
skills &
promotion
Factors knowledge
affecting
recruitment
Opportunity for
Available
learning &
budget
development
Allotment:
Reputation of sessional,
organisation part-time,
casual work
The recruitment process must be managed in a very thorough manner to achieve the
objectives of HR planning and to ensure on organisation’s continuous growth and
productivity.
It needs to be monitored and evaluated in accordance with current organisational policy
and relevant legislation.

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Training and support

Staff involved in recruitment must be properly trained in order to be able to perform
certain tasks associated with the recruitment process.
The below example outlines the training requirements for different personnel involved in
recruitment:
Personnel Tasks Training and support required
Supervisor Position analysis  Instruction on how to conduct

Managers position analysis
Executive managers  How to determine HR needs
Recently hired staff  How to complete job analysis form
Experienced staff  How to use checklist for monitoring
procedures
Selection committee/ Position description  Instruction on how to write position
panel: descriptions, selection criteria etc.
Manager  Knowledge of relevant legislation
Supervisor  How to use position description form
WHS representative  Database with key purpose
statements, job descriptions and
Experienced employee
selection criteria
Team leader
 Checklists for monitoring procedures
Manager Advertising  Instruction on how to write

HR department advertisements
Online advertising  Advertisement templates
personnel  Checklist for monitoring procedure
Editors
Selection Receive application  Instruction on reviewing and collating

committee/panel: and queries application

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Admin staff  Instructions on how to handle queries
Position analysis
Position analysis is an investigation into the mechanics of a position, breaking it down

technically so that its component parts and requirements can be identified, understood
and documented.
It’s a process by which jobs are studied to determine what tasks and responsibilities they
contain, their relationship to other jobs, the conditions under which work is performed
and the personal qualities required for its satisfactory completion.
When a vacant position has been identified, it is the best time to conduct a position or
job analysis.
It can assist in deciding whether the position is still needed, identifying the gaps in skills,
knowledge and personal attributes and implementing changes to accommodate new
directions, technology, legislation etc.
When analysing a position, you must consider:

 Future direction and resources of organisation
 Resources needed to achieve objectives and targets
 Overall staffing needs
 Role changes and developments
 Knowledge, skills, attributes, and competencies
 Alternative options to filling the position
 Budget constraints.
Position description
Position analysis is followed by a position description. It is a comprehensive statement in

which the HR or department manager defines the position’s duties, responsibilities, level
of authority etc.
Position description is required for recruitment so that applicants can understand
responsibilities of the position.
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It is also used as the basis for an advertisement and it normally forms part of the
employee contract.
The following elements generally feature in most job descriptions:

 The position title
 The position’s reference number
 The position’s employment status (temporary or permanent)
 The relevant award or workplace agreement
 Key responsibilities, duties and tasks
 The salary range
 An overview of the organisation
 Where the job is physically located
 Where the position is located within the organisation
 Purpose/objectives of the role
 Selection criteria – profile of the skills essential and desirable for the job role
Guidelines for writing Job Descriptions

Some important guidelines for the preparation of the job descriptions are as follows:
 Be Clear – the description of the objective, responsibilities and duties must be
clear and concise.
 Be Specific – do not write lengthy and elaborate sentences that tend to confuse
more than clarity. Use action words such as analyse, plan, supervise, communicate
and organise to get the points across.
 Indicate scope – define the exact nature of the tasks to be performed and the
extent of each one. Clearly define each role and the extent of supervision and
intended authority or chain of command.
 Be brief – brief accurate statements tend to go directly to the point. Do not
exaggerate.
 Review – make sure that the content of the job description fulfils the
requirements of the job. If not sure, check and compare with job analysis.
 Update when necessary – do not throw the job description in a drawer when
completed but create a computer template and update whenever conditions or
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situations change. Job description should be part of the supporting

documentation in the Skills Inventory or Personnel databases.
Person specification
The person specification, sometimes called a personal profile, identifies precise personal
attributes required to perform tasks satisfactorily. It is more flexible than a job
description and it can help develop future training and development plans for the
employee.
The person specification should contain important elements including:

 Essential professional or industrial experience – past and present
 Essential skills including supervisory and managerial
 Essential academic qualifications including degrees, diplomas or certificates
 Personal attributes, for example ambitious, bright and confident
 Presentation, for example sharp dresser and well-groomed
 Ability to work with people and team player
Selection criteria/competency requirements
Selection criteria, sometimes called key selection criteria, describes what skills and
experience the successful candidate will require to complete a job, therefore is a vital
component of any job description or person specification.
To ensure that selection procedures are in accordance with organisational policy and
legal requirements successful applicant must be selected based on merit if he/she meets
the selection criteria.
Key selection criteria can be further categorised as ‘essential’ and ‘desirable’ criteria and
typically includes:
 Skills
 Aptitudes
 Knowledge

