NRC RECRUITMENT: TRAINING

Transcription

1 NRC RECRUITMENT: TRAINING Recruitment and Selection Procedure Contents: 1. Procedure with regard to vacancies 1.1 Types of vacancies 2. Recruitment Methods 3. Selection 3.1. Primary Screening 3.2. Documents required 3.3. Interviews: Targeted Selection Introduction Questioning Targeted selection - Behavioral based interview techniques Dimensions/Requirements of the job Candidate information available to the interviewer Closing Rating 3.4. Relevant employee checks 4. Appointment of staff 4.1. Offer 4.2. Probation and Training 4.3. Performance Appraisals 1

2 Recruitment and Selection Procedure. 1. Procedure with regard to vacancies. It is the Policy of the company to promote, as far as possible, the principal of staffing from within. All recruitment decisions needs to be made in a fair and transparent manner, in accordance with job and organizational requirements. Objectives: To ensure that there is fairness in all staffing decisions. To ensure equal employment opportunities. To ensure the company attracts, recruit and retain the right people with the right competencies, at the right time. To ensure that recruitment and selection takes place against defined and set criteria. To facilitate where operationally possible that succession planning is in place. To ensure that the correct administrative processes are followed. To ensure that all new employees are orientated and familiarized with all relevant company benefits. To ensure that all new employees undergo a probationary period in fair and consistent manner. To ensure that recruitment and selection is cost effective. Why: As we strive to be the Leader in renal care we ultimately want to strive to recruit and train finely selected talented, motivated and passionate people. This will enable management to spend more time on customer/patient care and development/retaining of staff, opposed to constantly having to recruit more staff. As manager you will be able to focus on organizational initiatives and coaching new team members rather than restarting the process because of poor selection decisions. In this way: New team members will reach productivity standards quickly. New hires will enjoy their jobs and roles more, and your organization will retain team members for longer periods of time Types of vacancies: a) Permanent position. This includes full time or half time position, as replacement for an employee who has resigned or has been terminated or a new vacancy due to capacity requirements, with the intentions of the position being permanent. b) Temporary position. 2

3 This includes full time or half time positions, as a replacement for an employee who will be out of the system on a temporary basis, e.g. maternity leave, or due to a seasonal increase in work load, with the intentions of the position to exist for a specified period of time only. Temporary employers, usually qualifies for employee benefits. c) Contract position. This includes outsourcing of services (usually mostly specialized) that proves to be a more cost-effective option for the organization and is usually also specified as a certain period of time. Usually, but not always, characterized by the service provider/contractor invoicing the organization for services rendered. Fixed Term contractors usually do not qualify for company benefits. The following documents MUST be submitted to Human Resources: STAFF REQUISITION FORM needs to be completed and signed by the relevant manager. Specification of the position should be included on the requisition form. Capacity Plan for the relevant unit/department should be attached to the requisition form. If the job has not been evaluated previously it should be accompanied by a job description (KPA). This vacancy will then either be declined or approved/signed off by the HR Director/CEO. A vacancy will not be approved without the relevant documentation and therefore will not be filled. 2. Recruitment Methods. Internal recruitment. Once approved the position will be advertised internally by Human Resources- via (it is the relevant unit/ departments responsibility to make these adverts available on noticeboards/distribution in the form of memo s), as well as via SMS s to staff. The advert will have a specific deadline date (usually two week period from advert release). This is the specified period in which all applicants may submit their CV s. No applications will be accepted after the specified deadline date. Employees may also refer prospective candidates to HR. External Recruitment. Includes, advertisements on NRC Website, Internet Job Portals, newspapers and the services of recruitment agencies. The same application deadline date will apply. 3

