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Transcript of Recruit And Select Staff
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RECRUIT AND SELECT STAFF
Unit Code: D1.HML.CL10.15
D1.HRM.CL9.10
D2.TRM.CL9.20
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Recruit and select staff
This unit comprises five Elements:
Identify staffing needs
Recruit staff
Interview staff
Select staff
Implement induction and
orientation session or program.
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Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from employer.
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Identify staffing needs
Performance Criteria for this Element are:
Obtain & read enterprise policies & procedures in
relation to the staffing process
Identify internal factors that impact on staffing needs
Identify external factors that impact on staffing needs
Describe techniques to monitor workplace performance
Consult with stakeholders
to determine staffing needs
(continue)
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Identify staffing needs
Describe & quantify staffing requirements by
position & locate them within an organisational
chart
Undertake a job analysis of each identified position
Prepare job specifications and job descriptions for
identified positions.
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Obtain & read enterprise staffing
policies & procedures
You must learn your workplace staffing policies &
procedures.
These will vary between employers based on:
Their experience
Size of the operation
Ownership
Legal (‘compliance’) requirements.
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Obtain & read enterprise staffing
policies & procedures
Job advertising policies and procedures may include:
Job advertising, addressing:
• What is to be included & excluded in
advertisements
• Media to be used to advertise vacancies
• Recruitment agencies to be used
• Type of online job vacancy
advertising.
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Obtain & read enterprise staffing
policies & procedures
Internal promotion of staff:
• Requiring all vacancies to be externally
advertised
• Requiring internal staff are considered before
external advertising occurs
• This policy will spell out the criteria
for determining when a vacancy
should be advertised externally.
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Obtain & read enterprise staffing
policies & procedures
Staff training:
• Stating basic induction requirements for all staff
• Identifying specific training for individual roles
and positions
• Presenting the company commitment to
training in terms of time & money.
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Obtain & read enterprise staffing
policies & procedures
Remuneration:
• Identifying pay rates
• Identifying & explaining overtime rates
• Identifying holiday & other pay rates.
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Obtain & read enterprise staffing
policies & procedures
Probationary period:
• Indicating duration
• Stating rights of both employer & employee
during this time
• Some employers have
probationary periods.
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Obtain & read enterprise staffing
policies & procedures
Terms & conditions of employment:
• Identifying when rest & meal breaks can be taken
• Hours to be worked
• Sick & other leave or pay entitlements
• Superannuation.
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Obtain & read enterprise staffing
policies & procedures
Benefits:
• Stating ‘qualifying period’ before they apply
• Identifying who they apply to
• Describing the benefits available.
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Obtain & read enterprise staffing
policies & procedures
General staff behaviour & presentation:
• Uniform & personal presentation requirements
• Smoking
• Tact & diplomacy
• Obligations on staff when they are ill
• Attendance & punctuality
• Use of company property.
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Obtain & read enterprise staffing
policies & procedures
Interview & selection panels:
• Identifying the format of the interview
• Detailing number of people on interview panels
• Describing the role of interviewers
• Specifying roles of interviewers
during interview & selection.
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Obtain & read enterprise staffing
policies & procedures
Designated authorities for hiring staff:
• Identifying personnel with ultimate authority to
approve new staff
• Describing relevant protocols
when hiring new employees.
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Obtain & read enterprise staffing
policies & procedures
Discretionary power:
• Specifying authority of nominated individuals to
negotiate remuneration
• Identifying authority of nominated individuals to
negotiate conditions of employment.
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Obtain & read enterprise staffing
policies & procedures
Legislation:
• Setting out protocols for dealing with IR issues
• Providing direction for complying with EO &
diversity requirements
• Detailing responsibilities for registering
with necessary authorities.
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Obtain & read enterprise staffing
policies & procedures
You must know exactly what your policies &
procedures contain because:
They govern actions
They stipulate what you cannot do
They enable you to answer questions
They provide the basis for aligning
staff with business goals.
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Obtain & read enterprise staffing
policies & procedures
Ways to learn about your workplace staffing policies &
procedures:
Read them
Use the intranet
Attend relevant internal training
Talk to management
Ask lots of questions.
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Identify internal factors that impact
on staffing needs
Possible internal factors impacting on staffing levels:
Labour budget
Existing staff
Service standards
Trading hours
(continue)
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Identify internal factors that impact
on staffing needs
Volume of customers
Peak demand
Nature & type of customers
The business itself
(continue)
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Identify internal factors that impact
on staffing needs
Service offered
Equipment used
Promises made to customers
Coverage of staff movement.
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Identify external factors that impact
on staffing needs
External factors must be taken into account when
considering staffing needs:
Areas to consider:
The external business environment
Customer expectations
Emerging trends
Changes in legislation & technology
Availability of staff.
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Identify external factors that impact
on staffing needs
Look at the external business environment:
Evaluation & analysis of the competition
The state of the economy
Consideration of customer’s
countries and economies.
