MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES FACILITATOR MANUAL & ASSESSMENT BSBHRM506A

Transcription

1 MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES FACILITATOR MANUAL & ASSESSMENT BSBHRM506A

2 Precision Group (Australia) Pty Ltd 9 Koppen Tce, Cairns, QLD, info@precisiongroup.com.au Website: BSBHRM506A Manage Recruitment Selection and Induction Processes ISBN: Copyright Notice No part of this book may be reproduced in any form or by any means, electronic or mechanical, including photocopying or recording, or by an information retrieval system without written permission from Precision Group (Australia) Pty Ltd. Legal action may be taken against any person who infringes their copyright through unauthorised copying. These terms are subject to the conditions prescribed under the Australian Copyright Act Copying for Educational Purposes The Australian Copyright Act 1968 allows 10% of this book to be copied by any educational institute for educational purposes, provided that the institute (or the body that administers it) has given a remuneration notice to the Copyright Agency Limited (CAL) under the Act. For more information, info@copyright. com.au or visit for other contact details. Disclaimer Precision Group has made a great effort to ensure that this material is free from error or omissions. However, you should conduct your own enquiries and seek professional advice before relying on any fact, statement or matter contained in this book. Precision Group (Australia) Pty Ltd is not responsible for any injury, loss or damage as a result of material included or omitted from this material. Information in this course material is current at the time of publication.

3 Table of Contents 2 Legend 3 Qualification Pathways 4 Qualification Rules 5 Introduction 7 BSBHRM506A/01 Develop Recruitment, Selection and Induction Policies and Procedures Key Points Analyse strategic and operational plans and policies to identify relevant policies and objectives Develop recruitment, selection and induction policies and procedures and supporting documents Review options for technology to improve the efficiency and effectiveness of the recruitment and selection process Obtain support for policies and procedures from senior managers Trial forms and documents that support policies and procedures and make necessary adjustments Communicate policies and procedures to relevant staff and provide training if required 23 True or False Quiz 25 BSBHRM506A/02 Recruit and Select Staff Key Points Determine future human resources needs in collaboration with relevant managers and sections Ensure current position descriptors and person specifications for vacancies are used by managers and others involved in the recruitment, selection and induction processes Provide access to training and other forms of support to all persons involved in the recruitment and selection process Ensure that advertising of vacant positions complies with organisational policy and legal requirements Utilise specialists where necessary Ensure that selection procedures are in accordance with organisational policy and legal requirements Ensure that processes for advising applicants of selection outcome are followed Ensure that job offers and contracts of employment are executed promptly and that new appointments are provided with advice about salary, terms and conditions 39 True or False Quiz 1

4 41 BSBHRM506A/03 Manage Staff Induction Key Points Provide access to training and ongoing support for all persons engaged in staff induction Check that induction processes are followed across the organisation Oversee the management of probationary employees and provide them with feedback until their employment is confirmed or terminated Obtain feedback from participants and relevant managers on the extent to which the induction process is meeting its objectives Make refinements to induction policies and procedures 49 True or False Quiz 50 Summary 51 Bibliography 53 Assessment Pack Use considered risk taking in your grey area...and others will follow you! Legend This symbol indicates the beginning of new content. The bold title matches the content of the competency and they will help you to find the section to reference for your assessment activities. Activity: Whenever you see this symbol, there is an activity to carry out which has been designed to help reinforce the learning about the topic and take some action. This symbol is used at the end of a section to indicate the summary key points of the previous section. This symbol is used to indicate an answer to the Candidate s questions or notes to assist the Facilitator. 2

5 Qualification Pathways There are always two choices. Two paths to take. One is easy. And its only reward is that it s easy. Source Unknown This unit of competency is provided to meet the requirements of BSB07 Business Services Training Package although it can be used in a range of different qualifications. The BSB07 Business Services Training Package does not state how a qualification is to be achieved. Rather, Registered Training Organisations are required to use the qualification rules to ensure the needs of the learner and business customer are met. This is to be achieved through the development of effective learning programs delivered in an order that meets the stated needs of nominated Candidates and business customers. 3

6 Qualification Rules You re either part of the solution or part of the problem. Eldridge Cleaver Qualification requirements include core and elective units. The unit mix is determined by specific unit of competency requirements which are stated in the qualification description. Registered Training Organisations then work with learners and business customers to select elective units relevant to the work outcome, local industry requirements and the qualification level. All vocational education qualifications must lead to a work outcome. BSB07 Business Services Training Package qualifications allow for Registered Training Organisations (RTOs) to vary programs to meet: Specific needs of a business or group of businesses. Skill needs of a locality or a particular industry application of business skills. Maximum employability of a group of students or an individual. When packaging a qualification elective units are to be selected from an equivalent level qualification unless otherwise stated. 4

