Annexure 3 Recruitment Process Flow Chart

Transcription

1 Annexure 3 Recruitment Process Flow Chart Title Annexure 3 Recruitment Process Flow Chart Creation Date Version Last Revised Reformatted 19/6/2014 Approved by Approval date

2 Rather than provide an extensive description of the correct recruitment process to be followed for both internal and external applicants and placements, the flow-chart beneath has been designed to provide the necessary information. All queries should be referred to HR. Position becomes vacant or need to fill a position arises Upon a position becoming vacant or the need to fill a position arising, management are to perform a brief evaluation on the current job as it stands. Tasks required of the role and whether or not the position should remain as it is or be restructured (eg become two part time positions, become a job share opportunity, be expanded to become a full time role) should be recorded. This justification should be placed in writing and included with all recruitment documentation as required in accordance with Section 1 Part 2 Recruitment process. Ensure the position description is refined or updated to reflect the job as you would like it to be, prior to commencing advertising or any other part of the recruitment process. Where it is believed that the current pool of internal applicants may produce a most suitable and preferred applicant for the vacancy, justification should also contain this information and be provided to the Executive Director to gain approval. Approval is obtained - Approval is obtained - RECRUIT EXTERNALLY RECRUIT INTERNALLY Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 2 of 11

3 RECRUIT INTERNALLY FORMS REQUIRED: Internal/External Recruitment Advertising Form Annexure 6 Ad Annexure 6 for example of ad Internal Vacancy Form Annexure 7 Job Applicant Information Package Annexure 8 1. CREATE ESSENTIAL AND DESIRABLE CRITERIA (as per Annexure 5) Using the updated position description, a list of essential and desirable criteria should be created for the position in question. Essential criteria are those skills, qualifications and qualities that are absolutely necessary prerequisites to performing the role. Desirable criteria are those skills, qualifications and qualities that are preferred, however not absolutely essential. This should be attached for future reference as a separate page to the back of the updated Position Description. All criteria may also be recorded in the Person Specification form as contained within the Job Applicant Information Package (Annexure 10) The documents from steps 1, 2 and 3 should be forwarded to HR for the ad to be checked and for internal circulation to be commenced 3. COMPLETE INTERNAL VACANCY FORM See annexure 7 2. COMPLETE INTERNAL/EXTERNAL RECRUITMENT ADVERTISING FORM AND DRAFT AD Annexure 6 should be completed. One copy should be maintained, one copy should be provided to HR. The ad for the position should be attached. A draft advertisement should be written in the format as provided by Annexure 6, using the essential and desirable criteria as a basis. It is advisable to state in the ad the following: That this position is being advertised internally in the first instance Interested persons should use the contact number to obtain a Job Applicant Information Package from the Contact Person (Annexure 8) That should a suitable and preferred applicant not be produced via the internal recruitment process, the process will be extended to include external applicants. As a rule of thumb, the ad concerned should provide a period of at least two weeks for applicants to forward application letters and resumes. All ads should also be free from language that may be construed as direct or indirect discrimination. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 3 of 11

4 1. CREATE ESSENTIAL AND DESIRABLE CRITERIA (as per Annexure 5) Using the updated position description, a list of essential and desirable criteria should be created for the position in question. Essential criteria are those skills, qualifications and qualities that are absolutely necessary prerequisites to performing the role. Desirable criteria are those skills, qualifications and qualities that are preferred, however not absolutely essential. This should be attached for future reference as a separate page to the back of the updated Position Description. All criteria may also be recorded in the Person Specification form as contained within the Job Applicant Information Package (Annexure 10) 7. INVITATIONS TO ATTEND INTERVIEW Applicants who are required to attend for interview should be provided a letter in accordance with Annexure 15. Internal applicants must declare their interest in the position to their current manager and advise of their invitation to attend interview. 8. PRE-INTERVIEW CHECKLIST Managers should ensure that prior to conducting any interviews, the following items are satisfied, as noted in Pre-interview Checklist (see Annexure 12) This includes: Ensure the interview panel consists of a mixed gender and mixed nationalities, from an area or department related to the role. It is also advisable that a member from HR is present. Create interview questions based solely on the job, the essential and desirable criteria. Use Annexure 8 as a guideline. Ensure no forms of discrimination, direct or indirect, are contained within the questions. 5. RECEIVING APPLICATIONS All applications should receive an Acknowledgement Letter in accordance with Annexure 9 6. SHORT LISTING APPLICATIONS Applications should be arranged for short listing by arranging them in accordance with the various essential and desirable criteria they satisfy. The following letters should then be produced and issued: Applicants who do not meet any criteria or relative to other applications, do not meet as many criteria, should be issued with an Unsuccessful Application Letter in accordance with Annexure 13 Remaining applications should then be divided into two Groups: (Group B) - those applicants meeting some criteria who are deemed suitable for the position (Group A) those applicants who meet all criteria who are deemed suitable and preferred The manager concerned may choose to interview all applicants, however where a large quantity of applications have been received, Group A applicants should be provided with first opportunity for interview. Group B applicants may be interviewed thereafter, if no successful candidate from the first round of interviews is achieved. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 4 of 11