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Identify external factors that impact
on staffing needs
Customer expectations:
Talking to customers
Making ‘Customer Comment’ cards available
Providing an online feedback option
Using focus groups
Paying attention to complaints & compliments
Undertaking market research
Observing customers.
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Identify external factors that impact
on staffing needs
Emerging trends may indicate a need for:
More or less staff
Staff with different skill sets
Staff at different times.
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Identify external factors that impact
on staffing needs
Changes in legislation may mean:
Need to train staff about new legislated requirements
Need for staff to get licences, certificates or
qualifications
Need to update staff training
Need for staff to provide proof of
claims they have credentials
Need to remove some staff from
previous positions.
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Identify external factors that impact
on staffing needs
Changes in technology:
Need for staff training, certification or experience
Need for staff to be able to demonstrate new
technology to customers
Need to integrate new technology
with existing technology.
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Identify external factors that impact
on staffing needs
Where there is a lack of suitable, local staff:
Advertise more widely
Simplify tasks
Offer more money
Improve working conditions
Work with authorities to grow the
local pool of suitable staff.
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Describe techniques to monitor
workplace performance
You need to monitor workplace performance of staff to:
Identify those who need help
Help determine whether actual outcomes are person-based or related to other issues
Identify good performance
Identify staff who may be suitable for promotion
Remind staff their performance at work is under scrutiny.
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Describe techniques to monitor
workplace performance
Statistical analysis is commonly used to monitor
workplace performance:
Step 1: Determine ‘expected’ figures for labour
Step 2: Calculate ‘actual’ figures
Step 3: Compare ‘expected’ against ‘actual’.
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Describe techniques to monitor
workplace performance
Labour cost percentage = the percentage of revenue
that represents the cost of labour to generate those
sales.
Formulae:
Example:
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Labour cost X 100
Sales 1
2250 x 100=26.3%
8550 1
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Describe techniques to monitor
workplace performance
In relation to labour cost percentage:
If labour budget = 26.3% & actual labour cost
percentage was 25%, this means you are ‘under
budget’
If labour budget = 26.3% & actual labour cost
percentage was 28%, this means you are ‘over
budget’.
Cost rosters before using them.
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Describe techniques to monitor
workplace performance
Where labour costs are too high/over budget:
There may have been too many staff rostered to
work
Inefficient rostering
Sales were below expectations
Management has allocated insufficient labour funds
May have been a ‘workplace event’
May relate to ‘public holidays.
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Describe techniques to monitor
workplace performance
Quantitative & qualitative analysis compares ‘hard’
data with ‘soft’ data considering:
Levels of absenteeism against different staffing
levels
Level of staff departing the organisation
Complaints matched against staffing levels
Wastage
Damage.
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Describe techniques to monitor
workplace performance
Basics of conducting a qualitative and quantitative
analysis:
Obtain baseline data
Compare changes to baseline data when staffing
levels change
Determine ‘cause and effect’ results.
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Describe techniques to monitor
workplace performance
‘Benchmarking’ = identifying best practices &
comparing them to what happens in the workplace:
May be internal or external
Provides basis for management action
Can be used to monitor staff performance.
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Describe techniques to monitor
workplace performance
You may use formal or informal research:
Make a conscious effort to capture feedback
provided by customers
Investigate matters relevant to staffing issues.
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Consult with stakeholders to
determine staffing needsYou may need to consult with stakeholders about staffing needs:
Owners
Board of Directors
Shareholders
Senior management
Supervisors
Customers
Suppliers.
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Consult with stakeholders to
determine staffing needs
Meet with owners:
Regularly
Because they have financial information you do not
have
Because they may want to remove a certain staff
member
Because they may want to
move their business in a new
direction.
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Consult with stakeholders to
determine staffing needs
Consult with ‘the Board’ to:
Understand strategic goals & plans
Approve certain staffing plans
Meet organisational compliance
Communicate labour budget and
related decisions.
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Consult with stakeholders to
determine staffing needs
Shareholders may need to be consulted when:
Significant staffing decisions are being considered
Business image may be impacted by staffing
decisions
There is a staff issue with the
potential to gain public attention.
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Consult with stakeholders to
determine staffing needs
Shareholders should be consulted because:
Their investment is at risk
They may have ultimate authority
They may be able to suggest a better alternative.
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Consult with stakeholders to
determine staffing needs
Senior management may need to be consulted
because:
There is a policy requirements to do so
They provide day-to-day direction & have day-to-
day responsibility for the business
They have good staffing experience
They are readily accessible.
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Consult with stakeholders to
determine staffing needs
Supervisors should be consulted on staffing to:
Enable them to make first-hand input on workplace
issues
Learn from their knowledge & experience
Demonstrate intention to work
cooperatively with them.
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Consult with stakeholders to
determine staffing needs
Staff should be consulted about staffing to:
Identify suggestions for action
Provide guidance for decisions
Demonstrate respect for them
Gain support for initiatives.