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 Attributes
 Experience
 Demonstrated or potential abilities.
Most recruitment and selection processes are based on the selection criteria, as the
below diagram demonstrates:
Application
form
Selection Interview
decision questions
Selection
Rating criteria
Referee
after
checking
interview
Selection Background
tests checks
Article
The below article published by the Southern Cross university outlines how to develop key
selection criteria.
http://scu.edu.au/admin/hr/index.php/109

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10. Learner Activity – The ’right’ people
Watch the video ‘BSBHRM506A: The 'Right' people on IBSA’s YouTube channel at
https://www.youtube.com/watch?v=KQTBxuBM6fM.
Answer the following questions.

1. According to Martin Delay, what behavioural indicators was Virgin Blue looking for
when they began recruiting cabin crew personnel in Australia?
2. “We recruit for attitude and we train the rest…” – what does Martin Delay mean by
this statement?
3. What are the two key characteristics Mr Daley says companies should join together
in order to be successful?

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Selection panels
In some organisations selection panel or committee is established in the recruitment

process.
The interview panel will include internal employees whose job is closely related to the
position they are interviewing for. The panel composition will also be determined by
the level of seniority of the position.
The members of the selection panel may be involved in writing job descriptions,
competency requirements and advertisements, pre-screening, short-listing and
conducting interviews.
Internal and external recruitment options
Recruitment may occur internally or externally, both have their pros and cons. Whether
you recruit internally or externally, or both, may be influenced or determined by many
factors including company policies, the particular role, budget, labour market and
environmental factors.
Internal recruitment options External recruitment options

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 promotions  professional organisations

 transfers from other departments  recruitment agencies
 vacancy bulletins, ads on intranet  private consultants and specialists
 human resource database  labour leasing and contracting
 employee/employer referrals companies
 former staff members  online recruiting
 positions merger.  international recruiting
 advertising – online, TV, radio, and
print
 educational institutions.
Specialists and outsourcing
Organisations have the option of outsourcing a function or a service to external

specialists such as:
 Recruitment agencies  Vocational psychologists

 Writers who specialise in job  Remuneration specialists
description  Professional risk management
 Competency profilers services
 Agencies who run security checks
Specialists could be necessary when the responsible officer does not have time to
manage the recruitment and selection process or, when attempts to fill a vacant post
have been unsuccessful.
Contractors can be located via the internet or alternatively, the business could have a
preferred provider list stored in a central location or on a shared directory electronically.
If specialists are required to assist with the recruitment and selection process, the
contractor has to comply with the policy and legislation relating to the advertising of
vacant positions.

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Short-term or long-term outsourcing
We may differentiate between short-term and long-term outsourcing.
Short-term outsourcing is used for services that are not necessarily required on ongoing
basis, such as recruitment specialists who conduct salary reviews or job analysis when the
need arises.
Long-term outsourcing could be used for contracting a recruitment agency to conduct

an organisation’s overall recruitment activities, which is usually done on an ongoing basis.
The reason for involving a recruitment agency is that such agencies have a broader
network of potential candidates and have the necessary experience and skills to conduct
this activity effectively.
Factors to consider when sourcing a specialist could include:

 Cost per service provided
 Reputation or past experience
 Availability of relevant tests
 Accreditation or professional membership details
 Guarantees
 Ability to provide the required service within a particular timeframe
 Knowledge and/or prior compliance with legislative requirements awareness of
policy and/or procedure
 Understanding of the position and/or person requirements
 Testimonials

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11. Learner Activity – Specialists and Outsourcing
1. Research and create a list of external recruitment options and specialists that might
be utilised when recruiting candidates for the following positions:
 CEO of an international organisation
 An IT advisor (contractor)
 Customer service representative (permanent part-time)
 Admin support (temporary)
 Registered nurse (permanent full-time)
 Sales advisor (1 year contract)
2. Once you have completed the above task, determine whether you would contract
these agencies on a short-term or long-time basis and justify your answers.
Advertising
Advertising internally or external is often used as a way of contacting the idest audience
possible.
Method of advertising
 Local, state and national newspapers
 Association and industry publications
 Organisation and industry-related websites
 Business and management journals
 Web-based employment search engines

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 Employment network providers