5 8. PRE-INTERVIEW CHECKLIST CONTINUED: Brief the interview panel on the questions each panel member is required to ask. Ensure they are aware that they MUST record their observations in accordance with Annexure 11. Ensure that the panel is also fully educated on correct questioning techniques (ie open ended questions are best and encourage the applicant to disclose more information about themselves. Questions that illicit a yes or no response are discouraged unless necessary). See Annexure 10 for examples. Ensure panel is fully educated on non discriminatory questioning and behaviour so that none is displayed during the interviews. Ensure interview room is booked and set up to accommodate any disabilities and/or special needs candidates have advised of. Further, interview room should be bright, warm and comfortable for all involved. 9. CONTACT APPLICANTS FOR INTERVIEW Co-ordinate interview times so that there is at least 10 to 15 minutes between each interview for panel members to hold brief discussions and make interview notes. When contacting candidates, advise of date, time and place for interview to be held. Also ask whether there are any special needs to be considered. Finally, confirm with applicant that they were provided with the selection criteria or if they require another set. If so, advise them to attend for interview twenty minutes earlier than required so that a copy may be provided to them. CONDUCT INTERVIEWS 10. Ensure the applicant is greeted warmly upon arrival and has read the selection criteria that was provided. Commence the interview by introducing the applicant to the members of the panel. Confirm with applicant that their current manager is aware of their involvement in this process. Give a brief outline of the job in question and then ask the applicant to give an overview of themselves. The panel may then ask set questions as arranged. HR should conclude the interview by giving an overview of the terms and conditions attached to the role and an estimated time for when all applicants will be contacted with an outcome. Confirm with applicants the referees they have provided for contact. The candidate should be encouraged to ask questions of their own at the conclusion of the interview. AT ALL TIMES, THE INTERVIEW PANEL SHOULD BE TAKING INTERVIEW NOTES, IN PARTICULAR RECORDING THE RESPONSES GIVEN TO THE QUESTIONS RELATING TO ESSENTIAL AND DESIRABLE SELECTION CRITERIA. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 5 of 11

6 RANKING APPLICANTS 11. Subsequent to conducting interviews, applicants should be ranked in order of preference by the interview panel. Such ranking should be based on whether or not applicants meet some or all of the selection criteria, performance at interview and how the applicants compare relative to each other. The Formal Panel response (Annexure 11) should be compiled by the panel, once consensus has been reached on the suitability of the applicant. Applicants should be ranked as: Not suitable Suitable Suitable and preferred Most suitable and preferred The Most Suitable and Preferred applicant should be contacted first and made an offer. Only upon their acceptance of the position and their execution of the letter of offer should other candidates be contacted. Should the Most Suitable and Preferred applicant decline the position, the next ranked candidate should be contacted. As stated above, only once a candidate has accepted the offer and formally signed and returned appropriate documentation, should unsuccessful applicants be contacted. 12. CHECKPOINTS FOR THE SUCCESSFUL CANDIDATE The following checkpoints should be satisfied prior to other applicants being advised that their application and interview have not been successful: Perform reference checking prior to making any offer including contact with the applicant s current manager. (See Annexure 16) Subsequent only to successful reference checking, telephone Most Suitable and Preferred applicant to advice of successful interview and make offer If offer is accepted, confirm that that successful applicant had advised their current manager of their interest in the position and involvement in the process and confirm commencement date of new position. There may also be some discussion regarding time required to hand over old position. Ask applicant where they would like the Internal Letter of Offer sent (see Annexure 19, 20 & 27) Advise applicant of other documentation they may need to complete. Once again, confirm commencement date. DOCUMENTATION TO BE COMPLETED FOR SUCCESSFUL CANDIDATE As per Annexure 4 to be sent to HR As per Annexure 18 to be sent to HR As per Annexure 19, 20 & 27 to be sent to successful candidate and returned by successful candidate 13. ADVISE UNSUCCESSFUL APPLICANTS THAT POSITION HAS BEEN FILLED ONLY ONCE SUCCESSFUL APPLICANT HAS FORMALLY ACCEPTED THE POSITION. A designated member of the selection panel will advise the applicants verbally and in writing that their application was unsuccessful. See Annexure(s) 11 and 13. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 6 of 11