4 3. Selection Primary Screening Preliminary screening will only start taking place AFTER the advert deadline has been reached and opportunities for applications have closed. Screening will be undertaken by Human Resources/Recruitment. A short list will be compiled for interview purposes, and will be determined by the basic requirements of the position as per the ADVERT. Selection Criteria include: Minimum Qualifications, Memberships, Licenses, etc. For this reason, it is also important for managers to make sure that the adverts sent out, include the correct basic requirements for the position. Human Resources will set up dates with relevant managers (UL/DOMS/OM s) for interviews Documents The following documents MUST be obtained from candidates short listed for interviews: a) Employment application form b) Health Care Questionnaire c) Back pain Questionnaire. b) Copies of: ID, Drivers License, SANC receipt (if applicable), Matric and other certificates/qualifications, current pay-slips (if applicable), Indemnity forms (if applicable). This is generally done by Human Resources/Recruiter. In some cases however when telephonic interviews are conducted and remote units are the only ones who meet face to face with the candidates, the documents must be collected by the relevant unit/interviewer. Human Resources will NOT continue any process without the relevant documents Interviews: Introduction. Building rapport with candidates helps them feel at ease and encourages them to be more willing to open up in the interview. Every candidate, as a person needs: To be treated with dignity and respect, to feel important and to be seen as competent. As interviewer introduce yourself as well as provide a brief overview of the company, touching on a summary of the business, company structure, and culture and working environment. Do not spend too much time on this- depending on how the interview goes, more detailed explanations can be provided later in the interview. Refer to the Interview Check List. Explain the interview s purpose: That it will give you both a chance to get acquainted, help you to learn more about the candidate s background and experience, and that it will help the candidate understand the position and organization. Describe the interview plan: That you will review the candidate s CV and jobs and experience; that you will provide information on and ask questions about the position and that the 4

5 candidate can ask questions about the position and the organization; that you will be taking notes during the interview Questioning. The objective is to recruit successfully; Information you want to collect from candidate: Background, history, education, strengths, and accomplishments, level of motivation, attitude, and personality. The evaluation of this information will assist you to decide whether or not to make a candidate a job offer. The key to finding out how a candidate will perform in a job is to collect and analyse examples of how he or she has performed in similar situations in the past - in other words to look at examples of the candidate s actual behavior Targeted Selection (Behavioral based interview technique). What is it, why does it work? Targeted Selection is designed to meet the needs of a diversified workforce, offers a solution to the common selection problems (Accuracy, equity and buy-in/ cost-effectiveness). It takes a system approach to selection decisions: Aspects of the process are built around: Job requirements; inconsistencies are eliminated; decision points are clearly defined; all applicants are treated equally; government s regulations are adhered to; and the best possible candidate is hired. It has been proven fair and accurate in research studies. The accuracy and fairness of the Targeted Selection system are based on six components. By following the components you will be able to: a) Focus interviews and selection procedures on job-related information. b) Organise the elements of your selection process into an efficient system. c) Obtain specific behavioral information that can be used accurately to predict future behavior. d) Assess the motivational fit of candidates. e) Systematically share information about candidates in an organized data integration session. f) Make legally credible hiring decisions Dimensions/ Requirements of job In Targeted Selection the requirements of the job/role are called dimensions. Dimensions describe the knowledge, behaviors, and motivations associated with success or failure in a job. You need information that will help you predict how a candidate will perform in a job Candidate information available to interviewer: a) Technical Knowledge many jobs require a person to have some specialized knowledge. Work/Educational History/Certification/Skills broad background (facts on the resume) e.g. where went to school, number of years of service within a company, number of jobs, licenses and certifications, ability to operate specialized equipment. The information tells us whether the candidate seems to have the experience and 5

6 general qualifications to do the job. Often we use the information to decide whether a candidate warrants further consideration. b) Behaviors -evaluate the candidate s past and current behaviors to determine whether the person can do the job a variety of dimensions beyond technical knowledge are represented here, e.g. Gaining Commitment, Decision Making, and Planning and Organizing. Specific experiences- Specific things the candidate has done in his/her jobs, for example the time a candidate resolved a complaint from an important customer. It provides the who what, when, where and how information that lays beneath the fact of the resume- a closer look to what the candidate has done in the past. Refer to the Interview questionnaire/guide. Competencies that can be measured: Building strategic Working Relationships, Customer Focus, Communication, Decision Making, Managing Work, (includes Time Management), Initiating Action, Adaptability, Work Standards, Stress Tolerance, Planning and organizing, etc. Elements of STAR complete behavioral example. S/T Situation or task facing the candidate A Action R Results or changes caused by these outcome When asking questions- check for understanding: restate or summarize the information you want to check, and then ask for confirmation of what you are checking. Also note observable behavior how the candidate handles the interviewclearly or confidently he/she speaks, how interprets questions, how well listenscan determine candidates strengths in these dimensions. Can also conduct targeted simulations, e.g. typing test, written report etc. Avoid potentially risky questions. Areas of potential risk in an interview questioning include the following: Age (intent is to eliminate discrimination against applicants age 40 and over); Race; Gender; National origin; Religion: Marital Status; Sexual Preference; Number of dependents; Child care; Housing; Arrest record: Health or disability Status; Type of discharge from military; Willingness to work weekends; Any information from minority or female applicants not routinely requested of white or male applicants. Legality Unfair discrimination. No Person may unfairly discriminate, directly or indirectly, against an employee, in an employee policy or practice, on one or more grounds, including race, gender, sex, pregnancy, marital status, family responsibility, ethnic or social origin, color, sexual orientation, age, disability, religion, HIV status, conscience, belief, political opinion, culture, language and birth. It is not unfair discrimination to distinguish, exclude or prefer any person on the basis of the inherent job requirements. 6