 Word of mouth.
The Internet has become a major recruitment tool in Australia for advertising vacant
positions
 Commercial sites, such as www.seek.com.au and www.monster.com.au
 Recruitment agencies websites
 The Australian Commonwealth job site at www.jobsearch.gov.au
 Newspaper websites
 Commercial site run by Fairfax at www.career.com.au
 An organisation's own website
When advertising a job vacancy, you must ensure that the advertisement complies with
the Australian Human Rights Commission Act 1986 and anti-discrimination legislation.
It is unlawful to discriminate on the basis of:
 Political or religious belief or activity

 Sex
 Parental or carer status
 Pregnancy
 Physical features
 Race
 Disability
 Age
 Sexual orientation
 Marital status

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12. Learner Activity – Job advertisements
Collect three different job advertisements for similar roles from three different sources:
 A newspaper ad
 A job ad posted on www.seek.com.au
 A job ad posted on the company’s website
 Attach job ads to your learner activity.

 Compare the three different job ads in terms of structure, content and language and
summarise your findings.
 Check advertisements for compliance with relevant legislation as well.

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Chapter 4 – Selection process
 Overview of selection process

 Screening methods
 Selection techniques
 Interview preparation
 Selection decision
 Post-selection strategies and procedures
Overview of selection process
Finding the best candidate for a position requires a thorough selection process
implemented by skilled personnel and supported by well-designed organisational
selection policy and procedure.
Personnel involved in the selection process require the following knowledge and skills:
 Screening potential candidate
 Short-listing
 Interviewing techniques
 Knowledge of relevant legislation
Selection process

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Who does what in the selection process?

A selection process involved a variety of personnel and tasks which are listed in the
below table.
Personnel Tasks
GM, CEO, Executive  Develop selection policy and procedure

Manager, key  Consult with relevant managers and supervisor
stakeholders  Authorise position procedure
Managers  Provide leadership and oversee selection process

 Establish selection panel
 Work with external; specialists
 Respond to unsuccessful candidates
 Consult with supervisor and HR personnel
 Wrote and review selection objectives
 May be on selection panel
 Facilitate training
 Oversee monitoring and evaluating process
 Ensure compliance with policy and procedure
Selection committee/  Write job descriptions/selection criteria

panel  Shortlist application
 Screen resumes
 Interview candidates
 Select successful applicants
 Conduct reference checks
 Respond to unsuccessful applicants
Administration staff  Receive and collate applications

 Redirect query calls
Department/team  Answer query calls

leaders  On selection panel
Specialists Testing: Psychometric, Aptitude, Medical, other

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Assessment centres
Selection committee/panel
A selection committee/panel is responsible to assess the candidate and to make a

decision as to whom they select for the position.
The panel composition can be determined by the level and seniority of the position. It
should be set by following organisational guidelines:
 An interview panel needs to consist of an odd number of people, so votes cannot
be deadlocked, but a large panel can be unwieldy and intimidating for applicants.
The ideal size seems to be 3 people, though panels of 5 may be used for more
senior appointments.
 At least one, if not all, members of the panel should be trained in selection and
interviewing techniques.
 At least one member should be female.
 If the organisation employs members of minority groups, it is helpful if a

representative is on the panel, but only if they meet the other criteria.
 It is certainly useful to involve the direct supervisor of the position being selected
for in the process and preferably on the interview panel.
13. Learner Activity – Selection process
Find and read a copy of a selection process from an organisation of your choice. You
may compare it to the process described at the beginning of this chapter (page 42) and
note any differences.
Adapt and re-write the process to suit a small business operation, such as a café that
employs only eight workers.

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 It is useful to have one panel member who is not directly involved with the
position selected for, generally a human resources representative
 A chairperson is in charge of the selection committee.
Screening methods
Screening provides an opportunity to reject the unsuitable candidates at the early stage
of the selection process. Most popular forms of screening are the following:
 Application form (Resume)
 Telephone Q&A
 Online filter systems
Application forms
Application forms are designed to provide employers with the essential information
about an applicant. The efficient application forms are designed in a way that assessors
(members of selection panel) can quickly screen and decide whether an applicant meets
the selection criteria possessing the required skills, knowledge and experience.
All applicants must be informed on the required document to be submitted with the
application form, such as proof of qualifications, cover letter and/or Resume. Therefore
application forms are useful means of ensuring that all relevant information is obtained
from the applicant.
They are also useful in that they allow you to directly compare applicants in specific areas.
You should provide an acknowledgement section on the application form which states
that the information provided is true and accurate and also gives permission for
reference checking.
A privacy statement should also be part of the application forms the company explains
how it handles private information and data. The applicant must acknowledge the privacy
statement giving consent to use data.
Telephone screening
Preliminary screening can be conducted over the phone in order to speak to the
applicant and gain an early impression. It is especially beneficial when you receive too
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many applications from candidates who meet both essential and desirable criteria and
you cannot afford to interview everyone personally.
Telephone screening may involve the following:

