leadership
hahaz07
BSBHRM405PPSlidesV224.01.19.pptxBSBHRM405
Support the recruitment, selection and induction of staff
1
Housekeeping
Emergency procedures
Mobiles and security issues
Break times and smoking policy
This course is interactive – ask questions
Practise respect and confidentiality
Ground rules.
2
Objectives
Know how to plan for recruitment
Discover how to plan for selection
Understand how to support selection process
Learn how to induct successful candidate
Gain the skills and knowledge required for this unit
Plan for recruitment
1.1 Obtain approval to fill position, clarify time lines and requirement for appointment
4
Getting it right
Get it right the first time
Do not take second best, if the first choice is no longer available
Provide sufficient time.
Things to consider: time
Strategic goals and operational plans to address Human Resources (HR)
Skills, experience and knowledge of the labour market in your field.
Preparation
Processing
Candidate working out their resignation
Organisational policy and procedure
Historical records.
Activity 1A
7
Plan for recruitment
1.2 Assist in preparing job descriptions that accurately reflect the role requirements, according to organisational policies and procedures, legislation, codes, national standards and work health and safety (WHS) considerations
8
What is a job description?
Assists you in determining the key responsibilities, objectives and tasks of a job
Must be clear and concise
Contains selection criteria which tells the prospective candidates what they need to know.
Selection criteria
Job title and description
Job purpose and specifications required
Reporting structure
Necessary skills and knowledge
Tasks or duties associated with the position
Attributes and competencies required, etc
Primary duties,
Qualifications
Experience and expertise.
To write a job description
Consult
Reflect
Prioritise
Keep it current.
Job description should include:
Position profile
Position summary
Selection criteria
Legislation.
Legislation relating to Human Resources (HR) in Australia
Workplace Health and Safety (WHS) legislation
Anti-discrimination legislation
Fair Work Act
Regulations
Codes of practice
Awards and enterprise agreements
Professional associations
Standards.
Activity 1B
14
Plan for recruitment
1.3 Consult with relevant personnel about job descriptions and workforce strategy
15
Consult with staff about job description
The best responses are obtained from employees who already do the job
Consider organisational procedures
Refer to expert personnel.
Decisions must include:
Legislation, and how it will impact on the interview
process.
For decisions to be relevant, consider:
Company policies
Industry practices
Licensing requirements
Industry awards and codes
Workplace agreements
Job specifications
State and federal legislation such as Equal Employment Opportunity (EEO) and WHS.
Activity 1C
19
Plan for recruitment
1.4 Assist in ensuring that job descriptions comply with legislative requirements and reflect the organisation's requirements for a diverse workforce
20
Legislation is law and includes the legal system
Commonwealth government
State/territory government
Local government.
A closer look at the law
WHS legislation
Anti-discrimination, including:
Unlawful discrimination
Unlawful harassment
Workplace bullying
Privacy legislation.
Privacy
Privacy is:
Personal information
Privacy is not:
Confidentiality
Secrecy
Freedom of information.
Activity 1D
24
Plan for recruitment
1.5 Obtain approvals to advertise position
25
Approval may be:
Internal
External.
Approval for internal positions may include:
Displaced employees
To transfer or give raise
Job sharing
Retrenched workers.
Activity 1E
28
Plan for selection
2.1 Choose appropriate channels and technology to advertise vacancies and/or identify potential talent pool
29
Appropriate channels include:
Government job search agencies
Industry-specific websites and journals
Internal communications, such as newsletters, intranet and emails
Newspaper advertisements.
Activity 2A
31
Plan for selection
2.2 Advertise vacancies for staffing requirements according to organisational policies and procedures
32
Preparing an advertisement
The advertising policy will outline the process of advertising in your organisation
The position you are advertising
The intended audience
The applicant pool
Legislative requirements
Timeline to prepare and advertise the position.
Advertising may include:
Outsourcing
Refers to organisations that offer services including the advertising and recruitment of staff
Enhances the effectiveness of the organisation
Improves credibility of the organisation
Enhances the skills, expertise and knowledge of the employees
Obtain access to the provider’s networks
Reduces costs.
