Group 7

Student Names Bianca Webster – s0243413

& Numbers: Caitlin Nordin – s0258158

Katrine Sellar – s0243214

Helena Tramacchi – s0230120

Jaiden Stayt – s0243092

Course Code: HRMT19014 Human Resources Planning,

Recruitment & Selection

Course Co-ordinator: Daniel Abell

Interview Assessor: Maree Franettovich

Assessment: Task 2 – Role Play

Term: Term 2 2015

Campus: Mackay

Due Date: Friday 25th September 2015

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Contents1.0 Summary of Interviews..........................................................................................1

2.0 Evaluation of topics that have been demonstrated in Group 7’s interviews..........2

2.1 Effective Planning..............................................................................................2

2.2 Recruitment Strategies......................................................................................3

2.3 Legal and Ethical Considerations......................................................................4

2.4 Job Design.........................................................................................................6

2.5 Human Resources Integration...........................................................................7

2.6 Selection Strategies...........................................................................................8

2.7 Retaining and Managing Talent.........................................................................9

2.8 Additional Comments.......................................................................................10

4.0 Appendix One.....................................................................................................13

4.1 Appropriate Interview...................................................................................13

4.2 Inappropriate Interview.................................................................................20

4.3 Additional Inclusions....................................................................................26

Group 7

1.0 Summary of InterviewsGroup Seven conducted two interviews. These interviews were held in Western Australia

and therefore followed the appropriate state and federal legislation. Due to the fact that the

Fair Work Act applies to Toll, therefore it must adhere to the enterprise conditions in the

enterprise agreement. The first interview was constructed to demonstrate appropriate

interview techniques, while the second interview showed some inappropriate aspects that

may be used in interviews that should not be used or should be changed. These interviews

were complemented by a power points while the commentator was speaking. The

PowerPoint enabled a smooth transition between the role play and the commentator

stepping in. There were additional elements used to lead up to the interview to demonstrate

a more thorough knowledge of the recruitment and selection process. This included an

advertisement, meeting request, cover letter, resume, phone interview, map and follow-up

email. The interviews were performed on the 22nd of September and were viewed by Maree

Franettovich. Interviews were both performed well with each member conducting their role in

a professional manner. It was brought to our attention that the name plaques that were used

in the inappropriate interview could also be seen as a positive and not a negative part of the

interview. The benefits of the name plaques would allow the applicant to recall the panel

member’s names and know their role in the organisation.

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2.0 Evaluation of topics that have been demonstrated in Group 7’s interviews

2.1 Effective Planning

The processes demonstrated in the commentary show the importance of effective planning

that is required before an interview.

The process of recruitment and selection conducted by Toll demonstrates their planning for

future organisational staffing requirements. Evidence of Toll’s planning includes their

advertisement of the job outlining the necessary requirements and responsibilities that will

be involved within the position. The right criteria provided on the job advertisement will

incorporate the organisation’s objectives that need to be achieved by the right quality and

skills of an employee (Compton, Morrissey & Nankervis 2014).

The applicant’s response in the appropriate interview about utilising external or internal

recruitment methods during recruitment, as well as conducting a job analysis and developing

a position description before the recruitment process in order to know the key

responsibilities, skills and attitudes of a candidate.

The candidate should ensure that the organisation’s vision and core values are always

implemented into every function of human resources in order to benefit their role in the

organisation.

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2.2 Recruitment Strategies

The candidate’s response to this question within the appropriate interview demonstrates critical thinking about recruitment strategies. There are various benefits and risks in both external and internal recruitment, and making a decision on which recruitment strategy would best be undertaken can be based on a number of different elements such as: human resource policies, employment morale or financial reasons, various organisations strategies, and the availability of suitable internal candidates (Compton, Morrissey & Nankervis 2014, p. 81).

The candidate also brought various recruitment advertising mediums up within her discussion with the panel members. Using different recruitment advertising mediums to attract and communicate with applicants is essential in today’s times. Internet advertising such as websites and social media have become a significant advertising medium for both employers and applicants (Compton, Morrissey & Nankervis 2014, p. 91). This advertisement technique was used to attract groups 7’s applicant to the position through a position description on SEEK (Toll Advertisement - http://hrmtgroup7.weebly.com/toll-group-documents.html). The benefit of internet advertising is that it is seen to reduce the costs to an organisation per hire (Compton, Morrissey & Nankervis 2014, p. 91).

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Candidate’s response within interview

2.3 Legal and Ethical Considerations As Compton, Morrissey and Nakervis (2014) emphasise, remaining informed on state and

federal legalisation and the imposing conditions they have on organisations is a critical

aspect of the recruitment process and must be effectively implemented in recruitment and

selection processes. Two imperative forms of legislation to be acknowledged when recruiting

relate to privacy and equal employment opportunity legislation (Compton, Morrissey &

Nankervis 2014). As Compton, Morrissey and Nankervis (2014) highlight, organisations must

ensure that they adhere to privacy laws and legislation as these conditions have a direct

impact on the methods an organisation can take in relation to the collection and storing of

information.