 Asking some informal interview questions
 Seeking clarification about some points in the candidate’s application or Resume
 Advise the applicant about some aspects of the job and ask if they are still
interested
Short-listing
Short listing is a filtering process that provides you with a list of suitable candidates that
will move to the next stage of the recruitment process, which is normally a face-to-face
interview.
Decisions at this stage must be solely made based on the job criteria, and objective
person specifications, such as qualifications and previous experience.
Applicant documentation should be divided up into categories of those that fit the
essential and desirable job criteria, those who do not fit the criteria at all and those that
fit only the essential criteria.
Applicants that do not meet the criteria are excluded from the process and should be
informed immediately.
Shortlist procedure
1. Read advertisement.
2. Design table to assess qualifications and key selection criteria (KSC).
YES MAYBE NO

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Those applicants who Those applicant who Those applicant who do not
meet both essential only meet the essential meet the essential criteria
and desirable criteria criteria
3. Read all applications and complete the table.

4. Assign yes, no, and maybe piles.
5. Revise and finalise piles
Selection technique
Selection techniques generally include:

 Testing (including demonstration)
 Interview
 Demonstration
 Presentation
Testing
Testing may be conducted by the organisation to determine physical capability, aptitude

and skills or psychological potential and capability. Tests are generally conducted by
external specialist (medical specialist, psychotherapist etc.) as most organisations do not
have the capacities or the personnel required to conduct them.
Test Capabilities assessed
Medical  Current health status

 Physical capabilities
Aptitude and skills  Numerical ability

 Computer skills
 Mechanical competency
 Verbal reasoning
 Spatial skills
Psychological potential  Personality test

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 Intelligence
Not all organisations conduct tests, as they can be costly and time consuming and not
suited for all selection requirements.
Interviews
The interview is probably the most common selection technique. Interviews generally
follow a format of questions and answers process, however there are many variations
in terms of attendees and format.
Types of interviews formats
Group interview Two or more interviewers conduct interviews with several

candidates. Group questions, tasks and problem-solving activities
are used to determine teamwork and leadership skills.
Single interview It is conducted one-on-one between the hiring manager and the
candidate.
Panel interview One candidate is interviewed by a group of interviewers, including

the hiring manager, supervisor or even HR manager.
Series interview Conducted over a series of interviews, each by a different

interviewer.
Article
The following article describes and explains several types of job interviews:
http://jobsearch.about.com/od/jobinterviewtypes/tp/jobinterviewtypes.htm
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Behavioural interviewing technique
Behavioural interview questions focus on facts and behaviours. They are concerned with
finding out about the applicant’s knowledge, skills and experience. They ask for past
experience to determine likely future performance; use past behaviour as the best
predictor of future behaviour.
Behavioural interview questions are generally open questions so the candidate dos most
of the talking.
Article
In order to get a better understanding on behavioural interviews, please read the

following article:
http://www.calhr.ca.gov/Training/pages/performance-management-behavioral-
interviewing.aspx
14. Learner Activity – Behavioural interview
Conduct and Internet research and list behavioural interview questions suited for your
industry.

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Find out what the ‘halo/horn effect’ means with regards to interviews.
Relevant legislation
The selection process must comply with relevant legislation, e.g. anti-discrimination, fair
work, equal opportunity legislation and privacy.
It is important that such legislation is complied with to ensure that jobs are filled by the
best person regardless of gender, marital status, disability, religion, race, colour or
ethnicity.
Furthermore following such legislation ensures the recruitment process is equal for each
candidate; if you ask certain questions only of candidates of a certain gender or
background, then you are probably breaking the law.
 How to ensure compliance?
 Job selection must be based on merit
 Process must be equitable, transparent and fair
 Confidential information must be protected
 Results of tests, interviews, presentations must be made available to the candidate
 Discrimination of any sort must not be tolerated

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Interview preparation
Interview preparation is crucial for the smooth, effective process; you may use checklists
to monitor the procedure and documentation.
What needs to be done?
Interview elements Requirements
Selection panel  Members of panel trained in interviewing techniques