To find a superior external provider:
Plan initiatives
Explore the impact of the provider on the organisations strategic plan
Analyse costs, performance, risks and pricing
Selecting providers that meet your needs
Examine how the relationship will be managed
Explore the reasons why you should not outsource.
Good advertisements have:
Title position
Where the job is and who is it replacing
Salary level
Supervisor/manager’s name and telephone number or extension
Details of the selection panel.
Successful advertisements should:
Be clear and specific to ensure relevant applications apply for the position
Use bullet points and bold text
Make the advertisement about the reader
Use the word ‘you’ to connect to the reader.
Make your voice active
Advertise where you will have the best reach
Be short and simple,
Activity 2B
39
Plan for selection
2.3 Consult with relevant personnel to convene selection panel and to develop interview questions
40
Consult with:
The HR officer
The HR consultant from the external provider
The supervisor/manager of the division or department which you seek to employ a new staff member for.
The HR Department provides advice on:
Legislation
Panel members.
Panels may have members who ensure that the panel:
Does not discriminate
Does not breach privacy legislation
Does not breach confidentiality
Follow organisational policies and procedures.
Responsibilities of panel members may be to:
Shortlist applicants
Reference check
Participate in the interview process.
Activity 2C
45
Plan for selection
2.4 Assist in ensuring that interview questions comply with legislative requirements
46
Good interviews
Are conducted in a comfortable environment
Have questions posed that do not create stress
Explore discrepancies and gaps
Have panels that check assumptions and biases
Clarify what the applicant needs to carry out for the job.
Staff should be trained to:
Maintain control of the interview
Listen and evaluate what is being said and how it is expressed
Be professional but friendly enough to encourage the applicant to relax and present the best possible image.
Ask yourself the following questions:
What are the objectives of the interview?
What do I need to cover during the interview?
How long should the interview be?
What sequence will the interview follow?
What information should I get from the candidate?
What information should I provide to the candidate?
Do you want an interview panel?
An interview plan
Do not breach these laws
Anti-discrimination laws
Confidentiality laws
WHS laws.
Interview questions
Other types of questions
General questions
Specific questions about the job
Behavioural questions.
Use the STAR method
Specific – specific details about a situation or task
Task – say what led to the situation or task
Action taken – discuss what you did and who was involved
Result – communicate the result or outcome.
Questions to avoid
It is discriminatory and illegal to ask questions relating to an applicant’s age, sex, sexual preference, religion, cultural and social views. Your job is to ensure that the candidate has the skills to do the job, not their personal preferences.
It is illegal to discriminate against a person due to a disability unless the disability would interfere with the job being performed safely.
Things to consider
Whether you would put yourself in their position.
Would you be comfortable answering a question that you intend to pose?
Can a question legally be defended?
Are the questions being posed directly related to the job?
Does a question have to be asked?
Activity 2D
57
Plan for selection
2.5 Assist in short-listing applicants
58
Shortlist applicants
Be open so you do not leave the company open to claims of discrimination
Should be matched to selection criteria,
Matching skills may include:
Critical skills
Identifying gaps in information from the resume to the selection criteria
Soft skills including team work, knowledge of their sector, experience managing and training staff
Desired qualities can include specific applicants that demonstrate a certain personality trait.
Personality traits assumptions
Traits are stable over time ‒ this assumes that even though behaviour varies from time to time, an individual’s true nature stays consistent.
Traits believed to influence behaviour – if a person automatically breaks into song, we say that they have a happy disposition. Even though these are lay explanations, they at least give you a clear perception of how personalities operate.
Preferred personality traits
Confident
Willing to try different things
Responsive to change
Able to work autonomously and/or as part of a team.
Personality traits will vary
If you require assistance in your assessment of applicants, use a scoring or rating system.
For example: where “5” is rated as having the qualification and “1” for those that don’t.
Assess candidates against each criteria in which totals emerge
Those with the highest scores should be considered for interviews.