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Consult with stakeholders to
determine staffing needs
Consult customers before a staffing decision is made:
Talk to them & ask questions
Be aware they may believe their suggestions will always
be acted on.
After action has been taken, research & consult again:
How satisfied are they?
How has their spending changed?
Any suggestions for future
staffing changes?
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Consult with stakeholders to
determine staffing needs
Consulting with suppliers may occur to:
Identify what is happening at other business
Help with finding new staff
Determine what workplace staff
need to know.
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Describe staffing requirements &
locate on organisational chart
‘Organisational charts’ show relationship between all
positions, identifying:
Who is responsible to who
Official lines of communication
Possible career paths
Number of positions.
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Describe staffing requirements &
locate on organisational chart
Organisational charts can be presented in three main ways:
Top-down – the most common: managers at the top; supervisors in the middle; operational staff at the bottom
Horizontal – with managers at the left, and supervisors & operational staff flowing the right-hand side
Bottom-up – with managers at the bottom, supervisors above them, operational staff above supervisors and customers at the top.
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Describe staffing requirements &
locate on organisational chart
Organisational charts are imperfect because:
They quickly get out-of-date
Workers do not like being shown ‘below’
management
Lines of communication are always compromised
Lines of authority are not always obeyed
They can never reflect the dynamic nature of the
workplace.
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Describe staffing requirements &
locate on organisational chart
To make best use of your organisational chart:
Determine department heads, managers & supervisors
Identify who they have responsibility for
Know who they report to & who has authority over them
Find out if chart is current
Obtain permission to amend the chart
Revise & update when necessary
Update documents containing organisational chart.
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Describe staffing requirements &
locate on organisational chart
The ‘grapevine’:
Informal lines of communication in the business
Operates side-by-side with organisational chart
Accept & recognise its presence
Tap into it & use it.
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Undertake a job analysis of each
identified position
Job analysis = gathering of all facts, details & information
about a job & how it is done.
A job analysis is done to:
Identify all the tasks & duties
Define how all the above are linked
Identify the skills, qualifications &
experience required
Peripheral but relevant issues
authority limits, relationships &
responsibilities.
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Undertake a job analysis of each
identified positionJob analysis is important as it:
It provides essential information required for job
vacancy advertising and selection
It forms the basis for the development of the Job
Description & the Job Specification.
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Undertake a job analysis of each
identified position
Slide 57
The job analysis must answer questions such as:
What work does the position do?
What are tasks, responsibilities and duties of the position?
When is the work done?
Where in the enterprise is the work done?
What are the range of requirements a worker needs in order to do the job as required?
What are working conditions of the position?
(continue)
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Undertake a job analysis of each
identified position
A job analysis can be done by:
Watching what happens
Encouraging feedback from staff
Talking to other supervisors
(continue)
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Undertake a job analysis of each
identified position
Considering ‘best practice’
Reading existing job analysis information
Reading existing job descriptions & job specifications.
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Prepare job specifications and job
descriptions for identified positions
A ‘Job Statement’ = a document combining Job
Description & Job Specification:
Not all businesses have them
They may be called different names – PD; Person
Specification
Will provide a better understanding of the required
job and person
Lack of this knowledge usually results in the wrong
person being selected for a vacancy.
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Prepare job specifications and job
descriptions for identified positions
Job specification = details the human qualities required
for the position & should contain:
Title of the job
Minimum level of education
Specialised training required
(continue)
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Prepare job specifications and job
descriptions for identified positions
Work-related experience
Personal attributes required
Physical effort required to do the job
Interpersonal skills required.
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Prepare job specifications and job
descriptions for identified positions
Job Description = information about what the job is all
about:
Job title
Location of the job
Job responsibilities
(continue)
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Prepare job specifications and job
descriptions for identified positions
Day-to-day tasks of the position
Job title the position reports to
Number of people supervised by the position
(continue)
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Prepare job specifications and job
descriptions for identified positions
Working conditions
Workplace hazards
Special work procedures to be followed
(continue)
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Prepare job specifications and job
descriptions for identified positions
Equipment, technology, systems used in the job
Output standards required
Type of work measurement used for the work
performed.
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Summary – Element 1
When identifying staffing needs:
Obtain, read & understand all internal policies &
procedures relating to staffing matters
Realise other people will rely on you for advice
regarding staffing issues
Obtain specific information about labour budgets,
how much is available & how labour budget is
calculated
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Summary – Element 1
Determine if you have the authority to move labour
expenses
Get to know existing staff
Learn the service standards for the workplace &
management and customer expectations
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Summary – Element 1
Become familiar with trading hours, busy periods,
volume & types of customers
Actively research current & projected staff
movements
Identify internal & external factors impacting on the
business
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Summary – Element 1
Determine the future direction of the business &
relevant changes in markets, market position,
image & allied operational factors
Factor in changes in technology or legislation
impacting the business
Monitor staff performance using
qualitative & quantitative analysis
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Summary – Element 1
Consult with management & relevant others to
determine future staff needs
Use an organisational chart to assist with staff
planning & positioning of staff
Undertake job analyses as the basis for preparing
current & comprehensive job descriptions & job
specifications.