These sort of conditions are imposed by The Privacy Act 1988 (Cwlth), which states within

s.2A that its objectives are to:

(a) to promote the protection of the privacy of individuals; and

(b) to recognise that the protection of the privacy of individuals is balanced with the interests of entities in carrying out their functions or activities; and

(c) to provide the basis for nationally consistent regulation of privacy and the handling of personal information; and

(d) to promote responsible and transparent handling of personal information by entities; and

(g) to provide a means for individuals to complain about an alleged interference with their privacy; and

(h) to implement Australia’s international obligation in relation to privacy.

The information related to the candidate to be collected in the interview has been

demonstrated by the board members informing the candidate about their intention to take

notes during the interview, as well as requesting for the candidate’s consent to record notes.

In terms of complying with equal work opportunity legislation, the appropriate interview has demonstrated compliance with the Disability Discrimination Act 1992 (Cwlth) through conducting the interview in a room which is assessable for wheelchairs occupants and other individuals who may have a physical disability. Furthermore, the appropriate interview also demonstrates compliance with equal opportunity legislation by asking questions such as “are there any barriers that could hinder what hours you can work or your availability?” which avoids making any discriminatory assumptions, such as the candidate having any family responsibilities, and thus adheres to the non-discriminatory conditions in the Fair Work Act 2009 (Cwlth) and the Workplace Gender Equality Act 2012 (Cwlth). Furthermore, the appropriate interview included questions relevant to the specific position, with each question asked in a manner that does not breach any other anti-discriminatory acts such as the Age Discrimination Act 2004 (Cwlth), the Racial Discrimination Act 1992 (Cwlth). This was

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Applicant’s response in interview

achieved by strategically asking questions in a manner that allowed the candidate to offer information freely, and which also didn’t make the candidate feel as though her privacy was invaded or that she was being stereotyped and discriminated against. As such, these questions contrast greatly to the questions asked in the inappropriate interview, which breach The Equal Opportunity Act 1987 (Cwlth) through questions such as those relate to the candidate’s origin and spoken language at home. As noted in the commentary of the inappropriate interview, questions of such nature may result in the candidate suing for discrimination in the case that they are not hired for the position. In addition to this, the inappropriate interview also breaches the Workplace Gender Equality Act through questions that assume the candidate has a husband on the account of their gender.

2.4 Job Design

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The candidate’s response demonstrates that job analysis is crucial before conducting an

interview. Toll would have needed to have done a job analysis on the position required

before releasing an advertisement.

The above commentary demonstrates the important processes that are involved with a job

analysis and evaluation.

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2.5 Human Resources Integration

As Compton, Morrissey and Nankervis (2014, p. 1) emphasise, human resource processes

such as human resource development, performance appraisals, job design, rewards

systems and career and succession planning are all imperative aspects to an organisation’s

human resources and have a significant influence on the organisation’s ability to succeed in

its goals. As such, the recruitment element of human resources has a direct impact on the

other functions of human resources and because of this, it is essential to ensure that an

organisation recognises that employees are organisational assets and have the potential to

contribute to the long-term strategic process of the organisation (Compton, Morrissey, &

Nankervis 2014, p. 1). For this reason, organisations must ensure that human resource

planning is employed in a fashion that analyses its human resources requirements and

changing conditions in order to determine the appropriate quantity of people with the

required skills (Compton, Morrissey and Nankervis 2014, p. 3). Furthermore, Compton,

Morrissey and Nankervis (2014) argue the importance of ensuring that the staffing plans of

an organisation are established from, and are harmonious with the short and long term

objectives of the organisation. These staffing plans inform human resource functions such as

human resource development, performance management, job design and recruitment and

selection.

As such, both interviews show how HR planning, recruitment and selection are integrated

with other HR functions such as employee relations as well as training and development. For

instance, it is imperative that at the commencement of an interview, the panel seek to

establish rapport with the interviewee (Compton, Morrissey & Nankervis 2014, p. 140). In the

appropriate interview, this is demonstrated through the panel members providing a brief

outline of the interview before starting. On the other hand, the panel of the inappropriate

interview abruptly initiated the conference, which negated rapport and damaged relations

from the beginning.

Compton, Morrissey and Nankervis (2014, p. 141) state that a portion of the interview needs

to talk about both the organisation and the position, including training programs. For the

inappropriate meeting, the topic of training and development was mentioned only scarcely.

Specifically, this occurred when the applicant detailed their responsibilities and duties at their

former workplace, Pack and Send. Whereas in the appropriate consultation, a

comprehensive answer was divulged by the panel members in response to a question put

forth by the candidate. The distinction was implemented purposely to show the importance of

training and development being addressed in an interview.

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2.6 Selection Strategies The applicant prepared a resume setting out her skills and experiences. A resume allows the

organisation to have all of the applicant’s qualifications in one place, to refer back to and to

compare against the criteria of the position (Compton, Morrissey & Nankervis 2014). The

resume is referred to in the first interview to highlight the applicant’s experiences in relation

to the position.

The panel members in the interviews each have different roles in the organisation. There is a

more impartial group decision after the applicant has been closely observed (Compton,

Morrissey & Nankervis 2014, p. 134). One panel member may notice something that other

members have missed. They need to have agreed upon all the interview questions prior to

the interview and each role that they will partake in the interview (eg. Note taking). The

advantage of this method is that the final consensus is drawn from opinions of all panel

members.