7 Introduction Whether as an individual, or as part of a group, real progress depends on entering whole-heartedly into the process and being motivated to make you a more deeply satisfied human being. Source Unknown This unit of competency is all about being able to manage your skills and priorities in the workplace. It will help you with the skills you need to demonstrate competency for the unit BSBHRM506A Manage Recruitment, Selection and Induction Processes. This is one of the units that make up the Certificates in Business. This manual is broken up into three distinct sections. They are: 1. Develop Recruitment Selection and Induction Processes: First we will examine the process of planning for human recourses. We will examine the documents required, the legal requirements, and how to determine whether staff are required. 2. Recruitment and Selection of Staff: Then we will examine how you go about actually recruiting candidates and making the best selection from those who have applied. 3. Manage Induction of Staff: In the final section we will examine how to manage new staff members. This is an important time in their career and an effective induction will make their life a lot easier. At the conclusion of this training you will be asked to complete an Assessment Pack for this unit of competency. The information contained in this resource will assist you to complete this task. On conclusion of this unit of competency you will have demonstrated your ability to manage planning, recruitment, selection and induction processes within your organisation. 5

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9 PART 1: Develop Recruitment Selection and Induction Processes Key Points Section 1 Human resources require careful planning. In order to do this, you must carefully examine your organisation s policies and procedures in relation to recruitment and selection. As a manager, it is your job to develop procedures and policies for your department in order to make the recruitment and selection process easier. Technology can be used to make this process easier. Databases are a good way of streamlining the process. In some cases specialists may be required to undertake recruitment and selection. An induction plan ensures that your new staff will find it easier to fit in within the organisation. You should develop a set of forms and procedures and test these to ensure they are effective. 7

10 Human Resource Planning A human resource plan is an operational plan that establishes a staffing profile to ensure the organisation s workforce is managed within the projected budget. The human resource plan aligns staffing profiles and levels to projected key tasks and strategic priorities. Senior human resource management in consultation with senior management generally drives this plan and departmental managers, with input from human resources team members. Smaller enterprises would use senior management to drive such plans. Is this what happens in your organisation? Although the staffing needs of different organisations vary, they must adhere to the staffing guidelines and policies set down by State and Commonwealth legislation, agreements and awards. These include: Workplace Relations Act 1996 (Commonwealth) Racial Discrimination Act 1975 (Commonwealth) Disability Discrimination Act 1992 (Commonwealth) Sex Discrimination Act 1984 (Commonwealth) Human Rights and Equal Opportunity Commission Act 1986 (Commonwealth). Relevant legislation must be considered during all aspects of staff recruitment, including advertising, interview and selection. Ignorance of the Law is No Excuse Ignorance of any of the provisions in the legislation is no excuse if an applicant for a position makes a claim of discrimination against an organisation. It is therefore essential that people involved in staffing are conversant with all aspects of the relevant legislation. The Commonwealth Government site Business Entry Point ( provides access to a wealth of information on policies, guidelines and issues to consider when employing staff. Information on staffing guidelines and policies can be found through: Occupational health and safety legislation affecting the level and responsibilities of human resources (see and for further information). Human resource manuals in your workplace. Workplace forms and procedures. Mission and goals statements. List of objectives which impact upon the recruitment of staff through determining future needs. 8

11 Determining Staffing Needs The first stage of the recruitment process is the job analysis. Job analysis is the process of investigating activities and demands made on employees irrespective of the type or level of work. This process involves the job being analysed and a decision being made as to the major characteristics and dimensions of the job. This knowledge is then able to be used to determine the value of the job to the company. In order to carry out a job analysis, you should examine the following areas. 1. Identify the tasks performed and the skills required. This should be written using action verbs, so that the tasks performed are clear and easy to understand. The tasks should be specific, and include the precise skills required by the job. 2. Examine why the tasks are performed as they are. What constraints exist to make that order necessary? What is the relationship between those tasks and the other tasks in the organisation? 3. Identify the major activities involved and whether they are repetitive, irregular and in what sequence they are carried out. 4. Identify the core competencies required in the job. What are the minimum skills required to do this job. 5. Identify the duties according to the degree of difficulty and their importance to the project or function. 6. Look at the major areas of responsibility for the work involved. 7. Look at the environmental and social implications of the job. Are the required tasks carried out under heat, noise or any other factor? Is the job carried out by an individual, team, shift work? 8. Look at the rate of pay the work attracts. How is the job to be compensated for? Shift or piece rates? Is there any bonus for extra work? If so how is this determined? 9. Identify the personal attributes required for this position. 10. Determine the level of intellectual ability required, past experience and training. 11. Evaluate the level of decision-making responsibility within this role. All of this information gathered during the job analysis is used to assist with the modification or confirmation of the existing job description for a position. 9