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Recruit staff
Performance Criteria for this Element are:
Identify & quantify positions to be advertised
Develop key selection criteria for each position to be
advertised
Obtain authority to recruit staff
(continue)
Slide 72
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Recruit staff
Identify sources of staff
Develop & lodge job advertisements with identified
sources of staff.
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Identify & quantify positions to be
advertised
Factor to consider when deciding jobs to recruit for:
Information in Job Descriptions
Integration of work to be done with existing staff
Owner preference
Complaints received from customers
(continue)
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Identify & quantify positions to be
advertised
Levels of business performance
Strategic business direction
New products or services
Revisions to previous allocation
of tasks to positions.
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Identify & quantify positions to be
advertised
Factors to consider when determining number of jobs to
be advertised:
Service levels
Peaks & troughs of trade
Waiting times
Trading times
(continue)
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Identify & quantify positions to be
advertised
Labour budget
Organisational chart requirements
Personal knowledge about the business, local area,
upcoming events & historical data
Contractual obligations.
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Develop key selection criteria for
each position to be advertised
Key Selection Criteria (KSC or ‘Selection Criteria’):
Must be developed before advertising vacancies or
interviews
Must be based on Job Statement
Must reflect the major requirements of the position
They are non-negotiable requirements.
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Develop key selection criteria for
each position to be advertised
KSC should:
Be in writing
Developed in conjunction with relevant others
Shared with those who will interview applicants.
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Develop key selection criteria for
each position to be advertised
Key Selection Criteria:
Vary between businesses
Will address:
Competencies
Experience
(Continue)
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Develop key selection criteria for
each position to be advertised
Qualifications
Compatibility
Form the basis of ‘Interview Rating Sheets’.
Slide 81
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Obtain authority to recruit staff
Authority to recruit staff for any business commonly
rests with limited personnel:
May rest with owner or manager
You will have little or no authority when you start
You will have to earn management/owner confidence
To begin with you will always need
permission to ‘hire or fire’.
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Obtain authority to recruit staff
Approval to hire staff may be given:
Only in verbal form – no supporting documentation
necessary
Only in written form – detailing the position & other key
points.
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Obtain authority to recruit staff
In order to obtain permission to hire staff you may need
to:
Discuss things with management
Make a formal presentation
Demonstrate compliance with workplace policies.
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Obtain authority to recruit staff
You must always comply with workplace recruitment
policies, which may relate to:
Requirements for approval for extra staff
Requirements for approval for advertising
remuneration in job vacancy advertisements
Preferences in relation to the
required profile of job applicants
(Continue)
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Obtain authority to recruit staff
Nature & content of job vacancy advertisements
Nature & content of communication with job seekers
Use of different media or options in the process of
advertising for new staff
(Continue)
Slide 86
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Obtain authority to recruit staff
Consideration of existing staff suitable for promotion
Consideration of converting staff status
People who will conduct the job interviews
Nature of induction & orientation programs
Role of personnel in the overall process.
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Identify sources of staff
Each workplace will have its own preferences for
recruiting staff based on:
Their previous experience
Cost
Time.
You should align with existing preferences
when you start advertising for staff.
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Identify sources of staff
Media advertisements for staff:
Most common option – newspapers
Must be written to help screen applicants
Radio or TV.
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Identify sources of staff
Recruitment agencies:
Specialise in recruiting staff for a third party
Government or private enterprise
You need to tell them exactly what you want
Refer suitable candidates for consideration
It is your decision about whether to hire referrals or not
A contract may need to be signed
Fees for finding staff may apply.
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Identify sources of staff
The Internet can be used to source staff by:
Advertising vacancies on the business’s website –
‘Vacancies’, ‘Careers at XYZ’, ‘Work with Us’
Using online recruitment agencies.
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Identify sources of staff
Internal sourcing of staff within the workplace may
include:
Talking to staff
Posting vacancy advertisement in staff room
Verbal mention at staff meetings
Inserting advertisements into
staff pay envelope.
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Identify sources of staff
Consider using vocational training institutions as a
source of staff:
Talk to staff at the institute about your needs
Can refer people with a demonstrated interest and
skills
Can help provide an ongoing pool of staff.
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Identify sources of staff
Other sources of staff can include:
Personal network of industry contacts
Talking to workplace staff
Considering people who have already registered for
employment
Career fairs.
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Develop & lodge job advertisements
Effective recruitment through media or recruitment
agencies:
Relies on providing sufficient & appropriate
information
Needs to align with the public image of the business
Often requires management approval
before action is taken.