There are many factors that affect the interview process and the interview results. This may

involve the physical appearance of the applicant or interviewer, their characteristics, their

experience in interviews, and their psychological aspects (Compton, Morrissey & Nankervis

2014, p. 150). The selection process that Toll used was not based on culture, race or

appearance. Manisha was from an Indian background but was favoured as she had the

necessary qualifications for the position.

After an interview, an evaluation of the applicant should be completed. The evaluation must

be based on the selection criteria, including any notes taken during the interview (Compton,

Morrissey & Nankervis 2014, p. 155). At the end of the appropriate interview, an evaluation

is completed. This will greatly help the interviewers as they may have several applicants

applying for the same position.

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2.7 Retaining and Managing Talent In order to attract employees, an organisation needs to show loyalty, recognition, flexibility,

innovation, support and development (Compton, Morrissey & Nankervis 2014, p. 209).

Within the interview, the panellist talk about the opportunities Toll provides:

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2.8 Additional CommentsCommentary justifying elements for this assessment can be found in the appendix. This is found in the commentary section which is the blue text. The commentary was used to justify each element and question that was used in the interviews.

The reflection of the interviews will also determine how the applicant feels about the organisation. Inappropriate interviews may persuade applicants to opt out of the opportunity given.

Our group enjoyed this assessment task and found it to be rewarding, it gave us an opportunity to use our skills in recruitment and selection which will aid us for our future professional careers.

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3.0 Reference List

Australian Human Rights Commission 2015, Australian discrimination laws, viewed 1 September 2015, https://www.humanrights.gov.au/employers/good-practice-good-business-factsheets/quick-guide-australian-discrimination-laws

Bayley, B 2010, ’20 tips for interviewing’, Management Today, pp. 82-84.

Business Victoria 2015, Write job descriptions and ads, viewed 8 September 2015, http://www.business.vic.gov.au/hiring-and-managing-staff/staff-recruitment/job-description-and-advertisement-template

Career network 2015, Dressing for Interviews, viewed 1 September 2015, http://careernetwork.msu.edu/jobs-internships/appearance-and-attire/dressing-for-interviews.html

Compton, R, Morrissey, B & Nankervis, A 2014, Effective recruitment and selection practices, 6th edn, CCH Australia Limited, Sydney.

HR World 2007, 30 interview questions you can’t ask and 30 sneaky, legal alternatives to get the same info, viewed 8 September 2015, http://www.hrworld.com/features/30-interview-questions-111507/

Lim, C, Winter, R & Chan, C 2006, ‘Cross-cultural interviewing in the hiring process: challenges and strategies’, Career Development Quarterly, vol. 54, no. 3, pp. 265-268.

McConnell, J 2003, How to identify your organization's training needs, AMACOM, New York.

McDermott, J 2015, Interviewing People - How to Set Up The Interview Room For Success, Blue Sky Interviews, viewed 3 September 2015, http://www.blueskyinterviews.co.uk/interviewing-people-how-to-set-up-the-interview-room

Messmer, M 2000, 'Conducting an Effective Interview', Strategic Finance, vol. 81, no. 10, pp. 10-12.

Nadler, P 1994, ‘Sloppy interviews lead to costly hiring mistakes’, American Banker, vol. 159, no. 68, p. 7.

Norris, L 2007, ‘Get it right first time’, B&T Weekly, vol. 57, no. 2595, p. 19.

OMB Human Resource Management Services 2015, The Interview: Recruitment and Selection: Management, viewed 1 September 2015, https://www.nd.gov/hrms/managers/guide/interview.html

Pearce C 2007, “Ten steps to conducting a selection interview,” Nursing Management – UK, vol. 14, no. 5.

Toten, M 2011, Performance appraisal interviews: checklists for preparation and conduct, viewed 8 September 2015, http://workplaceinfo.com.au/hr-management/performance-

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management/analysis/performance-appraisal-interviews-checklists-for-preparation-and-conduct#.Ve5nfxGqqkp

Whatley, P & Hubbard, L 2005, ‘Easing into interviews’, Internal Auditor, vol. 62, no. 5, pp. 25-26.

Legislation

Age Discrimination Act 2004 (Cwlth)

Disability Discrimination Act 1992 (Cwlth)

Equal Employment Opportunity Act 1987 (Cwlth)

Fair Work Act 2009 (Cwlth)

Racial Discrimination Act 1992 (Cwlth)

Workplace Gender Equality Act 2012 (Cwlth)

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4.0 Appendix One

4.1 Appropriate InterviewCommentator: Good morning. Today group 7 are going to be presenting and demonstrating an appropriate job interview for the position of a HR Recruitment Consultant at Toll. I will be stepping in periodically to discuss the events that transpire throughout the interview. As you can see, the room is set up with one rectangular desk, and the seating is positioned to have three panel members on one side of the table and the applicant on the other.

