Recruitment & Selection

Guide 2016

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YMCA

IIHIRlNG THE BEST IS YOUR MOST IMPORTANT

" TASK - STEVE JOBS

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Contents

Contents .............................................................................................................................. 4

Summary ............................................................................................................................. 5

Recruitment and Selection Policies and Procedures ....................................................... 6

The Y Recruitment Model ................................................................................................... 5

Role Fit .............................................................................................................................. 6

Act Differently Behaviours and Organisational Values ....................................................... 6

Child Safety ....................................................................................................................... 7

Recruitment process .......................................................................................................... 7

Planning Stage .................................................................................................................. 8

Attraction Stage ............................................................................................................... 10

Assessment Stage........................................................................................................... 11

Pre-Employment Checking Stage .................................................................................... 15

Offer Stage ...................................................................................................................... 16

On-boarding Stage .......................................................................................................... 17

Child safe recruitment ...................................................................................................... 19

Legal obligations .............................................................................................................. 20

Unlawful discrimination .................................................................................................... 21

Responsibilities ................................................................................................................ 22

Responsibilities of hiring managers ................................................................................. 22

Responsibilities of the recruitment team .......................................................................... 22

Step-by-step recruitment process for managers ............................................................ 23

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Summary

Making great hiring decisions has never been more important. Failing to recognise

candidates best suited to the requirements of the role and selecting an unsuitable candidate

is an expensive mistake. Poor recruitment decisions cost time, money and effort for

recruiters and hiring managers. The costs can be direct (e.g. advertising, remuneration) or

indirect (e.g. performance problems, lower team morale, reduced productivity). Investing in a

new employee deserves a rigorous and consistent selection process.

Everyone at the Y NSW is in the business of child protection. Our recruitment and selection

process should be clearly defined and have incorporated measured which help to deter,

decline or identify people who may abuse children, or are unsuitable to work with children.

This recruitment and selection guide sets out best practice and child safe recruitment

principals during each stage of the recruitment process.

This guide aims to provide hiring managers the knowledge to conduct effective and child

safe recruitment and selection processes and to assist in the attraction, selection and

retention of the best candidates possible.

Recruitment and Selection Policies and Procedures

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YMCA NSW Policy Statement

YMCA NSW is committed to fair and equitable recruitment practices based on merit and

compliance with all relevant legislation. All individuals are appointed on the basis of their

ability to perform the inherent requirements of the job, and with regard to their skills,

qualifications and alignment to the organisational behaviours and values. YMCA NSW is an

Equal Employment Opportunity employer and ensures all recruitment and selection

processes are free from unlawful discrimination.

The YMCA NSW recruitment team will provide training, support and guidance to employees

and hiring managers to assist with recruitment practices.

The Recruitment & Selection Policy and Recruitment & Selection Procedure are available on

the organisational intranet page (Y-Hub).

Key points

Recruitment & Selection Policy Recruitment & Selection Procedure

All roles must be advertised that extend past 3 months (internally or externally or both)

WWCC/WWVP and Fit2Work checks are

mandatory International checks required for candidates who

have resided abroad in the last 10 years Minimum 2 people in interviews

Conflict of interest: Interviewers cannot have any

existing personal relationships with potential candidates

2 referee checks are mandatory for external

candidates and 1 for internal candidates

Compliance check will be completed by recruitment prior to ANY offer of employment

PD and online recruitment request is mandatory to initiate the process

Regional Manager approval is required for all

recruitment requests

VEVO checks to be completed for all non-citizens/residents

Hiring managers to provide candidate feedback and ensure appropriate notifications issued to

unsuccessful candidates

The Y Recruitment Model

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Recruitment at The Y!

Behavioural Scorecard &

Values

Role Fit

Child Safety

Recruiting the right person at the Y is about finding a balance between a candidate’s ability to fulfil the technical/role fit requirements of the position and their alignment with our organisational values and behaviours. Underpinned by those two key success factors (role fit and alignment to our values and behaviours) is the individual’s suitability to work with children and vulnerable people.

Role Fit

Role fit refers to candidates who best fit the technical requirements of

the role being recruited to. For example, this could include:

Previous experience in similar positions Technical skills (specific skill or ability related to the role, example:

CHRIS21 system experience, ability to process a full end to end payroll and etc.)