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Develop & lodge job advertisements
Consider the following when writing a job advertisement:
Include business name or contact details?
Include address or telephone number?
Put in job title & Job Description
Outline of ideal applicant
(Continue)
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Develop & lodge job advertisements
Basis of employment
Job benefits
How to apply
If selection criteria (KSC) are available
If ‘application tips’ are available
Closing date for applications.
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Develop & lodge job advertisements
Tips for writing effective job vacancy advertisements:
Write clearly
Write a draft - & revise it
Refer to previous similar advertisements
Include relevant & current information
about the job
Name a contact person
See it through the eyes of an applicant
(Continue)
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Develop & lodge job advertisements
Do not waffle
Provide different ways for candidates to apply
Sell the benefits of the position
Direct readers to additional information.
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Develop & lodge job advertisements
Also:
Check with media to identify any requirements they
have about lodging job vacancy advertisements
Find out budget available for advertising
Have your advertisement proof-read by someone else
Make application forms available.
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Develop & lodge job advertisements
An information package can assist recruitment efforts &
may contain:
Details of the history of the business
Statistics about the business
Awards the business has won or achieved
(Continue)
Slide 101
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Develop & lodge job advertisements
Information about what the business sells to its
customers
Location of the business
Career paths
Policies
Photographs.
Slide 102
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Develop & lodge job advertisements
Legislation may impose an obligation to:
Comply with EO requirements
Mention flexible working arrangements available
Avoid age discrimination
(continue)
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Develop & lodge job advertisements
Avoid any form of discrimination
Make a definite statement ‘We are an equal opportunity
employer’
Use gender-neutral terminology
(continue)
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Summary – Element 2
When recruiting staff:
Be certain about vacancies for positions & staff
numbers
Prepare Key Selection Criteria for each vacancy
based on analysis & individual workplace
requirements
Ensure appropriate authority is obtained to
advertise vacancies, recruit applicants & engage
new staff
Slide 105
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Summary – Element 2
Comply with house policies & established practice
when advertising for staff
Consider multiple advertising options – media,
online, recruitment agencies, internal sourcing,
contacting trade schools, participating in trade
fairs
Use personal contacts &
industry networks
Slide 106
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Summary – Element 2
Review previous job applicants
Develop suitable advertisements that will provide
sufficient information to help inform applicants but
also cull inappropriate or unsuitable applications
Provide necessary job vacancy information to
assist recruitment agencies work effectively
for you
Slide 107
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Summary – Element 2
Only make public information authorised by
management
Ensure compliance with employment-related
legislation.
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Interview staff
Performance Criteria for this Element are:
Accept job applications
Short-list applicants
Check references & referees
(Continue)
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Interview staff
Notify applicant of interview
Conduct job interview
Apply relevant testing procedures
File application & interview documentation.
Slide 110
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Accept job applications
Once a vacancy has been advertised :
Expect applications immediately
Expect calls & queries from job-seekers & recruitment
agencies
Accept & file the applications.
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Accept job applications
When taking applications:
Understand good applications can arrive by alternate
means
They should be recorded
Applications can be processed ‘as they arrive’ or when
‘closing date’ for applications arrives
(Continue)
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Accept job applications
Unsuitable applicants can be rejected at this stage
A ‘Letter of Thanks and Regret’ should be sent
Some businesses also return applicant’s CV
Some businesses retain all applications.
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Short-list applicants
‘Short-listing’ = the process of developing a list of
applicants who will proceed through to the interview stage
of the selection process:
Not all suitable applications are short-listed
Determining who will be short-listed may involve:
• Reading ‘Covering letter’ of application
• Brief reading of CV
• Brief reading of application form.
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Short-list applicants
Brief reading of ‘accompanying documentation’:
Update the application register
File applications
Senior positions receive more attention in this
process.
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Short-list applicants
You may also need to:
Contact the applicant in-person to:
• Obtain more information
• Clarify an ambiguous point in their application
Contact the recruitment agency – for extra information
& their impression about an individual candidate.
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Short-list applicants
Successful applicants who have been short-listed will
need to be advised of interview details.
Unsuccessful applicants will have ‘Letter of Thanks &
Regret’ sent to them.
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Check references & referees
‘References = written testimonials about the applicant
provided by those who know the applicant:
Usually typed on letterhead
Contain:
• Date
• Name & position of person writing the reference
• How long person has known applicant
• Details of their character & reliability.
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Check references & referees
‘Statement of Employment’:
Some employers will not provide a reference – only a
Statement of Employment detailing basic information:
• Employee name
• Employer name
• Position/s held
• Start & finish dates.
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Check references & referees
‘Referee’ may be:
Someone who has written a reference
Someone prepared to speak on behalf of an applicant
but who has not written a reference.
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Check references & referees
Checking references means contacting the person who
has written a reference.
Checks may be undertaken:
• Before interview
• After interview.