7 WHERE A DECISION IS CHALLENGED: 14. The panel should note the importance of the Formal Panel Response. (As per Annexure 11) Where the panel s decision to appoint a particular candidate is challenged by another applicant/s who have not been successful, the applicant making the complaint is entitled to view the panel s Formal Panel Response relating solely to their own performance, but no one else s. It should be reinforced to the unsuccessful applicant/s that RELATIVE to the successful candidate, they did not fulfil some or all of the selection criteria as extensively. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 7 of 11

8 RECRUIT EXTERNALLY FORMS REQUIRED: Internal/External Recruitment Advertising Form Annexure 6 Ad Annexure 6 for example of ad Job Applicant Information Package Annexure 6 1. CREATE ESSENTIAL AND DESIRABLE CRITERIA (as per Annexure 5) Using the updated position description, a list of essential and desirable criteria should be created for the position in question. Essential criteria are those skills, qualifications and qualities that are absolutely necessary prerequisites to performing the role. Desirable criteria are those skills, qualifications and qualities that are preferred, however not absolutely essential. This should be attached for future reference as a separate page to the back of the updated Position Description. All criteria may also be recorded in the Person Specification form as contained within the Job Applicant Information Package (Annexure 10) THE DOCUMENTS FROM STEPS 1 and 2 SHOULD BE FORWARDED TO HR FOR THE AD TO BE CHECKED AND FOR CIRCULATION TO BE COMMENCED. Annexure 4 (Recruitment Request Form) should have also been forwarded to HR by now. 2. COMPLETE INTERNAL/EXTERNAL RECRUITMENT ADVERTISING FORM AND DRAFT AD Annexure 6 should be completed. One copy should be maintained, one copy should be provided to HR. The draft ad for the position should be attached A draft advertisement should be written in the format as provided by Annexure 6, using the essential and desirable criteria as a basis. It is advisable to state the following: Outline of the employing body Outline of position requirements Brief list of essential and desirable criteria Interested persons should use the contact number to obtain a Job Applicant Information Package from the Contact Person (Annexure 8) As a rule of thumb, the ad concerned should provide a period of at least two weeks for applicants to forward application letters and resumes. All ads should also be free from language that may be construed as direct or indirect discrimination. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 8 of 11

9 RECEIVE INQUIRIES Once the ad has been posted in the newspaper (or equivalent), applicants may phone to make inquiries regarding the position. They may also request the Applicant Information Package (see Annexure 8) RECEIVING APPLICATIONS All applications should receive an Acknowledgement Letter in accordance with Annexure 9 In addition to Annexure 8, all interested applicants must be provided with the package which contains: Background information on the organisation Specific program details Person specification, including essential and desirable criteria Position description Special requirements of the position Special details on how, where and by when to submit applications. Please ensure the closing date is clearly stated. 6. INVITATIONS TO ATTEND INTERVIEW Applicants who are required to attend for interview should be provided a letter in accordance with Annexure SHORTLISTING APPLICATIONS Applications should be arranged for shortlisting by arranging them in accordance with the various essential and desirable criteria they satisfy. The following letters should then be produced and issued: Applicants who do not meet any criteria or relative to other applications, do not meet as many criteria, should be issued with an Unsuccessful Application Letter in accordance with Annexure 13 Remaining applications should then be divided into two Groups: (Group B) - those applicants meeting some criteria who are deemed suitable for the position 7. PRE-INTERVIEW CHECKLIST Managers should ensure that prior to conducting any interviews, the following items are satisfied, as noted in Pre-interview Checklist (see Annexure 12) This includes: Ensure the interview panel consists of a mixed gender and mixed nationalities, from an area or department related to the role. It is also advisable that a member from HR is present. Create interview questions based solely on the job, the essential and desirable criteria. Use Annexure 10 as a guideline. Ensure no forms of discrimination, direct or indirect, are contained within the questions. (Group A) those applicants who meet all criteria who are deemed suitable and preferred The manager concerned may choose to interview all applicants, however where a large quantity of applications have been received, Group A applicants should be provided with first opportunity for interview. Group B applicants may be interviewed thereafter, if no successful candidate from the first round of interviews is achieved. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 9 of 11