Qualifications or certifications

Act Differently Behaviours and Organisational Values

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Candidates who are able to clearly demonstrate and display behaviours required of all

YMCA NSW staff at the following levels:

In addition to displaying the behaviours we expect of our employees, preferred candidates will align to our organisational values.

Safeguarding

YMCA NSW, including its Board of Directors, commits to creating and

maintaining an environment that ensures all people involved in YMCA

NSW activities, programs or services act in the best interests of

children, young people and vulnerable adults, and take all reasonable

steps to ensure their safety, welfare and wellbeing.

YMCA NSW is committed to the safeguarding of children and young

people and is an equal opportunity employer.

To ensure our new employees are suitable to work with children and

vulnerable people, our candidate assessment process includes

specific child protection related questions during each stage of the

recruitment process including; application form, telephone interview,

face to face interview, reference checks.

The Y recruitment process will continue to be layered with consistent and ongoing child

protection content and questions to help deter potential offenders.

All preferred candidates will undergo appropriate pre-employment checks including:

reference checks, national criminal history checks and working with children checks (working

with vulnerable people check in ACT).

Recruitment process

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The Y 6 step recruitment approach: R

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!

1

Plan

Review existing workforce

Consider future requirements

Develop recruiting strategy alongside recruitment team

Regularly communicate with recruitment

Initiate recruitment request in MACY

Hiring Manager

2

Attract

Targeted advertisements and attraction

Multiple sourcing methods

Database search (SEEK Talent & LinkedIn Recruiter)

Open requisitions until role is filled

Review potential internal applicants

Recruitment

3

Assess

Begin assessment process when candidates start applying

Pre-screening via phone interviews

Interview (face to face)

Sight originals of qualifications and make copies or obtain certified copies of qualifications

Additional assessment options

Determine candidate’s fit for YMCA NSW

Recruitment Hiring Manager

4

Check

Confirm all pre-employment checks are completed (WWCC/WWVP and Police Check)

Complete reference checks

Final compliance check

Recruitment

5

Offer

Ensure candidate is clear on offer details (verbal offer)

Send contract and new-employee paperwork (formal offer)

Ensure online induction begins

Hiring Manager Recruitment

6

On-board

ACF mandatory training

MACY online e-Learning modules

Site based induction plan

Recruitment Hiring Manager

Planning Stage

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Our goal is to get the right number of people with the right skills in the right jobs at the right

time. Taking time to consider and develop your plan early on will enable you to recruit faster

and more effectively in the future.

Review existing workforce

Forecast future requirements

Develop recruiting strategy

Initiate recruitment request

Analyse your current workforce:

Casual employees

Part time employees

Full time employees

Consider if any employees would like to have additional hours. Look at gaps between current employees and future needs.

Based on your current workforce and business needs determine: The number of casual’s part timers and full timers you will require over a 6 to 12 month period to ensure your service is operated effectively (and within allocated budgets). Discuss your future requirements with HR Business Partners and Recruitment Consultants.

Once you have a good understanding of your future requirements, partner with the recruitment team to develop a strategy. Ensure you have an up to date position description before executing any candidate attraction strategies. Be clear about what you are looking for from potential candidates Develop a plan on how you will assess candidates: interviews, group assessments, online assessments and etc. Decide who you will have on your interview panel.

Complete the “Request to Hire” form on the intranet and submit for approval to initiate a recruitment request to begin the recruitment process. Ensure your request is approved by the Regional Manager or General Manager (for Support Services).

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Attraction Stage

The traditional way of sourcing candidates typically involves posting jobs online only and is a

passive way of attracting active job seekers.

Taking a proactive approach to searching for candidates through talent pools, LinkedIn,

regular campaigns and referrals is an active method of sourcing talent. To attract the most

suitable candidate for a role, it is essential to not only target active job seekers through

online job-posts, but to target ALL potential candidates through multiple sourcing methods.

Examples of candidate attraction methods (Allegis Global Solutions)

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Candidate attraction methods used at the Y:

YMCA corporate website

Online job boards (SEEK, Indeed,

Careerone, childcarejobs.com.au)

Careerhub (graduates)

Industry specific associations and

publications

Posters and banners

Employment services agencies

Print advertising

Social media (LinkedIn and Facebook)

Database searches (access to

LinkedIn Recruiter and SEEK Talent)

Careers fairs

Educational institutions (universities,

TAFEs, colleges)

Referral program (coming in 2016)

Talent pools (coming in 2016)

Assessment Stage

An effective assessment process collects as much objective evidence as possible to assess

candidates’ suitability for the role.