The individuals who will be preforming as panel members for this interview are Bianca, Katrine, and Jaiden. Helena will be performing as our applicant. Prior to the interview, the positioning of the panel members, as well as the type of room, were considered in relation to the effects it could have on the applicant. As such, it is important to choose a tidy, well-lit, comfortable and clutter free room, free from any distractions. All of these considerations thus help acknowledge the importance of ensuring that the room creates a positive and professional impression of the company (Compton, Morrissey & Nankervis 2014 p. 139; McDermott 2015). In addition to these recommendations, the room should also be able to easily contain all of the panel members and the candidate comfortably (Compton, Morrissey & Nankervis 2014 p. 139; McDermott 2015). Taking this into consideration, we have chosen a room with plenty of natural light and a comfortable temperature. The room is not too big to make the applicant feel intimidated, and refreshments have also been provided to help make the applicant feel at ease. The interview room has also been selected due to its ability to enable a level playing field in terms of accessibility, which thus adheres to the Disability Discrimination Act 1992 (Commission 2015; Disability Discrimination Act 1992 (Cwlth); McDermott 2015). A confirmation email was also sent to the applicant to inform them about the whereabouts of the interview, what would be appropriate to wear, what they should bring along, and the time the interview is going to commence (Career network 2015). These decisions were thus made as it allows the applicant to understand what Toll is expecting of them for the interview. The interview will now commence.

B: Good morning, my name is Bianca and I’m the HR Manager here at Toll.

H: Hi, I’m Manisha.

B: Very nice to meet you, Manisha. How are you today?

H: Very good, thank you.

B: That’s good to hear. Did you have any trouble finding our office?

H: No, I didn’t. I’m very familiar with the area.

B: Excellent. If you’d like to follow me to the conference room, we can get started.

*Walking*

B: The interview is expected to go for 10 minutes. Would you like any tea or coffee?

H: No, thank you.

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B: No problem, we would just like to inform you that we will be taking notes during the interview; do you give us consent to do so?

H: Yes, that’s fine

*Continues walking & opens door*

B: Manisha, this is Katrine, our Senior HR Advisor.

K: Hi, nice to meet you. *Shake hand*

H: Likewise.

B: And this is Jaiden, one of our HR Recruitment Consultants.

J: Hi, how are you? *Shake hand*

H: Very well thanks.

B: Please take a seat and let’s get started.

K: What attracted you to apply for this position?

H: I found the recruitment aspect of my previous role at Pack and Send to be extremely enjoyable and fulfilling, and then decided that I wanted to pursue a career further in a similar position. After finding your advertisement for this position, I found that my values and Toll’s were highly compatible and aligned extremely well. Because of this, I firmly believe that I would find working at Toll to be extremely fulfilling and an opportunity that would help me progress through my career.

Commentator: This introduction helped the applicant feel at ease. They started to develop a rapport with the panel member not only by the way she was greeted, but also by the phone interview and the email that was sent prior to the interview taking place (phone interview and email).

The interview has been conducted professionally by ensuring that the meeting starts on time and that the candidate has been accommodated to feel comfortable. The use of questions such as “What attracted you to apply for this position?” has also been utilised to help the candidate adjust to the environment and setting of the interview (Pearce 2007 p. 21).

In addition to this, notice how the panel’s dress attire is neat, clean and conservative. It is important for all panel members to look respectable and professional, as such representations can have a significant impact on the first impressions the candidate may develop of the company (Messmer 2000, p.10).

The interview will now continue.

K: So tell us a little bit about yourself?

H: I graduated from Central Queensland University with a Bachelor of Business majoring in human resource management in 2011. During my studies I found the recruiting aspects of my course to be very interesting, and even during my time at Pack and Send, I found the recruiting elements of my role to be very enjoyable and fulfilling.

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B: So what were some of the daily duties that you undertook as a part of your role?

H: During my management position, I had to utilise my multitasking and management skills to coordinate and manage a team of individuals. In addition to this responsibility, part of my daily duties also required me to ensure that I was able to cater to a diverse array of customers, and that the organisation’s overall delivery of its services was to a high quality. Lastly, I also had the responsibility of utilising pricing and tracking systems to keep track of the organisation’s services.

K: What is your biggest weakness and how do you use this to your advantage?

H: I am very determined and sometimes find myself taking on too much work. Although this can be seen as a weakness, I also think that this enables me to challenge myself to improve my time management and organisation skills.

Commentator: Even though the question “what is your biggest weakness and how can you use this to your advantage?” could be answered in many different ways, Manisha answered the question in relation to her work life. This is seen as an appropriate response because she is demonstrating her work ethic in a subtle manner (OMB Human Resource Management Services 2015). The interview will now continue.

B: Let’s take a look at your resume. Tell us about the most important experiences you’ve had that will highlight your fit for the role as a HR recruitment consultant.

H: One of the most important experiences I had in my last position was the opportunity to develop my written and verbal communication skills by creating connections with a diverse range of professionals. Part of my responsibilities involved keeping in regular contact with other freight companies, and due to this, I had to utilise my communication skills to maintain healthy relationships with these companies. I believe the skills I have developed as a result of these experiences have become huge assets for me when working with and managing teams.

B: How do you see this role fitting in with your long term career objectives?

H: I believe this position would provide me with the opportunity to further explore recruitment as a career and would also provide me with the appropriate challenges to develop my skills and knowledge in this area. This position would also give me the opportunity to establish connections with a wide variety of people, and provide me with new opportunities and experiences.

B: Can you please describe your experiences with building and maintaining employee relationships?

H: As part of my management duties, it was my responsibility to assist in the training and development of the organisation’s employees, and as such, it was imperative for me to ensure that the organisation possessed a high performance culture based on mutual trust and teamwork. By ensuring that a strong and efficient work culture was promoted within every function of management and human resources, I was able to achieve this.