12 Activity One Briefly list all the sources of information in your workplace that could be used to assist you in planning your human resources needs. Facilitator s Notes for Activity One Sources used are listed above. The Candidate may have also thought of other sources unique to their organisation. 10

13 If everyone is moving forward together, then success takes care of itself. Henry Ford Job Descriptions Over time, a particular role within an organisation may change, due to new technologies, or restructuring of the organisation. This means that a job description may need to be altered in order to best reflect the current position. As mentioned in the previous section, one of the initial stages of the recruitment process is to analyse the job that you are attempting to fill. Once the job analysis has been completed you need to consider whether the nature of the job has changed, or could change; the person appointed may need to have different qualifications, experience or potential in comparison to their predecessor. If there is a need to alter the job description it should be modified to reflect the information obtained during the job analysis. You may find that very little needs to be altered, but you may also find significant changes need to be made to the various sections. The aim of the job description is to describe the main tasks, duties and responsibilities of a job, therefore a job description should be short and straight forward. 11

14 The information that you should include in a job description includes: the job objective (purpose of the job), the training and skills required, and special demands made by the job (physical demands, working conditions travel etc). The job description is written to tell: What is done in this job: using action verbs to indicate exactly what jobs will be performed? How the job is done? Why it is done: what is the objective or purpose of the position? What is the freedom to act - that is, what freedom does the incumbent have to make decisions on their own? When writing a job description, be sure to include all of the following information: Date of writing: Your job descriptions must be continually updated. The process allows you to ensure that any changes in the job are accurately reflected by the job description. You may find it useful to update descriptions after performance appraisals and when you are hiring a new staff member. By dating the description, you can be sure you are always using the latest job description. Type of position: briefly describe whether the job is paid a salary or whether it is an hourly position. You also need to outline the hours worked, and whether the position is permanent or not. Job title. This simply states what the actual job title is. When writing a job title, be sure to ensure that it reflects the actual job being undertaken. Try to avoid any title that may over inflate the actual work being undertaken. Summary of position. Here you need to provide a brief overview of what the job actually entails. At this stage, you just need to overview the key duties, as more detail will be provided later. Essentially you are looking to describe the main functions undertaken by the individual in the job. More detail on duties. Here you will take your summary and provide more detail on each of the duties. This should identify the key duties and separate them from the other duties that may be undertaken. Skills. Next, list down each of the skills that an individual will need to undertake the duties required by the position. Ranking duties. You may find it quite useful to take the duties required by a given position and rank them in order of importance. This can be very useful in the recruitment process as you can then determine what skills are most important for the position and use this to identify those individuals most suited to the job. Quantity of duties. Each duty that you write down should have an indication of how often it is performed. For example, if a position requires financial reporting, indicate how often this needs to be done is it monthly or quarterly. Work environment. Where the position is done also needs to be stated will the individual be working in harsh environments, on-site or off-site? By providing this sort of detail, you give the candidate an opportunity to better understand the position and what is required by working in it. 12

15 There are some things that you should not include in a job description. This includes: Not including too many duties don t state everything that needs to be done, particularly if it is not vital to the position in question, but rather is more general in nature Don t mention too much about the person in your job description. The job description is aimed at attempting to build a picture of the job itself, not the sort of person that you want to fill it. It is the job of the person specification to outline the type of person that you wish to employ into a given position. It can be used to quickly eliminate unsuitable applicants by giving guidance in to the type of person that you are looking for. The person specification aims to provide a list of essential criteria that an individual undertaking a given job must have in order to do the job effectively. It does this by providing criteria by which applications can be evaluated. The critieria that you provide in this document must be objective don t list things that are not relevant to the job or which rely on the interpretation of the interviewer to gauge. The person specification should allow you to compare one applicant to another to determine who is more suitable for a given position. Your specification may outline: 13