Candidate assessment begins at the time that the application is submitted. At the Y, we

assess candidates using multiple methods during the shortlisting process:

CV reviews

Assessing or reviewing a CV is the first step in evaluating a candidate against the essential

role requirements and in the shortlisting process. Understanding the role you are recruiting

for is essential to reading CV’s. The first step in resume reading is to identify a focus. The

focus needs to be a subset of the list of critical requirements. Review the role profile and pick

those requirements that should be evident on a resume.

The goal is to get the information that is readily available. Some key things to look for:

Industry the candidate works in

Role titles and responsibilities

Length of employment

Location and legal right to work in Australia

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Red flags

The resume should also be reviewed for more subtle subjective qualities of the candidate.

There are a number of red flags that should be noted and questioned as part of any pre-

screening /shortlisting with the candidate. Some of these red flags are easy to spot such as:

Gaps in employment

Job hopping

Multiple job changes in a short period of time

Using years instead of months/years for employment history

Noting a college and/or degree program without indicating graduation

Telephone interviews (10-15 min per candidate)

Telephone interviews will be conducted for all roles at Y in 2016. Telephone interviews

provide a quick interaction with the candidate and an opportunity to delve a little further into

their experience to determine if the candidate is suitable for further assessment.

Screening a candidate over the phone covers the following:

Previous experience (responsibilities, reasons for leaving, length of time on the job)

Gaps in employment

Candidates interest in joining the Y and their interest in the role

A discussion around salary expectations and availability to commence employment

(notice periods)

An opportunity to tell the candidate about the role, benefits, culture and environment

An opportunity for the candidate to ask any questions about the process

Structured Behavioural Interview

Benefits of the behavioural interview

Enables the exploration of the candidate’s

previous knowledge, experience and behaviours, providing evidence of existing capabilities in response to situations rather

than hypothetical candidate self-assessment

Behavioural interviews can be used to assess all role types and capabilities

Past performance has the strongest correlation to future success and the

behavioural interview is one useful way to assess that past performance

The interview in isolation has only a 0.51

predictive validity and therefore needs to be used in combination with other capability assessment methods to achieve more

reliable results

The best predictor of future performance is past performance

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Behavioural interviewing is based on the premise that if a candidate has demonstrated the

behaviours of interest in the past then the same behaviours are likely to be demonstrated in

the future. The technique therefore focuses on exploring a candidate’s past experiences in

demonstrating behaviours that support the capability level of interest in a future role.

Examples of behavioural interview questions:

Describe a time when you had to deal with a difficult customer? What did you do and what

was the outcome?

[Customer service/ Communication]

Give me an example of a time when you analysed an established work process and recommended solutions that resulted in improvements to your

work?

[Problem Solving/ Influencing/Negotiation]

What is the most stressful work situation you have had to deal with? What happened and how

did you deal with the situation?

[Resilience and Courage/ Self Management]

Give an example of a time when you have you led

a team to improve organisational performance?

[Direction and Purpose/ Business Outcomes]

Responding to behavioural interview questions

For each question asked, the interviewers are seeking for the Situation, Task, Action(s) and

Results.

We are looking for the candidate to:

Situation Detail the background. Provide a context. Where? When?

Task Describe the challenge and expectations. What needed to be done?

Why?

Action Elaborate on specific actions/tasks. What did they do? What tools did

they use?

Result Explain the results; accomplishments, recognition, savings etc. Quantify.

‘STAR’ Method of Answering Behavioural Interview Questions

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During the interviews

Interviewers can use probing questions to:

Check the veracity of claims made by candidates

Assess the depth and breadth of their individual responsibility/ actions in achieving

the business outcomes they cite as examples

Explore their thinking styles and motivations

For example:

Question

Tell me about a time when you had to overcome

a particularly difficult obstacle in order to achieve

results.

Probing Questions

Why did you choose that approach?

What were the results?

How did you feel about that?

If you had to do it all over again, what if anything would you do differently?

Qualifications

Where applicable, it is important and a responsibility of all involved in the Recruitment

process to ensure that candidates are qualified and suitably equipped to do the role. It is

important that you sight originals of qualifications and make copies or obtain certified copies

of qualifications from the candidate. If you have any concerns don’t hesitate to contact the

Recruitment team for clarification.