J: Here at Toll we greatly value teamwork and the ability to trust one another. Because of this, we would like to know what your overall thoughts on teamwork are, and what

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judgements you make in order to determine whether a task involves the use of independent or teamwork.

H: While being able to effectively work independently is a very important ability within any position, I also believe that the ability to effectively work with and manage a team in order to achieve a desire objective or outcome is one of the most imperative aspects of organisational life. When it comes to determining whether a task is best suited to independent or team work, I think it’s important to assess which tasks and responsibilities are required to be completed independently or through a collective group. After this has been done, formulate a team plan to work accordingly towards the desired objective.

B: This position requires the use of the HRMatrix program. Can you please describe the work you’ve done with this program or similar tools in the past?

H: I haven’t had any experience using the HRMatrix system, however I have had extensive experience with programs like Pro HR, Start Date, and Talent Reef. I’m a fast learner in most areas related to computing, and believe I have enough experience to adapt to the HRMartrix system.

K: So say you are having a very busy week and are behind in work, you have been contacted in regards to a position that needs to be filled - how would you go about fulfilling these tasks in a timely manner?

H: I would strive to utilise my multitasking and time management skills in order to balance both the required work as well as any unforeseen tasks, as these skills are crucial for organising and keeping on top of extensive workloads.

Commentator: By using the behavioural question just asked, the panel members are able to demonstrate their application of a range of targeted questions to address the candidate’s problem solving skills. This is important because it allows the members to see how the applicant will handle certain situations, thus enabling the panel to analyse the candidate’s problem solving skills in a more extensive and in-depth manner (Messmer 2000 p.10). The interview will now continue.

J: Describe your experiences with selecting candidates through specific interviewing and recruitment techniques?

H: In my experience of recruitment, I found it very important to conduct a job analysis to ensure that all job positions were up to date before beginning the selection process. This is essential to know which key qualities and skills are required in a candidate, and what qualification would best benefit the organisation and its objectives. I also found it important to assess whether internal or external recruitment would be most beneficial to the organisation. If I had decided that external recruitment was most necessary, I would then determine which methods of advertisement would attract the target demographic in a candidate. For instance newspapers, websites, social media or magazines.

K: What skills do you think are most appropriate to have in recruitment?

H: When it comes to recruitment, I think it’s important to be able to develop and maintain healthy relationships with both clients and colleagues. In addition to this, it is also essential to have a good judge of character and have an idea of the qualities desired in a candidate

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during the interviewing and selection process. With this in mind, it’s also important to be familiar with the company’s vision and core values and implement them into daily work processes. Other imperative aspects also include being able to keep up to date with legislation and modifying any work processes in accordance with any legislative changes. Multitasking and time management as I mentioned before are also crucial aspects to this sort of position, as well as having proficient communication and computing skills, and being able to utilise different types of business software.

B: What has been your greatest success in regards to recruitment?

H: I have had the privilege of working with a great team who helped the company achieve its goals, and believe this could have not happened if the wrong candidates were selected for the position. Because of this, I believe my greatest success was being able to effectively utilise my knowledge and skills in the selection process to attract and select a high performing team.

J: Tell me about a time when you had to give difficult feedback.

H: At one point during my employment at Pack and Send, I was responsible for assisting in downsizing the organisation. I found this responsibility quite difficult as I was faced with the task of terminating some of our staff.

B: Are there any barriers that could hinder what hours you can work or your availability?

H: I previously worked a full time position of 38 hours a week at Pack and Send and found no problems making myself available during these hours.

Commentator – Notice the way the question “are there any barriers that could hinder what hours you can work or your availability?” has been worded. This question has avoided making any discriminatory assumptions such as the candidate having any family responsibilities, thus adhering to the anti-discriminatory conditions in the Fair Work Act 2009 and the Workplace Gender Equality Act 2012 (Fair Work Act 2009 (Cwlth); Workplace Gender Equality Act 2012 (Cwlth). This question also allows the applicant to offer information that she feels is necessary, without her making her feel discriminated against or stereotyped.

All interviews, including those of unsuitable candidates, should be brought to polite and unhurried conclusion (Pearce 2007 p.21). The candidate should be invited to ask further questions and these should be answered fully (Pearce 2007 p.21). This will now be demonstrated.

K: Are there any questions about Toll or this position that we can answer for you?

H: If successful, when would I be required to start work?

B: The required start date for this position would be on Monday 26th of October.

B: How many weeks would you need to give notice in order to start on this date?

H: I would require 4 weeks’ notice.

B: Okay, perfect.

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H: How does your organisation demonstrate that it values its employees?

K: Our people are our most valuable asset. We’re committed to providing a safe, diverse, satisfying and fulfilling workplace with access to opportunities for all of our people. We employ approximately 40,000 people across some 1,200 locations in more than 50 countries. We value integrity, trust, teamwork and being open and transparent. We are accepting of all employees’ differences.

H: With the amount of offices that Toll has, are there opportunities for transfer and what opportunities do you have in relation to career growth?

B - Because of our size, business diversity and global network, our team members have access to a vast range of opportunities for promotion and career development, including transfers to different locations.