16 Qualifications: List the minimum qualifications that an applicant must have in order to successfully undertake the position. This is particularly important where certification or registration is required for the position. Be specific with what you provide here. Experience: Look at the type or length of previous experience that is required. State the type of experience in terms of level is managerial experience required, supervisory experience? Etc. Saying relevant experience is too subjective to be useful. Knowledge Base: Consider the type of knowledge that may be required. This can be considered by examining the types of tasks that the current position holder is required to undertake. Skills Required: We listed skills in the job description, but they are also important to consider when looking at the type of people require to undertake the position. Personal Attributes: Look at what sort of personal attributes you are looking for. Some key attributes may be: friendly, well organised, honest. Other Requirements: Some aspects of the position may not fit well under any other section, so should be listed at the end. You might look at requirements to lift heavy boxes, work shift hours, and other associated requirements. Essentially the person specification aims to evaluate those applications you receive and quickly sort out unsuitable applications. To ensure you can do this, make sure that you: Keep the person specification related solely to the position. Clearly link the position to the person specification. List what the individual must possess in order to be able to do the job. Keep the criteria very clear, so that the assessor does not have to interpret what you are saying to make their decision. It should be clear and a black or white decision. The criteria you use must be able to be assessed objectively and be realistic for the position you are examining. Look to weight the criteria, so that the individual assessing applications knows what is most important and which aspects are not so important. This can allow the correct decision to be made on those points which are most important. As mentioned in the previous section, a particular role within an organisation may change, and the required skills, competencies and personal attributes may change. This means that when developing a person specification and the selection criteria for a newly opened position, the recruiter must re-evaluate the current person specification and selection criteria, using the information gained from the job analysis and the job description. In doing this you can be assured that the selection criteria you will use to select the right person for the job best fits the current needs of the company. 14

17 Activity Two What is the difference between a job description and a person specification? Facilitator s Notes for Activity Two The job description outlines the duties of the job holder, while the person specification outlines the skills and knowledge required by the job holder to do those duties. 15

18 Application Forms The application form is a standard form that is developed to ensure that those people wishing to apply for a position within your business can provide the most important information in a standardised way. Some organisations use a form to gather all information and thus do not ask for a resume to be submitted, while others use both an application and a resume or CV. The application form is used to encourage the applicant to provide all the relevant information that is required for the position in question and is often used to quickly screen through many applications. The length and detail contained within an application form depends on how you plan on using it. If it is all the information that you will gather, you need to ensure it is as detailed as possible. The look and feel of the form should make completing it as simple as possible. When putting together an application form, be sure to ask for all the following information: Full name Educational History schoold attended, years and qualifications gained at each Training programs Apprenticeships Internal training course Work experience this is the most important section; so you may like to look at the past few employers (to gain an idea of employment history), job titles, key duties and the like. References (personal and professional). You may need name and telephone number for each. Over the page we have provided an example job application to give you an idea of how these forms are often set out. 16

19 Employment Application Applicant Information Last Name First M.I Date Street Apartment / Unit # City State Phone Date Available Desired Salary Position Applied for Are you a Citizen of Australia? YES NO If no, are you authorised to work in Australia? YES NO Have you ever worked for this company? If so, when? Education High School From To Did you graduate? YES NO Degree College From To Did you graduate? YES NO Degree Other From To Did you graduate? YES NO Degree References (please list three professional references) Full Name Company Relationship Phone: Full Name Company Relationship Phone: Full Name Company Relationship Phone: 17

20 Previous Employment Company Phone Supervisor Job Title Starting Salary $ Ending Salary $ Responsibilities From To Reason for Leaving May we contact your previous supervisor for a reference? YES NO Company Phone Supervisor Job Title Starting Salary $ Ending Salary $ Responsibilities From To Reason for Leaving May we contact your previous supervisor for a reference? YES NO Company Phone Supervisor Job Title Starting Salary $ Ending Salary $ Responsibilities From To Reason for Leaving May we contact your previous supervisor for a reference? YES NO Disclaimer and Signature I certify that the above particulars are correct. I acknowledge that this information is essential for the company to make an assessment of my ability to undertake this job. I accept that if any of the information is not correct my employment could be terminated or a job offer could be withdrawn I give the company my consent to check with my former employers and listed referees any information relevant to my application Signature Date 18