 Roles of panel established
 Members have read job descriptions and applications
Interview schedule  Interviews timed

 Adequate breaks between the interview to allow time for
recording notes, re-reading application and discussing
Physical setting  Room booked

 Adequately ventilated - heated or cooled
 Interview room should be tidy
 Lighting and seating should be comfortable
 No noise or interruptions
 Multimedia equipment provided if necessary
 Refreshments i.e. water, tea or coffee
Documentation Ensure all documentation required is prepared:

 Position description
 Standard interview questions
 Application forms, resumes
 Reference check template
 Checklist for documentation
 Interview assessment table if necessary
Special needs  Interpreter

 Accommodating candidates with physical/intellectual
disability

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Interview tips for interviewers

 Interviewing is a two-way process.
 Good interviews = 80% listening and 20% talking.
 Behavioural interview training is essential.
 Read all applications beforehand.
 All questions must link to the available position.
 Know the selection criteria well.
 Be consistent when questioning all applicants.
 Rephrase discriminatory comments.
 Always write notes about applicant.
Basic panel interview procedure
1. Chairperson greets the applicant and outlines parameters.

2. Panel asks the applicant questions.
3. Applicant asks the panel questions.
4. Applicant completes any required paperwork.
5. Chairperson advises the applicant about the process and closes the interview.
6. Panel thanks the applicant for attending.
7. Panel completes a interview assessment (written, e.g. form, notes and/or
discussion).

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Selection decision
Poor selection decision can result in loss of time and money for the organisation, as well
as stress, decreased staff morale and damaged reputation.
 When deciding on the best candidate you need to consider the following:
 How does the applicant meet the selection criteria?
 Does the applicant fit in the organisation?
 Can the applicant do the job or has the potential to be able to do it?
 Will the applicant fit into the existing team?
 Will the applicant continue to develop?
Monitoring and evaluation tools
 Checklists
 Recorded notes
 Follow-up conversations with trainees by phone, skype, or face-to-face
 Observation – direct and indirect – feedback
 Online completed tests and forms
 Review and appraisal.
 Surveys and polls
 Official forms
 Oral/written feedback
 Self-reflection and reporting
 Training records to monitor completed training.
To provide transparency in the selection process, a selection report including candidate

recommendation can be prepared.
Applicants should be rated based on the written application, performance at the
interview, referee checks, essential and desirable criteria matching and any further
evidence.
Each selection panel member should form their own ranking and a unanimous decision
made in regards to the appointment.
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Selection procedure
1. Interview each applicant and take notes

2. Review notes and discuss after ach 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
Post selection and procedures
Once the selection has been made and approved by the relevant authorities a job offer
should be made.
This may involve:

 Reference checks
 Verbal job offer
 Written offer
 A contract
 Orientation/induction
Reference checks
Reference checks are an essential part of the selection process as they can provide more
information about the applicant. There is a need to confirm that the details the applicant
has provided are correct and that there were no problems with the previous employment,
which could impact on their ability to do the job.
Reference checks protect an organisation from a potentially costly mistake and while
they can take some time to do are worth the effort for the additional information and
peace of mind.

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Reference checks are normally conducted by the manager and they follow a script that
includes:
 Obtain applicant’s permission
 Introduction of self, position, organisation
 Reason for calling (observe confidentiality)
 Questions to gain factual information about applicant’s skills, knowledge,
competencies
Reference checks need to be recorded and filed with the rest of the documentation used
in the selection process.
Job offer
Job offers can be done verbally or in writing.
Verbal job offer
Once the decision to employ has been finalised, the successful candidate must be
advised as soon as possible. This is usually done by telephone and, unless the offer is
conditional on medical or security checks for instance, employment documentation and
salary details must be provided to the successful candidate as soon as possible.
If the offer is conditional and the job offer will be finalised only if certain criteria are met,
after which time the letter of offer can be provided.
A verbal offer of employment usually occurs when the relevant manager or executive
makes contact with the preferred candidate and informs them of the job offer, subject to
relevant terms and conditions, such as:
 Classifications, salary and status

 Salary package details
 Commencement date
 Relocation budget/costs if applicable
 Clarified position including title and responsibilities
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 Probation period
 Other terms and conditions specific to the other organisation
15. Learner Activity – Advise successful candidate
Imagine that you have to advise a successful candidate on the phone about the positive
outcome of the selection process for her/him.
Before you make the call you prepare what you are going to say in order not to forget
anything important.
What notes are you preparing for the call?