10 CONTACT APPLICANTS FOR INTERVIEW 8. Co-ordinate interview times so that there is at least 10 to 15 minutes between each interview for panel members to hold brief discussions and make interview notes. When contacting candidates, advise of date, time and place for interview to be held. Also ask whether there are any special needs to be considered. Finally, confirm with applicant that they were provided with the selection criteria or if they require another set. If so, advise them to attend for interview twenty minutes earlier than required so that a copy may be provided to them. 9. CONDUCT INTERVIEWS Ensure the applicant is greeted warmly upon arrival and has read the selection criteria that was provided. Commence the interview by introducing the applicant to the members of the panel. Confirm with applicant that their current manager is aware of their involvement in this process. Give a brief outline of the job in question and then ask the applicant to give an overview of themselves. The panel may then ask set questions as arranged. HR should conclude the interview by giving an overview of the terms and conditions attached to the role and an estimated time for when all applicants will be contacted with an outcome. Confirm with applicants the referees they have provided for contact. The candidate should be encouraged to ask questions of their own at the conclusion of the interview. AT ALL TIMES, THE INTERVIEW PANEL SHOULD BE TAKING INTERVIEW NOTES, IN PARTICULAR RECORDING THE RESPONSES GIVEN TO THE QUESTIONS RELATING TO ESSENTIAL AND DESIRABLE SELECTION CRITERIA. 10. RANKING APPLICANTS Subsequent to conducting interviews, applicants should be ranked in order of preference by the interview panel. Such ranking should be based on whether or not applicants meet some or all of the selection criteria, performance at interview and how the applicants compare relative to each other. The Formal Panel Response (Annexure 11) should be compiled by the panel once consensus has been reached, on the suitability of the applicant. Applicants should be ranked as: Not suitable Suitable Suitable and preferred Most suitable and preferred The Most Suitable and Preferred applicant should be contacted first and made an offer. Only upon their acceptance of the position and their execution of a letter of offersigning of should other candidates be contacted. Should the Most Suitable and Preferred applicant decline the position, the next ranked candidate should be contacted. As stated above, only once a candidate has accepted the offer and formally signed and returned appropriate documentation, should unsuccessful applicants be contacted. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 10 of 11

11 11. CHECKPOINTS FOR THE SUCCESSFUL CANDIDATE The following checkpoints should be satisfied prior to other applicants being advised that their application and interview have not been successful: Perform reference checking prior to making any offer including contact with the applicant s current manager. (See Annexure 16). A Health Pre-Assessment should also be satisfied if required (see Annexure 17) Subsequent only to successful reference checking, telephone Most Suitable and Preferred applicant to advice of successful interview and make offer If offer is accepted confirm commencement date of new position. Ask applicant where they would like the Letter of Offer sent (see Annexures 22-27) Advise applicant of other documentation they may need to complete. Once again, confirm commencement date. 12. DOCUMENTATION TO BE COMPLETED FOR SUCCESSFUL CANDIDATE As per Annexure 4 to be sent to HR As per Annexure 18 to be sent to HR The completion of the above documentation will prompt, a Letter of Offer being completed. The completed Letter of Offer sent to the successful candidate will reflect the nature of their employment with the employing body (ie award employee, non award, fixed term, full time, part time, casual) As per Annexure dependant upon the position to be sent to candidate. 13. ADVISE UNSUCCESSFUL APPLICANTS THAT POSITION HAS BEEN FILLED. THIS SHOULD ONLY BE DONE ONCE THE SUCCESSFUL APPLICANT HAS FORMALLY ACCEPTED THE POSITION. A designated member of the selection panel will advise the applicants verbally and in writing that their application was unsuccessful. See Annexure(s) 11 and WHERE A DECISION IS CHALLENGED: The panel should note the importance of the Formal Panel Response. (Annexure 11) Where the panel s decision to appoint a particular candidate is challenged by another applicant/s who have not been successful, the applicant making the complaint is entitled to view the panel s Formal Panel Response relating solely to their own performance, but no one else s. It should be reinforced to the unsuccessful applicant/s that RELATIVE to the successful candidate, they did not fulfil some or all of the selection criteria as extensively. Copyright 2014 Uniting Church Last updated: 19/06/2014 Page 11 of 11