21 Application forms are a useful means of ensuring that all relevant information is obtained from applicants. They are also useful in that they allow you to directly compare applicants in specific areas. For example you may wish to compare each applicant s work experience. By reading the work experience section, you can gain a quick overview of the experience each applicant has for comparison purposes. 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. The applicant should be asked to sign the application form to attest to the accuracy of the information and give permission for checking. Such a statement may be worded as: I state that the information I have provided in this application is true and correct. I understand that the information provided allows this organisation to make an assessment of my suitability for the position being applied for and understand that if I have provided any untrue information it may result in my application being withdrawn or the termination of my employment. I hearby give the organisation my consent to check with all referees provided in my application any information relevant to the application I have made. Procedures Once applications begin arriving, you will need some procedure to deal with them. These should be as streamlined as possible, because you may find that you have many applications with which to deal. The first stage is to gather the necessary information together. For your records all CVs and cover letters should be dated, and stapled together so that you know when the application arrived, and various parts of the application will not become misplaced. If a group of people is to be involved in the recruitment process, photocopy the covering letters and CVs to ensure that everyone involved has a copy of each application. At this stage it is also useful to prepare the material that will be required for the selection process. This will include: Application forms. Letter requesting interviews. Letter requesting more information. Notification of rejection. Forms for evaluating applicants. Interview schedule. 19

22 Letter Requesting Interviews Name Dear Ref: We refer to your application for this position. We would like to discuss your application further. Please contact our office on to arrange an interview at a mutually convenient time. I look forward to meeting with you. Yours sincerely Letter Requesting Further Information Name Dear Ref: Thank you for your recent application for the position of Unfortunately we require more information before we can fully consider your application. Could you please send us more information on We will contact you again once we have received this additional information. Yours sincerely Notification of Rejection Name Dear Ref / Position: We refer to your application for this position. We regret that your application has been unsuccessful. Thank you for your application. If we have any other positions in the future that interest you, please do not hesitate to contact us. Yours sincerely 20

23 All of this information can be prepared in advance and made ready for use once applications begin arriving. On arrival, all applications should be quickly checked through to ensure all information required is provided. If more information is required from the applicant, the letter prepared earlier can be used. You may find applicants do not provide enough information about their skills, do not provide referees or only include a cover letter without Curriculum Vitae. In any of these cases, a request for further information should be sent. After checking, the sorting process can begin. Sorting involves the applications being sorted into those short-listed for the position, and those not qualified who can be rejected early in the process. Read CVs in short doses. Reading too many at any one time can make the information difficult to digest, and may result in poor decisions being made. Read the experience portion of the CV first. This gives you a good overview of what the applicant has done previously, and can be used to make a quick decision as to their suitability. All CVs should be placed into two piles: maybe interview and no interview. At this stage of the process, you are looking for those who are obviously not qualified for the position, because of lack of skills, experience or education. By applying the minimum selection criteria, you can quickly weed out any application that should be immediately rejected. Those on the maybe interview list will be further investigated in the short-listing process. Those not qualified for the position should be sent the rejection letter. Ensure that you get a commitment from your managers that they agree to you using the policies and procedures that you have adopted. This will ensure that your selection process is as effective as possible. Structuring the Induction Training Plan We deal with the induction process in detail later in this manual, however it is important that even at this early stage you organise a plan to ensure that the new worker will feel as comfortable as possible in their new position and that they will have a plan in place that allows you to get them up to speed with the organisation as quickly as possible. Start by developing an induction plan, that allows you to have all induction activities listed and prioritised depending on the nature of the position being undertaken and the needs of the individual taking up the new position. Initially, most of their work days should be arranged around this induction training, but as time goes on, less and less of each day will involve these activities. The schedule should be sent around to various staff members so that all staff are aware of how the induction will be occurring. For people just staring work, having an effective induction plan in place allows them to feel fully supported and ensures that they feel comfortable with the work that they are about to start doing. 21

24 Activity Three Reflect on what you have learnt in this section. Is there any aspect of human resource planning that is new to you? How well could you plan your human resources in your area? Do you believe that planning is useful or a waste of time? Why? Facilitator s Notes for Activity Three Discuss with the Candidate how they feel about planning. Many people feel that planning is a waste of time; however it is crucial to being effective. 22

25 Section 1 - True or False Quiz True False All legislation governing human resources is located at Commonwealth level. There is also State legislation. Ignorance of the law is not an excuse for breaking it. The first stage of the recruitment process is the job analysis. Risks Job analysis should attempts be continually to determine monitored. how many staff are needed. It attempts to determine what skills and knowledge is required. A job description is the same as a person specification. They are separate, different documents. Applications are standardised forms that serve as a way to gather information about people who apply for jobs with your business. Jobs never change. As the requirements within an organisation change, so will jobs. Job Descriptions should list skill requirements. These should be in the person specification. Criteria for evaluation should be objective. You should not ask about a person s religion. 23