MAD PERMANENT RECRUITMENT INTERNAL AND EXTERNAL PROCESS

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1 MAD PERMANENT RECRUITMENT INTERNAL AND EXTERNAL PROCESS MAD is committed to applying a fair, consistent and equitable process in all recruitment and selection matters, including transfers and promotions. MAD will ensure that all company employees and applicants for employment with the company are considered on the basis of merit and the requirements of the position. When do I use the permanent recruitment process? You use the permanent recruitment process once you have obtained permission to recruit and when you have a new or vacant position requiring greater than 3 months continuous employment and you: cannot identify a direct transfer (rotations at the same level as part of an agreed development plan); are not able to redistribute or redesign work amongst existing employees; and cannot identify one or more staff with appropriate skill sets to take on additional tasks and accountabilities. What is the objective of MAD recruitment process? The objectives of the recruitment policy are to: ensure that we have the right person in the right job at the right time; ensure that all recruitment decisions are consistent with our values and the law; and ensure that the process is consistently and fairly applied. In addition, for external recruitment, the objectives are to: position MAD as an employer of choice and attract quality external candidates; and ensure a pipeline to refresh skills and talent to supplement internal talent. Why do Board of Trustee Managers need to recruit? It s in the Managers best interest to be heavily involved in the recruitment process to ensure potential staff possess the appropriate job competencies, philosophies, values, beliefs,work practices and experience and will be capable of producing expected outcomes. What are Board of Trustee Managers' responsibilities? Managers are accountable for: ensuring that there is an up to date role description and role responsibility for the vacant position; obtaining the necessary approvals to recruit by completing and submitting for approval the Recruitment Business Case; engaging HR committee; advertising all vacancies internally and determining whether external recruitment is required; establishing the selection criteria; reviewing all applications; determining shortlisted candidates & selecting for interview; attending and participating in candidate interviews; selecting successful candidate/s in conjunction with HR and completing reference checks; providing specific terms and conditions to HR to allow for preparation of appropriate offer letters; providing induction to successful candidates; and monitoring the new employee during the probationary period, including providing regular feedback to the employee and HR on performance related issues. 1 P age

2 What are Employee's responsibilities? Should they wish to apply for an internal role across MAD, employees are accountable for: advising their Manager of their interest in applying for a particular vacancy prior to applying for it; going through the recruitment process (interviews etc) Recruitment Procedure and Accountabilities Matrix Stage Name During this stage, Board of Trustee Managers... 1 Define the job or role Complete an up to date role description and role responsibility document. Please refer to the Role Description and Role Responsibility Template. This sets out the requirements of the position. It identifies the key areas of effectiveness of the position and the associated objectives. It also articulates the measures of success (performance measures) of the position, which are essential for ongoing performance management and feedback. Consider and discuss with Human Resources whether there is an opportunity to restructure the role or redeploy an existing team member. 2 Obtain approval to recruit 3 Establishing Selection Criteria 4 Internal/External Advertising 2 P age A Recruitment Business Case will need to be completed and approved by the chair of the HR committee, prior to commencing recruitment. Please refer to the Recruitment Business Case Template The selection criteria provide a basis for determining the relative suitability of candidates for the vacancy. In developing the Selection Criteria, the following should be noted: Each selection criteria should be specifically related to the work performed as set out in the position description. Selection criteria are normally categorised as either essential or desirable. The number of selection criteria should be restricted to key factors. The selection criteria should include the following: Relevant skills, personal qualities, core competencies; Previous work experience; Relevant knowledge; Essential qualifications and training. It is MAD policy to advertise all vacancies internally for a period of at least 5 working days. This ensures that all staff have the opportunity to seek advancement, transfer etc. All Applications should be forwarded to the recruiting manager. Advertising externally and internally can be run concurrently when the manager is not confident of receiving suitable applications from within MAD. The Human Resources Committee will assist you to advertise positions both internally and externally. 5 Recruitment If you decide to use a recruitment agency to source