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Written job offer
The job offer letter confirms the verbal agreements and generally, the candidate has
indicated that he or she will accept the position, under the stated terms, prior to the
drafting of the letter.
The position acceptance should be considered as tentative until the offer letter and the
confidentiality agreement if necessary, are signed.
A job offer letter could include:
 the title of the position offered  information about leave entitlements

 information about who the position  details about expenses
will report to  start date and work schedule
 conditions of the offer  clarification about how the offer
 a job description should be formally accepted or
 base salary and information about rejected
how the income and tax will be paid  acknowledgments of other
 bonus provisions agreements
 information about other benefits  signatures and position titles of the
person/s making the offer
 details about stock options

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16. Learner Activity – Employing staff templates
On the below link you find different templates that you may use in the selection
process, when employing.
https://www.fairwork.gov.au/how-we-will-help/templates-and-guides#employ
Review and list the templates provided for further reference and use:
Response to unsuccessful candidates
If the offer is accepted, those candidates who are unsuccessful must be informed as soon
as possible and this can be done in writing with an invitation included to seek feedback.
This also gives the applicant the opportunity to contact the organisation to gather
feedback in regards to why their application was unsuccessful so they can refine their
application approach for future job applications and or interviews they will undertake.
Only after an offer for employment has been accepted and confirmed in writing should
other applicants be notified.
Send a letter thanking the applicant for their interest in the position and your
organisation. As a courtesy to the applicants, most employers send letters even to those
applicants who did not fit the selection criteria.
The letter should say as little as possible, but be polite and thank the applicant for his or
her interest in the job advertisement and the organisation. The letter should be polite
and positive and wishing them well in their future endeavours.
Those applicants who reached the final interview phase should also be contacted on the
phone. A nominated panel member can make themselves available to provide
constructive feedback and advice, this is especially important for internal applicants.
Important rule: never tell unsuccessful applicant who got the job!
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17. Learner Activity – Advise unsuccessful candidate
Using the template provided at the Fair Work website provided in the previous activity,
create a notice to an unsuccessful candidate.
Complete the template and submit it in a separate document.

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Chapter 5 – Manage induction process
 Induction process overview

 Induction personnel and tasks
 Induction program content
 Induction kit
Induction process overview
Induction is an ongoing process in organisation and an essential part of HR planning. If

done effectively, it can lead to employee satisfaction and retention. It is the formal
process of introducing new employees to:
 Organisation (including plans, policies and procedures)
 Job role (including responsibilities, expectations, targets)
 Fellow colleagues, peers.
Effective inductions can have many positive effects:
 Create a positive first impression on new employee

 Provide an opportunity to find out more about the new employee
 Establish good working relationship leading to employee retention
 Introduces employee to the organisation background, plan, policies and personnel
 Gives a chance to explain and train on organisational processes, rules and
regulations
 Advice about job role and expectations
 Reduce employees anxiety about the new job, improves confidence
 Reduce time wasted by new employee trying to find all this information out

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Factors that affect induction
Many factors can affect induction as shown below:
Time
Training Need for
method & external
tools used specialists
Personnel
Induction
knowledg
kit
e & skills
Factors
Quality & that affect
relevance induction
of process Budget
program
content
Organisati
Location
on policy
Organisati
Number of
on
inductees
procedure
Induction policy and procedure
Induction should be documented and supported by a policy and a procedure. The role of
the policy and procedure is to provide a statement of the role of induction, the
responsibilities of different personnel involved and a procedure outlining the activities to
be conducted.

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When developing and induction program, you have to consider the following:
 Available personnel and resources
 Duration of induction period
 General and specific information
 Different methods of delivery
 Induction kit
 Needs of inductees and organisation
 Special needs.
18. Learner Activity – Research Induction
Conduct a research on induction procedures and program content within your

organisation or an organisation of your choice.
You may do the research by asking another students or your trainer about their
induction program at their workplace.
Summarise your finding by outlining the following:
 Duration of induction
 Contents of induction
 Personnel involved
 Number of inductee
 Methods of induction used
 How the induction process is monitored and evaluated
Submit your finding in a separate document.