Maintain a conversational

flow to allow the candidate to

be at ease

Take detailed notes (and

where possible to support

post interview panel

discussions and to provide a

basis for evidence-based

feedback to candidates

Allow enough time between

interviewing candidates to

discuss the performance of

each candidate while it is

‘fresh’ in the interviewer’s

memories

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Pre-Employment Checking Stage

Reference Checks

Checking your candidate's references is the only real means of verifying their skills and

experience and obtaining independent information about the candidates’ previous on the job

performance.

By conducting reference checks on candidates you avoid discovering that the candidate has

misrepresented themselves in order to obtain a role with the YMCA.

At the Y, a minimum of two reference checks are mandatory for external candidates and one

reference check for internal candidates.

National Criminal History Checks (Fit2Work)

YMCA has a responsibility to ensure the safety and security of employees, volunteers and

children in community who rely on and receive services provided YMCA.

A national criminal history check is to be conducted on all preferred/successful candidates

prior to being appointed to any position.

Working with Children Checks (WWCC) or Working with Vulnerable People Checks

(WWVP)

YMCA is committed to the protection of children’s rights, interests and well-being and will not

tolerate child abuse in any form.

A Working with Children Check (WWCC) is a prerequisite for anyone in child-related work.

The result of a Working with Children Check is either a clearance to work with children for

five years, or a bar against working with children.

Cleared candidates are subject to ongoing monitoring, and relevant new records may lead to

the clearance being revoked. The check is valid for 5 years, and entitles individuals to

engage in child related occupations/volunteering.

The Working with Vulnerable People Check (WWVP) is to ensure the protection of the rights

of children and vulnerable adults in the ACT. As with the WWCC in NSW, the WWVP check

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is mandatory for all candidates in the ACT. The registration is valid for three years and is

subject to ongoing monitoring.

If the pre-employment checks are taking longer than expected, remember to keep the

candidate warm! Stay in touch and provide updates on a regular basis. The candidate

should feel comfortable at this stage that they are the preferred candidate for the role.

Offer Stage

We have executed our attraction strategy, assessed all potential candidates, and now our

pre-employment checks have come back clear on the preferred candidate. How do we now

close the deal?

Verbal Offer

It's best to make the initial offer by phone where you can openly discuss the terms of

employment and outline any specific detail. Key points to cover when making a verbal offer:

The position title and status (full time, part time or casual)

Weekly hours

Salary or hourly rate

Start date

Who they will be reporting to

Probation period

Any action required by the candidate

If not already agreed, any negotiations regarding salary or terms of employment should be

made at this point. Negotiating a salary is a tricky business so make sure you know exactly

what you can and can't agree to and be prepared to have to go through a couple of rounds

of negotiation before you reach an agreement.

Formal Offer

The YMCA NSW recruitment team will ensure that the preferred candidate receives all

relevant paperwork and terms and conditions of their employment.

The offer documents are sent to candidates electronically where possible; however paper

copies can be arranged for candidates who are not computer literate.

Formal offer documents include:

Terms and conditions of employment (contract)

Initial employment form

Tax file number declaration

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1. Pre-Commencement

•Contract of employment and new starter paperwork

•ACF online training completion

•Code of Conduct (MACY)

•Work Health & Safety Policy (MACY)

•Safeguarding Children, Young People and Vulnerable Adults Policy (MACY)

•Social Media Policy (MACY)

2. Mandatory Online Training

•Welcome to the Y eLearning (MACY)

•Getting Started at the Y - Employee Handbook (MACY)

•Whistle-Blower Program (MACY)

•Work Health & safety Fundamentals eLearning (MACY)

•Reporting Child Protection Concerns Policy (MACY)

•Mandatory Reporting Procedure (MACY)

•Responding to Child Protection Allegations Involving YMCA NSW Employees Procedure (MACY)

•Inclusive Programs (Disability Awareness) (MACY)

•Bullying & Harassment for Employees (MACY)

•Bullying & Harassment for Managers & Supervisors (MACY)

•Risk Management for Managers & Supervisors (MACY)

•Child Protection & Supervision Training (Face-to-face)

3. Local Induction

•Communication of new employee to team members

•Network access form completed for IT if required

•Set up meet-and-greet meetings

•Site Induction Checklist

Fair Work Statement

Super choice form

Copy of position description

On-boarding Stage

The recruiting process isn’t over when the candidate returns their formal offer document. It

doesn’t end until the employee is functioning at full capacity in their new position, often

weeks or months after the first day at work.

