Certificate IV Frontline Management

BSBHRM402A Recruit, Select and Induct Staff

Date: 2011Presenter: Sarah Lean

Determine job descriptions Plan for selection Assess and select applicants Appoint and induct successful candidate

At the end of this session you will be able to:

Complete a job analysis; Consider what the job is intended to

achieveand the environment in which the job is carried out. It involves:

• Examining the training document for the job• Observing the job being done• Talking to the people doing it • Do you wish to combine or reallocate

duties?

1: Determined job descriptions

The job description specifies the duties, tasks and activities the job holder is expected to perform

Consider what is to be done and at what standard you wish

A job description generally lists the internal and external relationships, responsibilities and accountabilities and any other information that is relevant to the job

1: Determined job descriptions

Hire for attitude and train for skill It may not be the most qualified person that

gets the job It may not be the person with the most

experience People can be taught skills but generally

you may not teach a positive attitude

1: Determined job descriptions

Consider any Legal, Legislation, EEO or Occupational Health and Safety standards and practices that you must adhere to in the selection process

Follow your work place practices to ensure you obtain appropriate approvals to advertise the role and liaise with HR during the process.

1: Determined job descriptions

The HR department will ask you to do a job analysis, update the job description and prepare the person specification and will then present you with a short list of candidates

Advertising the role may be undertaken in newspapers and other print media such as journals, on the company internet and notice boards, on online job portals and on other organisation’s website.

Many use recruitment agencies to filter candidates

2: Plan for selection

Sourcing information about your short list of candidates is more common practice than ever before.

The list of sources include; Information from the candidates initial letter

or email and work history Application forms Selection tests Employment interviews Reference checks

2: Plan for selection

What you can and can not ask: General information to collect Contact details Education qualifications Employment History Evidence of the applicants legal entitlement

to work in Australia Family name and given names Position applied for Referee’s names and addresses

2: Plan for selection

Other information that may be relevant for certain jobs:

ASK FOR THIS INFORMATION ONLY WHERE IT IS JOB RELATED:Age: has the minimum age been reached or is the applicant below any maximum age that may apply to employment law?

Criminal record/traffic convictions and accidents. People convicted of larceny may not be suitable for jobs that would place them in a position of trust (e.g.; job dealing with money or giving them access to people’s homes)

2: Plan for selection

Languages, questions about which languages the applicant speaks, reads or writes might be relevant in such jobs as police officer or airline attendant

Physical ability, where disability would preclude the applicant form performing the duties of the job, or be hazardous to the safety of the applicant or colleagues, clients or public.

2: Plan for selection

Information that may not be asked: Marital status Medical information, you may ask however if they

are able to sit or to stand for as long as the job requires, or to lift loads required by the job

National or ethnic origin Organisations to which the applicant belongs Photographs of the individual Race or colour Relatives

2: Plan for selection

Schedule interviews in an appropriate meeting place

Advise relevant personnel of times, dates and venues

Have all application forms or processes at hand

Explain the recruitment process and how they shall be advised of success or unsuccessful application

2: Plan for selection

A Screening interview; is used more commonly to screen the applicants. Interviews over the telephone allow the interviewer to compile a short list of applicants

A Preliminary interview; allows the list to be created for a short list of the final interview

A Final interview; this includes the prospective manager, who decides which candidate to appoint

3. Assess and select applicants

Employment interviews can be structured or unstructured

People that are untrained in a structured interviews will ask a series of more meandering questions aimed at finding non specific information

Structured interviews have a significantly higher chance of making a successful selection decision and are more positively viewed by candidates

Behavioural interviews are the most reliable type of structured interview

3. Assess and select applicants

Behavioural interviewing: Ask each candidate the same series of questions

to help you compare ‘apples’ with ‘apples’ It helps you assess the candidates objectively on

specifics rather than on gut feelings It helps you select and eliminate candidates for

job –related reasons only Questioning past behaviours helps ensure that

the candidate base their answers on fact and it provides reliable insight to their experience, knowledge, values and motivation

3. Assess and select applicants

Examples of interview requests and questions:

• Describe a difficult customer you have encountered and how you handled him or her?

• Describe a difficult problem you have encountered and how you handled it?

• Describe a situation in which you were able to read another person accurately and successfully deal with them.

• Describe a time in your last job where you needed to work without supervision.

• Describe the most frustrating part of your job.• Give me an example of…..

3. Assess and select applicants

• Have you ever….• In what areas would you like to expand your skills?• Tell me about….• What are you most interested in learning about?• What has been the most difficult job you have ever

tackled?• What happens when……?• Which achievements are you most proud of ?• Where would you like to be in 5 years time?• What are your strengths and what are your

weaknesses?

3. Assess and select applicants

Prepare for the interview Put the candidate at ease The main part of the interview is where you find

out suitability Close the interview, has the candidate got any

questions for you? Evaluate the candidates suitability. Check

references and compare the selection criteria to the candidates interview responses

Follow Up – inform the individual of their outcome

3. Assess and select applicants

Provide the successful candidate with the appropriate paperwork, including contract and any other organisational paperwork required by HR.

Advise the manager and team of the new appointment

Arrange an induction with the team member to ensure they have full support with their new role

4. Appoint and induct successful candidate

Helping the recruits fit in and do well will pave success for everyone

Induction allows for the team member to understand their new role and inform them of the resources available to them to assist them in their role.

It speeds up the learning process and increases productivity of the new team member

It also assists to calm nerves and get to know the ‘map’ of the office

4. Appoint and induct successful candidate

Induction into the company: Tour the office Overview on HR procedures and policies General background information How they are paid etc Introduction to lines of communication Provision of how performance appraisals are

delivered Sources of advice and assistance within the

organisation

4. Appoint and induct successful candidate

Induction to the department Review the job description Tour the immediate environment Outline the training plan Assign the new employee a physical work

station or space and show them where to put their personal belongings

Overview the OH&S requirements of their workspace

Discuss work hours, breaks and lunch breaks

4. Appoint and induct successful candidate

Introduce workmates Other details about the job, must, should

and could knows Security systems Time keeping forms and recording

procedures General information – café locations, local

attractions etc.

4. Appoint and induct successful candidate