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Induction process
Develop
Conduct needs Establish induction Write objectives for
organisational
analysis team induction program
induction policy
Design induction
Evaluate induction Deliver indution Develop induction program
program program kit •General and specific
sessions
•Training methods
and tools
•Personnel needed
•Monitoring process
•Relevant
documentation
Induction personnel and tasks
Various personnel from different levels of an organisation may be involved in an

induction process. Induction team may consist of:
 general manager  administration staff – finance section

 HR personnel  marketing/publications
 WHS representative  external specialists
 department head/team leader  internal specialist, e.g. IT department.
 buddy/mentor

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Personnel involved in inductions may require training and support to be able to perform
the following tasks:
Personnel Tasks
General manager/ Speech/presentation about organisation’s history,

Executive member structure, future vision
HR department/ Program development

managers Training and supporting staff
Supervisors Speech/presentation about product, services, clients
WHS representative Presentation on legal WHS policy and organisational

procedures
Line managers/ Tour of department

department head/ team Description of job role, expectations
leader
Mentor/buddy Answer questions about the job role, procedures
Administration staff Induction program organisation e.g. location, logistics,

paperwork
Marketing/ Publication Production of Induction kit

department
Internal specialist (IT) Demonstrate communication network
External specialist Motivational speech

(consultant in the field) Demonstration/instruction in specific procedure or
equipment

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Induction program content
Induction programs vary in duration, location and type, number of inductees, available
resources and budget.
Information included in induction programs usually falls into two categories, general and
specific information.
General information Specific information
 Organisation background, structure,  Job description and objectives

strategic and HR plan and policies  Tasks and responsibilities
 History, product, services, clients, and  Job expectations and targets
competition  Who is who in the team?
 Who’s who? (organisation chart)  Special duties, responsibilities
 Salary advice, agreements, benefits,  Probation information.
superannuation, sick leave, etc.
 Information about organisation policy on
use of email, telephone, illness discipline,
dress code, smoking, holiday
 WHS information.

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Below is an example of a one-day induction session:
9.00–9.30 Informal meet and greet
9.30–10.00 Welcome from GM, background, strategic plan, clients,

competition
10.00–10.30 OHS lecture
10.30–11.30 Morning tea
11.30–12.00 Tour of facilities
12.00–1.00 Lunch
1.00–2.00 Meeting with department head
2.00–2.30 Organisation policy, email, etc.
2.30–3.30 Documentation, salary, agreement, etc.
Video
The following video will provide you useful tips and information on how to
induct/orientate new employees.
https://www.youtube.com/watch?v=jtsPMoM6M1s
Article
For further information on how to design a successful induction training please read the
following article:
http://www.businessballs.com/inductiontrainingchecklist.htm
Page 72 of 78

Page 73 of 78
Induction kit
An induction kit provide takeaway hard copies of important information items.
Documents in the induction kit may include:
 Site maps  Staff directory

 Organisation charts  Policies and procedures
 Job description  Promotional materials
 Staff manuals  Induction process checklist
 Contracts  Vouchers
Monitoring and evaluating induction processes
As part of continuous improvement, monitoring and evaluating is an ongoing process.

Common monitoring and evaluating methods are:
 checklists
 surveys, polls
 observation
 informal discussion - induction team
 evaluation forms
 testing.
19. Learner Activity – Collect feedback on induction
Design an induction evaluation form that you could hand out to the inductees at the
end of the program in order to collect feedback from them?

Page 74 of 78
Probation
Probationary periods help employees and organisations to determine whether they have
made a good decision when signing the employment contract.
During the probation period the employer can closely monitor and assess the employee
to see their suitability for the role, while the employee can also assess the organisation,
its policies, its organisational culture and the job itself.
Useful information about probation:

 It usually begins at induction
 It usually lasts 12 weeks (3 months)
 During probation terms often require monthly or weekly reviews
 Probation requires careful appraisal and provision of written, accurate feedback
 Employees under probation must receive at east minimum entitlements
 It is an opportunity to avoid unfair dismissal
 Employer must provide written notice of termination if the employee does not
pass the probation.
Probation flowchart

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Written contract
Organisational
HR plan states probationary
policy
period
Induction
program outlines
•Probationary
conditions
Regular review/ •Job expectations
Employee retained performance •Description
or terminated appraisal & •Targets (quantifiable)
•Objectives
feedback •Key tasks &
responsibilities
•Competency
requirements
Methods of feedback during probation
New employees must be closely supervised and assessed during probation; this means
regular performance appraisal and feedback. Both written and oral feedback is required.
What should you provide feedback about?

 Job role
 Expectations
 Performance indicators
 Specified targets
 Key tasks and responsibilities
 Areas specifically related to outlined job objectives

Page 76 of 78
20. Learner Activity – Probationary period
Watch the video at the below link and answer the questions that follow.
https://www.youtube.com/watch?v=xJbUbODcafw
 How many percentage of employee are 100% satisfied with the staff they
recruited?
 List a few reasons why employees regret hiring a particular individual.
 How to conduct a probation period properly, according to Graham Boanas?