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Check references & referees
References & referees must be checked:
To make sure references are genuine
To check if all the positive statements are, in fact, true
To verify claims made by the applicant.
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Check references & referees
Slide 123
Check what applies in your workplace:
Not all employers will do any of these checks
Some businesses will only check written references
Some businesses will check references & referees
All applications should have either references or
referees checked.
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Check references & referees
When checking references/referees:
Use the telephone
Identify yourself to the referee
Explain purpose of call
Thank them for their time & assistance.
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Check references & referees
When checking references/referees:
Plan questions before contact
Ask lots of questions
Record responses.
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Notify applicant of interview
When advising applicants they have been granted an
interview:
Do so as soon as possible
Contact them using approved method:
• Telephone – most common
• Fax – to home address.
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Notify applicant of interview
Notifying an applicant about an interview should
address:
Date & time
Location
What they should bring with them
Duration of interview
Interview format.
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Notify applicant of interview
Other issues to consider:
There may be a need to negotiate time & date of the
interview
Advise candidates of any workplace-based
material available to them to assist
with the interview.
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Conduct job interview
Conducting a job interview:
Requires much planning & preparation
Usually requires involvement of several internal
personnel.
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Conduct job interview
Planning & preparation can include:
Booking room for interviews
Determining duration of interviews
Scheduling interviews with applicants
Identifying who will conduct the interviews
(Continue)
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Conduct job interview
Pre-reading & digesting all appropriate resumés
Determine necessary protocols, roles &
responsibilities in the interviews
Arranging catering.
Slide 131
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Conduct job interview
Basic interview formats:
One-on-one interviews
Panel interview
Group interview
Telephone interview.
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Conduct job interview
Your workplace may use ‘rounds of interviews’:
First round = interviews with all who were short-listed
Second round = candidates may undertake a test or
more in-depth interview
Third round = final interview where hiring decision is
made.
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Conduct job interview
‘Special needs’ considerations may include:
Scheduling interview at an appropriate times
Providing documentation in large print
Providing easy access or car parking
Determining if there is a need for
assistive technology
(Continue)
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Conduct job interview
Being sensitive to individual need
Preparing alternative documentation to suit applicant
needs
Using an interpreter
Permitting support persons at interview
Including a ‘special needs’ staff member on the
interview team.
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Conduct job interview
Interview basics include:
There must be a purpose for the interview
Realise interviewing is difficult & does not just
‘happen’
A list of questions need to be prepared
A checklist may be used to assist conduct of
interviews
An ‘Interview Rating Sheet’ may need
to be created.
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Conduct job interview
Before interviews staff involved must ensure:
Applicants have been notified & advised about what to
bring
Applications have been read
Job Description & Specification have been read
KSC have been read
An appropriate interview location is ready
Interviewee roles have been clarified.
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Conduct job interview
At the start of the interview:
Greet the applicant & welcome them
Smile – shake hands
Put applicant at ease
Introduce self
Introduce other interviewers.
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Conduct job interview
When conducting the main part of the interview:
Show you have read the application
State purpose of the interview
Provide brief outline of the business?
Check legal entitlement to work
Ask ‘open’ questions
(Continue)
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Conduct job interview
Re-state questions, if required
Keep quiet and do not interrupt
Do not influence candidate’s answers
Take notes
(Continue)
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Conduct job interview
Do not ‘dominate’ the interview or the applicant
Follow the pre-prepared structure for the interview
Ask everyone the same basic set of questions
Encourage applicants to clarify what they do not
understand
Adhere to scheduled times.
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Conduct job interview
When closing a job interview:
Ask applicant if they have any questions
Ask when they can start work, if selected
Seek commitment to job hours being offered
Ask about pay expectations.
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Conduct job interview
Advise them about what will happen next
Are there tests
Confirm their contact details
Thank them.
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Apply relevant testing procedures
Some businesses require applicants to successfully pass
tests before they are hired:
There is very wide degree of variance regarding testing
• Some never test applicants
• Some tests all who pass interview
• Some apply testing in a selective manner
Commonly testing is done after the interview & only
applied to ‘successful’ candidates.
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Apply relevant testing procedures
Testing is done to:
Determine competency levels
Prove health of the applicant
Identify drugs or alcohol
‘Profile’ the person.
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File application & interview
documentation
After interviews, file application documentation :
Create a file for each position advertised
Create one file for each candidate interviewed –
containing:
Name of applicant
Documents in file
Date application received
Create or update register of applicants.
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File application & interview
documentation
Converting ‘application’ files to ‘interviewed’ files may
involve:
Culling files of those not interviewed
Re-using ‘application’ files as basis for ‘post-interview’
files
Noting new file documents on file cover
Updating files with other material as necessary
Maintaining file according to
house protocols.
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File application & interview
documentation
Filing may also require you to:
Detail all 'Thanks and Regret' letters sent
Forward all applications that 'just missed out' to
Personnel or various department heads
Photocopy & forward documents of successful
applicants to HRD
Notify departments as necessary
regarding employment of a
new person.