Check resumes
Achievements and awards
Reasons for changes of employment, i.e. skills development, career planning
Years of experience – at times, these can be misleading as many people may only have learned one set of tasks, while others learn more in a year than some do over ten years.
Gaps in employment history should be explored during the interview process.
Short-listing record
Activity 2E
66
Plan for selection
2.6 Schedule interviews and advise relevant people of times, dates and venues
67
When inviting applicants to an interview, you should give:
At least one week’s notice
The time of the interview and confirm their availability
How long the interview will take
Location and maps
A date in which applicants need to confirm the interview.
Booking the interview
Introduce yourself and the company
Ask if time to speak is convenient
If time is not, when should I ring back
If they are available, discuss:
Venue
Date and time
Send email with interview information and map to show location of the venue.
Telephone interviews
Aim to narrow down the amount of applicants to those applicants that demonstrate that they cover all of the selection criteria by:
Clarifying the unclear aspects of the candidate’s application; and
Verifying information to ensure that gaps are narrowed.
Activity 2F
71
Support selection process
3.1 Participate in interview process and assess candidates against agreed selection criteria
72
The interview process
You are being interviewed too
The way you compose yourself will leave a lasting impression with your candidates
If you are not experienced in the interview process, reflect on the good and bad interviews and do the good
Be careful ‒ the way in which you ask a question could be perceived as discriminatory.
Before the interview
Prepare
Ensure the candidate is comfortable
Ask the candidate to bring references and any other documentation
Ask if they have any special requirements
Ensure that you make a good first impression.
Prepare for the interview:
Send emails to the panel the day before the interviews so they remember to show at the correct venue
Panel should discuss the meeting process and their roles
Before each applicants, the panel should review the selection criteria
Check the selection criteria match the questions.
Opening the interview:
Follow the interview plan, if you have developed it
Use open body language
Introduce the panel and give a brief description of their role and department
Let the applicant know what will happen during the process
Discuss stages of the interview.
Stages of the interview
Initial
Body
Follow-up
Close of the interview.
Activity 3A
78
Support selection process
3.2 Discuss assessment with other selection panel members
79
After the interview
Send a thank you letter when the interview is complete, by acknowledging their efforts you are making a good impression
Suggest that even if they don’t succeed they may be right for another job
Use scoring or competency ratings designed for the interview
If conflicted you may need to arrange a second interview
Be systematic.
Key stakeholders for the review process are:
Selection panel members
Selection panel chairperson
HR management team
Recruitment services, if applicable.
To avoid confusion, make sure that stakeholders...
Have a clear understanding of what they are looking for and all of the options available
Know the personal qualities, skills and knowledge that each party must demonstrate; and
This means that:
You are clear on the measures that are tested
All instructions are clear.
Activity 3B
83
Support selection process
3.3 Correct any biases or deviations from agreed procedures and negotiate for preferred candidate
84
Straight after the interview
Panel members should each have a turn on their choices.
All interview notes should be classified for each selection criteria.
All interviewers in the panel should discuss each selection criteria for each applicant.
Each rating should be noted by the interviewer.
The overall rating should be noted.
Also
Interviewers take turns reading their criteria ratings and their overall suitability rating.
The interviewers compare and discuss the selection criteria ratings and overall suitability ratings of all of the candidates is made.
Training and development is offered to the candidates.
The interviewer completes any applicable administration tasks.
Reaching a consensus
Express opinions and arguments clearly.
Each party communicates their point of view.
Members review behavioural ratings
Each performance skill is rated
Trainability is considered.
Check applicant fits into existing staff structure
Check candidates have not been discriminated against.
Activity 3C
88
Support selection process
3.4 Contact referees for referee reports
89
Reference checks
Follow the organisations procedures
Obtain permission to contact the referee
Do not ask discriminatory questions
Confirm that confidentiality is essential ‒ the Freedom of Information Act protects referees from reports from the eyes of the applicant.
The candidate and the referee
If a referee refuses to supply a reference, ask the applicant if you can contact:
Clients in other firms
People who have left the organisation
Work associates at the organisation who know their situation.