J: Also, we are passionately committed to supporting our people in their career aspirations - we work hard to provide our team members with opportunities to develop and excel.

K: Yes, we do this through our professional development and leadership programs, through training and coaching and through our career guidance initiatives.

J: Is there anything else you would like answered?

H: No, you have answered all of my questions. Thank you for the opportunity.

K: Okay, thank you for your time Manisha, it was a pleasure meeting you, and we hope you enjoy the rest of your day.B: If you would like to follow me I will accompany you to reception.

Commentator: Notice that the panel member ended the interview thanking the applicant for their time. As such, it is important to end an interview on a positive note as it can leave the candidate with a favourable impression of the company (Messmer 2000, p.11). This can then have an influence on the possibility of other professionals applying for positions within the company as a result of word-of-mouth feedback (Messmer 2000, p.11).

*Interview panel members will be conducting the interview evaluation form*

It is best to evaluate the candidate as soon as possible after the interview. The key to conducting a successful interview is to have a thorough understanding of the job, its requirements, and the necessary skills and qualities required of a candidate for the position (OMB Human Resource Management Services 2015). When conducting an evaluation, it is important to review notes and documentation and to clarify any information that may be important to the selection decision (OMB Human Resource Management Services 2015). As such, this panel team has used an interview evaluation form to analyse their applicant’s skills, abilities, and performance factors (OMB Human Resource Management Services 2015). This form, in turn, then aids the members in hiring the right individual for the position, by ensuring that the selected candidate possesses the appropriate knowledge and skills to help the organisation achieve its short-term and long-term objectives.

As a whole, the interview has included questions relevant to the specific position, and each question has been asked in a manner that does not breach any anti-discriminatory acts such

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as the Age Discrimination Act 2004, the Disability Discrimination Act 1992, the Racial Discrimination Act 1992, and the Workplace Gender Equality Act 2012 (Age Discrimination Act 2004 (Cwlth)); )), (Australian Human Rights Commission 2015); (Disability Discrimination Act 1992 (Qld)); (Racial Discrimination Act 1992 (Cwlth)); (Workplace Gender Equality Act 2012 (Cwlth)). This was achieved by strategically asking questions in a manner that allowed the candidate to offer information freely, and which also didn’t make the candidate feel as though her privacy was invaded or that she was being stereotyped and discriminated against.

In addition, note-taking by the panel was appropriately conducted throughout the interview by ensuring that the candidate didn’t feel uncomfortable by the activity of excessive recording (Compton, Morrissey & Nankervis 2014 p. 144). Body language and eye contact was also appropriate throughout this interview (Compton, Morrissey & Nankervis 2014 p.144).

That concludes our example of an appropriate interview. Thank you

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4.2 Inappropriate InterviewCommentator: Good morning, today Group 7 will be demonstrating an inappropriate interview concerning a HR consultant. Katrine, Bianca and Caitlin will be the panel members, with Helena playing the part of the applicant. In my role as commentator, I will occasionally step in to provide insights on certain events that occur throughout the interview. With that said, it can be seen that there are a number of visible elements that would not be present in an appropriate interview.

Firstly, the state of the room is unprofessional as evidenced by the untidy desk that the panel members are seated at. Furthermore, the clothes the panel are wearing are not suitable in a business interview environment. Personal presentation for the interviewer is just as important as the interviewee (Bayley p. 82). Hence, the panellists and the room should be professional, so that the organisation is advertised to the applicant in the right way, whilst also making them feel respected (Compton, Morrissey & Nankervis 2014, p. 139).

Lastly, the name plaques present in front of each panel member are also a possible hindrance. For an interview, setting the right tone is crucial, in order to obtain the most beneficial and authentic responses from a candidate (Whatley 2005, p. 25). In relation to the plaques, the applicant may already be quite nervous about the consultation beforehand. If they were to then see the status of each interviewer when entering the room, this could perpetuate their fear and cause them to provide insignificant or dishonest answers. Thus, the name plaques should not be present in the interview room.

Along with the visible elements, the panellists in this interview have also neglected to establish a selection criterion. To form such a criteria, job analysis must be carried out, from which a position description would then be created. A position description is key since it ‘helps define the duties [that] a new staff member [would] be responsible for’ (Business Victoria 2015). Therefore, a lack of an adequate position description prior to a meeting is a major pitfall (Norris 2007 p. 19) because it leaves the interviewers unsure as to who the most suitable aspirant is. Henceforth, before this interview has even begun, the Toll panel members may have already put the applicant at an undue disadvantage.

The interview will now start.

Introduction:

B: Good morning, my name is Bianca and I’m the HR Manager here at Toll.

H: Hi, I’m Manisha.

B: Very nice to meet you Manisha. How are you today?

H: Very good, thank you.

B: Excellent. If you’d like to follow me to the conference room, we can get started.

*Walking*

B: The interview is expected to go for 5 minutes. Would you like a tea or coffee?

H: No, thank you.

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B: No problem.

*Continues walking & opens door*

B: This is Katrine, our Senior HR Advisor, and Caitlin, one of our HR Recruitment Consultants, and this is Manisha.

C: Hi, nice to meet you. (Shake hand)

H: Likewise.

K: Nice to meet you (shake hand)

B: Let’s take a seat and get started.