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Summary – Element 3
When interviewing staff:
File all applications in accordance with house
policy
Short-list applicants
Only forward appropriate
applicants for interview
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Summary – Element 3
Advise unsuccessful applicants with a Letter of
‘Thanks & regret’
Follow-up as required
Check references or referees in accordance with
establishment protocols
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Summary – Element 3
Schedule interviews – by time, date & applicant
name
Advise short-listed applicants of time, date,
location & nature of job interview and what to bring
Plan & prepare for the job interview involving all
those who will be involved in determining
questions to be asked, roles for interviewers &
other interview-specific issues
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Summary – Element 3
Arrange the interview room
Ready yourself for the interview by reading
relevant materials, KSC, rating sheet, job
description
Interview applicants
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Summary – Element 3
Apply associated tests as necessary to help
determine most suitable applicant
File all application & interview materials for later
use in accordance with house practice.
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Select staff
Performance Criteria for this Element are:
Choose successful applicants using pre-defined
criteria
Notify successful applicants & make formal job offer
Notify unsuccessful applicants
Follow-up as required.
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Choose successful applicant using
pre-defined criteria
You must select the best person for the job based on
KSC:
Comparing the applicant with the job analysis,
description & specification
Reviewing the interview
Consider impressions & opinions
Rating the applicants into priority order
Determining if an offer should be made.
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Choose successful applicant using
pre-defined criteria
An ‘Interview Rating Sheet’:
Rates each applicant
Scores out of a maximum number (10)
Completed by each interviewer for each applicant
Forms part of the file for each candidate
Helps interviewers compare like with like
May be used to assist with short-listing applicants.
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Choose successful applicant using
pre-defined criteria
After the interview:
Use Interview Rating Sheet as a guide only
Refer to interview notes
Complete the notes before discussing the candidate
Use Rating Sheets & notes as basis for deciding
successful candidate
File Interview Rating Sheets & notes.
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Choose successful applicant using
pre-defined criteria
Hiring decisions are sometimes made on the basis of
‘other’ considerations:
Does the interview panel think the person will fit in
with existing staff?
“Could I work with this person?”
“How will the other staff get on with them?”
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Notify successful applicants &
make formal job offer
When the successful candidate has been selected they
must be advised of this:
A telephone call is the usual method
A formal ‘Letter of Offer’ should also be provided
All enterprise policies & procedures
must be complied with.
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Notify successful applicants &
make formal job offer
Letter of Offer:
Also known as ‘Letter of Appointment’
Are not used by all employers
May be a draft work contract
Meet all workplace & legal requirements.
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Notify successful applicants &
make formal job offer
The Letter of Appointment should include information
such as:
Start date & time
Start location
Name of award they are being employed under
Job classification & employment status
(Continue)
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Notify successful applicants &
make formal job offer
Details of probationary period
Leave entitlements
Specified hours of work
Remuneration details
Advice regarding legislated obligations
(Continue)
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Notify successful applicants &
make formal job offer
Short-form job description
Brief description of main duties
Date offer is valid to
Action needed to accept the offer.
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Notify successful applicants &
make formal job offer
When making offers of employment, remember:
Only authorised personnel can make job offers
Management should read & approve Letters of
Appointment before they are distributed
A copy of the Letter of Appointment should be
included in applicant file
(Continue)
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Notify successful applicants &
make formal job offer
Keep reasons for selection confidential
Verify if Letter of Offer or draft work contract to be
taken off the premises
Make contact with everyone who has been sent an
offer.
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Notify unsuccessful applicants
Most common method of advising unsuccessful
candidates is by sending a Letter of Thanks & Regret:
On letterhead
Containing:
• Date
• Thanks
• Name of position applied for
• Statement they have been unsuccessful
• Encouragement statements.
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Notify unsuccessful applicants
De-briefing interviews may be offered to unsuccessful
applicants – where they are offered they may be:
Offered to all unsuccessful applicants
Offered only to internal company staff
Offered only to selected applicants.
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Notify unsuccessful applicants
The de-briefing interview will:
Be conducted by an interviewer
Provide feedback on personal presentation & conduct
Provide advice & tips for future applications
Identify issues not covered well by the
applicant at the interview
Provide encouragement
Advise of ‘next steps’.
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Notify unsuccessful applicants
Unacceptable notification to unsuccessful applicants:
Anything prohibited by company policy
Email is acceptable in some businesses but not others
Telephone is normally not used
Texting/SMS is unacceptable.
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Follow-up as required
After an offer has been made to an applicant you may
need to follow-up to:
Obtain originals of documents
Explain details of the offer
(Continue)
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Follow-up as required
Confirm offer has been received:
• In accordance with protocols applying in the
individual workplace:
• Verbal acknowledgement
• Written acceptance
• Negotiation of terms
• Witnessing of signature
(Continue)
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Follow-up as required
Offer a rejected offer to another applicant:
• Seeking direction from interview panel
• Obtaining necessary permission
• Updating files.