7 Interview guide: recording and notes during interview. Try to make short, legible notes that will be useful in the rating process. The interview guide/questionnaire contains everything you need to prepare for and conduct the interview, including well-thought-out, probing questions planned especially for the target job. Take notes openly, note pertinent information and key words, note behavior observed in the interview, Take notes on sensitive or negative information carefully. Follow-up questioning helps you gather complete STARS in sufficient quantity to evaluate candidates. Note-taking skills help you record interview information accurately and completely. Techniques for managing the interview help you keep the interview on track and moving at a pace that will allow you to cover the candidate s background completely. Try to manage the time of the interview. c) Motivations This helps to determine whether there is a good fit between what a candidate likes and what the person will find in a job, organization and location. Interests/Desires are determined What the candidate is looking for in a job, organization and location Job Fit The extent to which activities and responsibilities in the job are consistent with the activities and responsibilities that result in personal satisfaction. Organisation Fit The extent to which an organisation s mode of operation and values are consistent with the type of environment that provides personal satisfaction. Focuses on the organisations values and operations. Location Fit The extent to which geographic location has the features and opportunities that provide personal satisfaction Closing Salary information. This is not to be discussed in a standard interview. Exceptional cases will be determined by designation of the interviewer. In normal circumstances it will be handled by Human resources/recruiter. Be honest with candidate should question arise. Give the candidate sufficient time to ask questions and provide comprehensive answers to best of ability. If unsure about any information, ensure the candidate that you will get back to them after retrieving the correct information. Give yourself some opportunity to review the notes for additional questions. Make sure candidate understands interview brochure/check list and has signed for it. 7

8 Rating Provide candidate with an approximate time line for feedback if possible. Working independently, you evaluate the STARs. The more similar the STAR s are to the target job, the better they will predict how a candidate will perform in a job. To determine the impact of behavior, consider both the situation and the result. Recent behavior is a better predictor of future behavior than behavior in the distant past. Five point scale. Refer to interview guide/questionnaire. 5 Much more than acceptable Significantly exceeds criteria for successful job performance 4 More than acceptable Exceeds criteria for successful job performance 3 Acceptable Meets criteria for acceptable job performance. This is the standard for successful job performance- what we accept and not an average. 2 Less than acceptable Generally does not meet criteria for successful job performance 1 Much less than acceptable- Significantly below criteria required for successful job performance. Communication. Was it easy to understand the candidate s answer or did you have to probe? How was the question interpreted? Was the answer clear and systematic? Benefits of data analysis: You and the other interviewers have a common language and rating scale; the rating system provides you with a convenient code system that facilitates discussion; everyone has been doing the same kind of background work and knows what the team is looking for; everyone uses ratings based on STAR s and other fact-based data, not opinion and feelings Relevant Employee Checks His is the final tier of the recruitment process: Should a candidate be identified as suitable for a position, relevant checks will be conducted on the candidate- and only then. Reference Checks: from previous employers ( see reference check form) Credit and Criminal (ITC checks) if applicable- determined by job requirements. Outcome of Checks may take a couple of days!!! Legality. Medical Testing. Medical testing of an employee is prohibited, unless: - Legislation permits the testing. - It is justifiable in the light of medical facts, employments conditions, social policy, the fair distribution of employee benefits or the inherent requirements of the job. 8

9 4. Appointments 4.1 Offer Human Resources will negotiate salary with the candidate and make written offer and negotiate starting date. It is only confirmed as acceptance once candidate has signed an acceptance of offer form. Acceptance and start date will be communicated to relevant management Probation and Training 3 Month Probation. Induction/Orientation- To be undertaken by Human Resources, The relevant Department and unit, as well as the Clinical Training department. PROPER Training! Monthly Feedback to employee to determine progress and possible problems to ensure proactive actions and prevention of loss of staff with potential Performance Appraisal Discussion and overview keep staff motivated. They have been selected due to their abilities and potential. 9