3 3 P age Agencies 6 Working Visa s Acknowledge Applications 8 Collect key information about each candidate Application Screening candidates, check with Human Resources committee for agencies with which MAD has an established relationship that may yield competitive placement rates. Please contact Human Resources. A policy will be established soon. All applications should be acknowledged, in writing, within one week of receipt. Please refer to the Application Acknowledgement Letter Template. All applicants need to be screened to establish their suitability against the selection criteria. Some of the things you should look for when screening resumes to help assess the match against the selection criteria: Work History Type of previous position Stability Reason for leaving previous position Obvious career improvements Gaps in employment where unexplained Level of responsibility held Education Post secondary studies including copies of any qualifications the candidate says they have Courses and subjects undertaken Short courses undertaken and completed Presentation Is the application concise and focused? Is it presented logically and accurately? Does it address the key selection criteria? Social Sports played team or individual, level attainted? Clubs attended or part of an cultural group. Interests Extent of involvement in community if any. 9 Short listing Short listing is the process by which all applicants are compared to the criteria in order to: Exclude suitable applicants Identify those who have the strongest claim to the position Applicants that do not meet the criteria must be provided with an Unsuccessful letter Without Interview. Please refer to the Unsuccessful letter Without Interview Template. Contact applicants that meet the selection criteria. 10 Determining the Interviewer/s An interview panel should ideally consist of two, and no more than three members (more than three is likely to be unnecessarily intimidating for candidates. 11 Conduct Interviews The interview should be structured to ensure that all applicants are tested and measured against the selection criteria. All applicants should be asked the same set of questions so that consistent comparable information is gained, so as to avoid any later accusations of bias or unfairvtreatment. The most commonly used interview questions are

4 12 Evaluate Candidates 4 P age Behavioural questions. Behavioural questions are based on the fact that your past behaviours are a good predictor of how you will handle various situations in the future. By using behavioural questions, you have a good chance of uncovering motivations, leadership abilities, technical or professional knowledge etc of the prospective employee. Please refer to the attached Examples of Behavioural Interview Questions. Please refer to the Structure the Interview Guidelines. Please refer to the Evaluate Candidates Guidelines and the Interview Summary Sheet. Candidates that were unsuccessful during the interview process must be provided with an Unsuccessful Following Interview Letter. Please refer to the Unsuccessful Following Interview letter template. 13 Reference Checks Reference checks must be conducted for all suitable candidates who are considered after interview, including internal employees. Reference checks are to confirm the interviewer's assessment of the candidate. The purpose is to confirm factual information about the candidate's previous work history and achievements and to assist in determining suitability within the business. The candidate's permission must be obtained before formal reference checks are carried out. Please refer to the Reference Check Template. 14 Letter of Offer Finalise salary package, negotiate release date or start date. Manager is then required to complete the Letter of Offer Template. Two copies will need to be printed and signed. One copy the successful candidate keeps, the second copy is to be signed by the candidate and returned to HR where it goes into their personnel file. Please refer to the Letter of Offer Template. 15 Start Up Paperwork Kit As soon as you receive the signed letter of offer please advise HR and they will send the new employee the start up paperwork kit. Included in the start up paperwork kit is the following: Welcome letter from the CEO Company Information Code of Conduct Payroll forms Bank Details, superannuation etc Credit Card Application Form if applicable Company Incentive Plan if applicable 16 On-boarding Ensure that new employee is equipped with the "tools of trade" and ensure that critical pre-employment administrative tasks associated with employment are completed before the new employee starts, such as organising telecommunication facilities; PC equipment; security passes etc. 17 Induction All new employees will undergo an Induction organised by

5 18 Performance Management, including Probation the Recruiting Manager. The program is designed to welcome new staff and ensures they receive the necessary information to help them assimilate a little more easily into both the Company and their role. A 3 month probationary period applies to all new employees. This does not apply to internal employees. This probationary period provides the Company and the Manager an opportunity to assess suitability for ongoing employment. If performance and behaviours are met during the 3 month probationary period new employees must be issued with a letter confirming that they have passed their probationary period. Please consult with Human Resources during the 3 months probationary period if performance and/or behaviours are not met. The 3 month probationary period does not apply for internal employees successful in the new position. Please refer to the Confirmation of Passing Probationary Period letter template. Internal Recruitment Procedure Employee Responsibility Employees must advise their Manager of their interest in applying for the vacancy. Board of Trustee Managers Responsibility Manager must support their employee applying for internal vacancies. Must provide current remuneration details to recruiting the manager Recruiting Manager or Member If internal employee is successful discussions with the releasing manager is required to ascertain/negotiate the date the employee will take up their new position. The transfer should occur within one month of the offer being made to the internal candidate. Please note: Before appointing an internal candidate to the position one reference check with employees current Manager must be conducted. Completes employment contract and provides it to the successful employee. Must provide Payroll with changes to title, reporting relationship and remuneration. 5 P age