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Summary – Element 4
When selecting staff:
Aim to choose the best person for each vacancy
based on objective information
Observe legal requirements relating to EO in
employment
Take notes at the interview &
compare interviewers thoughts
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Summary – Element 4
Retain the names & details of suitable applicants
until the preferred choice has accepted the job
offer
Notify unsuccessful applicants and process
notifications
Issue a Letter of Appointment to formalise all job
offers
Follow-up after job offers have been
made and accepted.
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Implement induction & orientation
session or program
Performance Criteria for this Element are:
Plan the induction & orientation session
Conduct the induction & orientation session
Review the induction & orientation session.
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Plan the induction & orientation
session
All new employees should undertake an ‘Induction &
Orientation session’:
All inductions must be planned
Many items need to be covered
A positive experience for staff on their first day
Use existing or new induction &
orientation material.
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Plan the induction & orientation
session
Timing requirements for inductions & orientations:
Time allowed varies widely 10 minutes – 2 weeks
Planning is essential for effectiveness
Longer induction & orientation sessions require
more planning.
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Plan the induction & orientation
session
There should be a familiar face at the start of every
induction & orientation session:
Try to include someone who was on the interview
panel
Greet the new employee on arrival
Make a positive comment about their
expected association with the business.
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Plan the induction & orientation
session
OHS considerations must be covered in every
induction & orientation:
Need for of a safe workplace
To present workplace OHS policies & procedures
To present safe work practices
To identify OHS support infrastructure
To explain OHS internal workplace
structures.
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Plan the induction & orientation
session
Inductions & orientations also need to include:
A semi-socialising experience
Establishment-wide policies & procedures
Who is the best person to contact
Specific other topics.
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Plan the induction & orientation
session
Formal induction & orientation sessions must
address:
Completion of necessary paperwork
‘Need to know’ information
Tour of the workplace
(continue)
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Plan the induction & orientation
session
Meeting with management, supervisors & co-
workers
Allocation of uniform
Detailed department and position induction
Expectations of the role
Coverage of job description
(continue)
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Plan the induction & orientation
session
Copy of roster
Enterprise-based terminology, acronyms &
abbreviations
Explanation of the operation of the business
(continue)
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Plan the induction & orientation
session
Safety & security issues
Company benefits
Workplace awards
Performance appraisals
Allocation of a ‘buddy’.
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Plan the induction & orientation
session
Also a need to address the ‘culture’ of the workplace:
This is ‘the way we do things around here’
Could include:
• Mission & Vision Statements
• Value Statement
• Work ethic
• The ‘grapevine’
• Workplace social opportunities.
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Plan the induction & orientation
session
Further considerations:
Liaise with other staff & supervisors
Plan the timing for the session:
• Hour of day
• Day of week
(continue)
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Plan the induction & orientation
session
Ensure smooth flow of information during the
session
Factor in time for employee questions
Allocate plenty of time to cover the essentials
Ensure key staff are available.
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Conduct the induction & orientation
session
When conducting an induction & orientation session:
You only have once chance to make a positive
impression
Arrive early – never keep new staff waiting
Welcome them
Express appropriate sentiments
(continue)
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Conduct the induction & orientation
session
Explain what orientation will cover
Tell them how long it will take
Encourage questions
Stick to the plan for the session
Be flexible
Focus on the new employee
(continue)
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Conduct the induction & orientation
session
Do not rush
Do not drown the employee with information
Provide personal insight
Try to ensure privacy
(continue)
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Conduct the induction & orientation
session
Answer all questions asked by new employee
Read through important documents with them
Avoid ‘group’ inductions
Facilitate integration of new employee with existing
structures & workforce
Seek feedback on the induction & orientation.
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Review the induction & orientation
session
Reviews of induction & orientations:
Should take place regularly or when a need to do
so arises
Must result in necessary action being taken
(continue)
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Review the induction & orientation
session
Should solicit input from all those involved in the
conduct of the sessions
Should consider planning & preparation
Should consider time allocated
Should consider timing of session
(continue)
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Review the induction & orientation
session
Should consider sequence of induction activities
Should consider content of the induction
(continue)
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Review the induction & orientation
session
Should consider items distributed as part of the
session
Should consider the people conducting the session
Should consider new employees feedback.
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Summary – Element 5
When implementing induction & orientation session or
program:
Prepare for every session
Ensure the induction refects workplace
& individual employee need
Make sure OHS considerations
are addressed
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Summary – Element 5
Prepare all necessary paperwork
Arrange a tour of the workplace & meetings with
key staff
Provide a roster, explanation of the company,
details of the work required & expectations of the
position
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Summary – Element 5
Give details of the position
Conduct the actual orientation in-line with planning
Review induction & orientation sessions.
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