What advice does he give to business in order to make the most out of
probation?
Chapter Name Element Performance

Criteria
1. Learner Activity – Research strategic plans 1 1.1
2. Learner Activity – Recruitment, Selection and 1 1.2

Appointment policy
3. Learner Activity – Review recruitment policy 1 1.2
4. Learner Activity – Technology options to 1 1.3

improve recruitment process
5. Learner Activity – Relevant legislation to 1 1.2
consider when developing a policy
Page 77 of 78
6. Learner Activity – Obtain support from 1 1.4

managers
7. Learner Activity – Communicate revised 1 1.6
policies and procedures
8. Learner Activity – Training on recruitment 1 1.6, 2.3
policy
9. Learner Activity – Identify HR needs 2 2.1
10. Learner Activity – The ’right’ people 2 2.2
11. Learner Activity – Specialists and Outsourcing 2 2.5
12. Learner Activity – Job advertisements 2 2.4
13. Learner Activity – Selection process 2 2.6
14. Learner Activity – Behavioural interview 2 2.6
15. Learner Activity – Advise successful candidate 2 2.7, 2.8
16. Learner Activity – Employing staff templates 2 2.8
17. Learner Activity – Advise unsuccessful 2 2.7

candidate
18. Learner Activity – Research Induction 3 3.1, 3.2
19. Learner Activity – Collect feedback on 3 3.4

induction
20. Learner Activity – Probationary period 3 3.3

Page 78 of 78

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BSBHRM506 - Manage recruitment, selection and induction

Position analysis ....................................................................................................................................... 36

19. Learner Activity – Collect feedback on induction .......................................................... 74

Managing the ongoing cycle of recruitment, election and induction processes in an

BSBHRM506 - Manage recruitment, selection and induction

In this chapter, the following topics will be covered:

 Recruitment, selection and induction process

Recruitment, selection and induction processes

Regardless whether an organisation is growing, changing or staying the same, its

BSBHRM506 - Manage recruitment, selection and induction

 Vacant/new position  Short-list applicants

Objectives of such policies include:

 Systems and administrative policies to enhance employees to do their jobs

Effective policies cover the following:

BSBHRM506 - Manage recruitment, selection and induction

A process can be defined as a sequence of interdependent and linked procedures that, at

BSBHRM506 - Manage recruitment, selection and induction

1. Learner Activity – Research strategic plans

 Submit your findings in a separate document

General process check

When analysing existing processes, check the following areas:

Factors that affect recruitment, selection and induction process

BSBHRM506 - Manage recruitment, selection and induction

2. Learner Activity – Recruitment, Selection and Appointment policy

 Review Curtin University’s Recruitment, Selection and Appointment policies at:

 Summarise the policy in a separate document

BSBHRM506 - Manage recruitment, selection and induction

3. Learner Activity – Review recruitment policy

BSBHRM506 - Manage recruitment, selection and induction

The pyramid visually represents the hierarchy of

BSBHRM506 - Manage recruitment, selection and induction

 Undeveloped or lack of current HR plan and policies

Technology options to improve the recruitment and selection process

These products include technology solutions that can:

 Requisite workflow approval  Create and post job

BSBHRM506 - Manage recruitment, selection and induction

What needs to be considered when implementing a new technology?

 How effective and/or efficient the new technology is?

4. Learner Activity – Technology options to improve recruitment process

Please summarise your findings below.

BSBHRM506 - Manage recruitment, selection and induction

All policies and procedures must comply with relevant legislation.

 Australian Human Rights Commission Act 1986

BSBHRM506 - Manage recruitment, selection and induction

BSBHRM506 - Manage recruitment, selection and induction

Equal Employment Opportunity target groups may include:

5. Learner Activity – Relevant legislation to consider when developing a policy

BSBHRM506 - Manage recruitment, selection and induction

Obtain support for policies and procedures from senior managers

To obtain the support of managers a document must be presented to the responsible

 the objectives of the policy

6. Learner Activity – Obtain support from managers

Consider your organisation or an organisation that you are familiar with.

 If you were to revise your organisation’s recruitment, selection and induction

 Submit your answers in a separate document.

BSBHRM506 - Manage recruitment, selection and induction

Trialling forms and documents and making necessary adjustments

Guidelines when you are trialling forms:

 All forms in your organisation should be reviewed on a regular basis to ensure

BSBHRM506 - Manage recruitment, selection and induction

Communicating and explaining policies and procedures