Commentator: As you just saw, the panellists of Toll gave a quick introduction each to the candidate, before immediately starting the interview. When a job interview is conducted, it is essential to begin by establishing a rapport with the interviewee (Toten 2011). By doing so, it can commence ‘the interview on a positive note and defuse any potential hostility’ (Whatley 2005, p. 25) before it arises. For the Toll interview this has not occurred, which could result in unnecessary negative responses from the aspirant or any of the three panel members.

The interview will now resume.

K - Manisha was it? That’s an unusual name—what does it mean?

H: It was just a name given to me.

K - Oh it just sounds like a foreign name, were you born overseas?

H: Yes, my family relocated from India in 2006.

K- So do you speak English at home?

H: I use a mixture of languages at home.

B- Tell me about your last job, and why did you leave?

H: I decided to resign from my last position because I found that there was little progression in the role. I find myself wanting a little more challenge because I am motivated by a sense of achievement.

B -How long did you work for your last employer?

H: Around 3 years.

C - What were your responsibilities and duties there?

H: I managed a team of individuals, assisted with the recruiting and terminating process, conducted employment evaluations, as well as many general office duties. I also assisted in conducting job analysis and developing positon descriptions, and assisting in employee training and development was also another important part of my job. In addition to this, I also provided total courier and freight delivery services, and complete packing solutions for all customers in and around the Mackay area.

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K - How many days were you sick last year?

H: I had a few days off during winter. Maybe around 4 days. I’m usually a pretty healthy person.

K - Did you find yourself getting along with your boss?

H: Yeah, we had a really good work relationship; we also had many common interests.

Commentator: A large proportion of questions that were just asked by the panellists towards the applicant are not appropriate for an interview. When an interviewer is asking a question, the query should be related to the candidate’s suitability for the offered position (Compton, Morrissey & Nankervis 2014, p. 146). The enquiries involving the origins of the interviewee’s name, former relationship with the boss and sick days are therefore unnecessary and should have been omitted previously.

Another question put forth regarded the spoken language at home. On top of being superfluous, it also raises legal concerns. The Equal Employment Opportunity Act 1987 (Cwlth) stipulates that one group equal employment opportunity applies to are people whose first language is not English. From the aspirant’s response, it is made aware to the panel members that her first language at home is probably of Indian origin. Thus, if Toll does not hire her for the position, there is a possibility that the applicant will sue for discrimination.

To have avoided this possibility altogether, an appropriate question that could have been asked instead is “What languages do you speak fluently?”(HR World 2007).

Besides potentially discriminatory questions, the enquiry related to the length of previous employment is also problematic. The way in which the Pack & Send question is expressed leaves no room for the interviewee to elaborate, making this a closed question. Moreover, closed questions are usually of minute help and can initiate interrogative questioning (McConnell 2013, p. 140). Hence, the question should have been expanded upon or left out entirely, if the answer is already known.

Finally, the question “Tell me about your last job and why did you leave?” is an example of two questions combined. This type of enquiry may cause the applicant to leave out vital information or become disorientated (Compton, Morrissey & Nankervis 2014, p. 146). For that reason, the questions should have been separated.

The interview will now continue.

B- How far is your commute?

H: I just live over the bridge, so it only took me around 20 minutes to get here from my house.

K- Previous individuals in this position have found themselves working overtime on weekends. I myself have found this as well. My husband hates me working on weekends how does yours feel about it?

H: I’m not married. I am willing to put the time into the work that I need to complete in order to meet any deadlines.

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K- I’m glad to hear that, so how do you spend your weekends currently? Are there any commitments that you already have will affect the amount of overtime you can work?

H: On Saturday I don’t really do much, but on Sundays I attend my local church.

C- What church do you attend?

H: I go to St Mary’s Cathedral.

C - No way - me too! I thought I recognised your face; did you enjoy the last sermon?

H: Yeah, it was really insightful.

B- Anyway, tell me about your weaknesses and how do you use them to your advantage?

H: I have anxiety, but I’ve been working through it with my psychologist.

B- Oh, so are you taking any kind of medication for that?

H: Sorry, but I’d rather not talk about it.

Commentator: The exchange that just took place regarding St. Mary’s Cathedral is an example of the halo effect in action. In essence, the halo effect is where a person can be unfairly rated more positively or negatively by another based on personal preferences (Compton, Morrissey & Nankervis 2014, p. 145). Applying it to the interview, it is revealed that both the applicant and the panel member share the same religion. Therefore, the panel member might provide a more affirmative assessment of the aspirant than she would have with another similar candidate. If this were to happen, it could undermine the company’s competitive advantage (Lim, Winter & Chan 2006, p. 267), which may cause Toll serious repercussions in the future.

Stereotyping is also evident in this segment of the interview. By inferring that the candidate has a husband, the panellist has come to a predetermined conclusion based on sex. Henceforth, this action could bring the Workplace Gender Equality Act 2012 (Cwlth) into question pertaining to gender discrimination in employee matters i.e. selection.

Another salient point surrounds the misinterpretation of the question, “Tell me about you weaknesses and how do you use them to do your advantage”. The interviewee’s response to this was that she had anxiety - an answer that the Toll panel member was not requiring. Conversely, in the appropriate interview, the applicant answered the same query suitably by stating that they take on an excessive amount of work. This discrepancy can be put down to the ineffective use of words contained in the question, which is not acceptable (Compton, Morrissey & Nankervis 2014, p. 144).