The telephone call
Introduce yourself
Confirm that you have the correct person
Make sure that the person is free to speak and determine if they are able to serve as a reference
Ensure that they are aware that the call is confidential
Use the application and the candidate’s resume to check that the information is correct
Confirm the candidate’s duties.
Activity 3D
93
Support selection process
3.5 Prepare selection report and make recommendations to senior personnel for appointment
94
Selection report
Information about the position
Application information
Selection methodology
How candidates were short listed
Referee checks
Salary to be offered
The name of people on the selection panel
Feedback
Document checklist.
Purpose of the selection report
The purpose of the selection report is to not only
report a selection panel’s recommendations, it is also
meant to support their decision and demonstrate that
the selection of a staff member was fair and equitable.
Final decision rests on:
The HR manager
The CEO (Chief Executive Officer)
The General Manager (GM).
Feedback
Must be constructive
Should assist in future job applications.
To provide feedback you should:
Arrange a time and place to offer the feedback
Prepare the feedback
Make sure that they understand why they have received the feedback and how it will assist them the next time they apply for a position
Offer strengths, weaknesses and identify areas in which they could improve.
Avoid destructive feedback
Encourage them to apply again.
Activity 3E
100
Support selection process
3.6 Advise unsuccessful candidates of outcomes and respond to any queries
101
Advising unsuccessful applicants
Never tell candidates that they are unsuccessful until
the main candidate has accepted the job offer.
General guidelines for unsuccessful candidates
You need to inform them by telephone or email to let them know that they are unsuccessful.
Let them know that another candidate has been more closely matched to the selection criteria and that they have accepted the position.
Thank the candidate for taking the time to apply and wish them well for all their future endeavours.
Activity 3F
104
Support selection process
3.7 Secure preferred candidate's agreement
105
Rejection
Delay of offer
Salary negotiation.
Securing the applicant
Do not delay ‒ unforeseen delays can lead to:
The candidate not joining
Loss and cost to your organisation.
Minimising recruitment process delays
Ensure that the job description is up to date
Make sure that the timelines are free
Make sure the person giving the final decision is free to make the decision
Commit to interview dates and make sure that sure everything is prepared on the day
Enhance communication
Make realistic goals.
Breakdown in the salary negotiation
Ascertain what the salary expected is
Pitching the offer
Make the final offer.
Activity 3G
110
Support selection process
3.8 Complete necessary documentation according to organisational procedures, observing confidentiality and privacy requirements
111
Documentation
Curriculum Vitae (CV)
Scans of references or qualifications
Criminal checks
Licenses
Working with children checks
Referee checks
Interview sheets
Selection report
Any letters.
Confidential waste
Is generated and received by businesses every day
Should be shredded and destroyed through contractors with provision to the Privacy Act and in most cases a Certificate of Destruction is generated to protect your organisation from litigation.
Destruction of confidential waste
No records are disposed of without the authorisation of the HR department in relation to personal documentation pertaining to current, past or prospective staff.
Documents are processed and checked to ensure that the correct records are being destroyed.
Once documents have been confirmed, then organisational procedures shall be followed in regards to their destruction.
Destruction continued
These procedures may be:
That confidential files are shredded and placed in appropriate wheelie bin, or other disposal bin with lock and key in a secured location.
A certified document is sent to the organisation confirming that the documentation has been picked up and destroyed.
Activity 3H
116
Induct successful candidate
4.1 Provide successful candidate with employment contract and other documentation
117
Letter of offer includes:
The employee’s name
The nature of the job
Start date.
Other information may include:
The tax file number
Personal information form
Banking details form
Superannuation form
Two original copies of the employment contract.
Why two copies?
One for the applicant
One for the organisation.
Components of the employment contract
Location
Hours of work and responsibilities
Probation period
Compliance
Remuneration
Leave entitlements
Computer abuse
Confidentiality
Termination.
Activity 4A
122
Induct successful candidate
4.2 Advise manager and work team of new appointment
4.3 Advise managers and staff of candidate's starting date and make necessary administrative arrangements for pay and employee record keeping
123
Advise manager and team
Start date
Appropriate departments
Appropriate team members – to improve morale.