The interview will now reach its conclusion.

K- The last applicant had experience with our HRMatrix program. Have you had any experience with this program before?

H: No, I haven’t had any experience with that particular program, however I have had experience with programs like Pro HR, Start Date, and TalentReef.

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K- This job requires interstate travel. Are you able to perform overtime and are you able to spend time away from home?

H: I don’t see a problem with the travel aspect or overtime.

H: I sense that you are concerned about my ability to be here on a regular basis and to put in the work necessary to meet deadlines. Just let me assure you that I have always been a reliable worker who's committed to getting the job done well and on time. In fact, in my last position, I was never late to work once and I consistently completed all projects ahead of deadline.

K: I am not concerned about your work ethic; we are just checking that you obtain the requirements of this position.

B- Is there anything else you would like to let us know?

H: I would like to emphasise the key strengths I would bring to this position such as my qualities of being a strong team worker, having great multitasking skills, being able to communicate effectively in both verbal and written areas, and being able to complete daily duties and tasks, as well as ensuring information is current and correct. I am very excited about the prospect of working with you here at Toll. When do you expect to make a decision?

B - We will let you know by close of business on Friday. That about wraps it up, thank you for your time. I’ll walk you out to reception.

Commentator: Now that the interview has drawn to a close, a review of it in its entirety can take place. Analysing the meeting as a whole, a number of mistakes can be observed concerning note-taking, the ratio of talking, rapport building, relevant material and bias.

In relation to note-taking, the designated panel member was note-taking for the majority of the interview. This is a problem for a variety of reasons. Firstly, the panellist did not gain permission from the interviewee (Compton, Morrissey & Nankervis 2014, p. 144). Secondly, they wrote notes during the candidate responses, which inhibits their listening (McConnell 2003, p. 150). Lastly, because the panellist wrote so often, they lost concentration and hence rapport with the applicant (Compton, Morrissey & Nankervis 2014, p. 144).

Regarding the ratio of talking, the panel members provided the bulk of the conversation. A general rule of thumb is that the aspirant should contribute 80% of the talking, with 20% delegated to the panellists (Compton, Morrissey & Nankervis 2014, p. 142). Additionally, too much talking from the members can also create a halo effect (Nadler 1994, p. 7). Therefore, this demonstrates another glaring mistake of the interview in full.

Rapport is another element that was severely lacking in this consultation. The note-taking by the chosen panellists and the abrupt start to the interview meant that the candidate and the members had limited opportunity to develop rapport with each other. In fact, the extra information that the applicant provided at the meeting’s end is evidential of the lack of rapport. This is due to the feeling of excitement for job only being expressed at the very end.

The interviewee’s final response is also indicative of the quality of material presented throughout the interview. Since they had to emphasise key strengths at the meeting’s

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conclusion, it is a reflection on the amount of inappropriate, superfluous questions that were scattered throughout the interview. Evidently, this also relates to another major flaw of the conference - bias. Specifically, bias concerning both race and gender was on display in this interview. Out of all the errors, this is the most galling, since particular queries that were asked could contravene both the Equal Employment Opportunity Act and the Workplace Gender Equality Act.

In summary, with the amount of flaws on display, it is clear that this interview was inappropriately conducted and thus, would not be acceptable at any workplace.

This concludes our example of an inappropriate interview, thank you for listening.

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4.3 Additional Inclusions

Toll Applicant Acknowledgement Letter: http://hrmtgroup7.weebly.com/toll-group-documents.html

- Toll had sent Manisha a letter of acknowledge so that the candidate could be aware that their application had been sent through and was being processed.

Phone Conversation between Toll & the Applicant: http://hrmtgroup7.weebly.com/toll-group-documents.html

- It was appropriate to have a phone conversation to inform the applicant that they were progressing through to the next stage of the selection process.

Toll Meeting Request: http://hrmtgroup7.weebly.com/toll-group-documents.html

- A meeting request was sent to Manisha and all parties involved from Toll as a reminder of when the interview will be taking place. (as per discussed on the phone)

Toll Email Confirmation of the Interview: http://hrmtgroup7.weebly.com/toll-group-documents.html

- An email confirmation was sent from Toll, detailing what the applicant needed to wear, the location of the interview, and what the candidate needed to bring with them.

Toll Interview Location Map: http://hrmtgroup7.weebly.com/toll-group-documents.html

- A map was provided as an attachment from the email so that the candidate could locate where the interview was going to take place.

Toll Follow Up Email: http://hrmtgroup7.weebly.com/toll-group-documents.html

- Toll sent the candidate a follow up email thanking them for their time, as well as another reminder about what time the successful applicant would be required to start.

Toll Advertisement: http://hrmtgroup7.weebly.com/toll-group-documents.html

- Toll would have needed to have done a job analysis on the position required before releasing an advertisement.

Toll Interview Evaluation Form: http://hrmtgroup7.weebly.com/toll-group-documents.html

- This form was used by Toll staff to evaluate the candidate based on the criteria outlined in the document. This criteria has been gathered from the job analysis conducted on the position.

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