The on-boarding program at the Y includes three key phases:

Benefits of on-boarding programs

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Responsibilities during the on-boarding period

Recruitment Hiring Manager

Pre-commencement stage is the recruitment team’s responsibility. The recruitment team will ensure that the new employee: Receives their employment contract and

position description by email through MACY

Has access to the new starter paperwork (including initial employment form and TFN declaration) and any key policies which require sign-off prior to the new employee starting

Has completed and uploaded their ACF Certificate

Receives relevant access that they need as an employee in MACY

Mandatory training and the local induction is the responsibility of the hiring manager. Hiring managers need to ensure that: Their new employees have completed

their relevant mandatory training modules within the first 90 days

Any IT and computer access is granted before the new employee starts

Team introductions to the new employee have been scheduled

Induction checklist has been completed when the employee starts

The Human Resources team is able to provide advice and assist throughout the on-boarding

program.

Increased retention of

new employees

Improved morale

Increased productivity

Sense of acceptance

into the organisation

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Child safe recruitment

At the Y in NSW, we put children’s safety at the centre of all hiring decisions.

We do this by incorporating messaging and techniques to help deter or select and screen

out candidates that could be considered high-risk through each stage of the recruitment

process.

Advertising

Application

Shortlisting

Interviews Reference checking

Pre-employment

screening

On-boarding

Advertising: child protection statement on every single recruitment advertisement

Application form: specific child protection related questions

Shortlisting: CV red flag checks

Interviews: specific child protection related questions

Reference checks: specific child protection related questions

Pre-employment screening: WWCC/WWVP, Fit2Work National and international police criminal history checks

On-boarding: ACF mandatory training prior to commencement and induction e-learning modules in Macy during probation period

Child protection messages in each

step

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Child safe practices do not end after recruitment

Child safe practices are ongoing throughout the entire employee life-cycle.

If at any point throughout the recruitment process, red flags or concerns are raised please

contact the HR Recruitment Team or the Child Protection Manager at YMCA NSW.

What are potential red flags?

Over-emphasis on their reasons for why they want to work with children

Inappropriate or

irrelevant phrases such as “I have a wife and children” OR “I am a leader of X organisation which is highly prestigious”

States they do not value

or need supervision

Frequent interstate movements

Job hopping; multiple roles over short periods of time, lack of permanency in job history

Unexplained gaps in

employment or explained gaps that are vague or could require further enquiry

Insights into their social

life and emphasis on child related activity or childlike interests

Particular interest in

children or young people with specific needs or vulnerabilities

Is there an aspect of Sporting environments around coaching young children (no adult interaction outside of work)?

Drastic career change ;

e.g. from a Tradie to a Childcare worker

Erratic employment

history or constant change of address

Asks about opportunities to be alone with children

Legal obligations

The Commonwealth Government and the state and territory governments have introduced

laws to help protect people from discrimination and harassment.

The following laws operate at a federal level and the Australian Human Rights Commission

has statutory responsibilities under them:

Age Discrimination Act 2004

Australian Human Rights Commission Act 1986

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Disability Discrimination Act 1992

Racial Discrimination Act 1975

Sex Discrimination Act 1984.

The following laws operate at a state and territory level, and also apply for YMCA NSW:

Australian Capital Territory – Discrimination Act 1991

New South Wales – Anti-Discrimination Act 1977

Commonwealth laws and the state/territory laws generally overlap and prohibit the same

type of discrimination. As both state/territory laws and Commonwealth laws apply, as an

organisation, we must comply with both.

Unlawful discrimination

Unlawful workplace discrimination occurs when an employer takes adverse action against a

person who is an employee or prospective employee because of the following protected

attributes of the person:

race

colour

sex

sexual preference

age

physical or mental disability

marital status

family or carer’s responsibilities

pregnancy

religion

political opinion

national extraction or social origin Discrimination occurs in the workplace when an employer takes adverse action against an employee or prospective employee because of a protected attribute. What are the penalties for unlawful discrimination?

Where an investigation finds that the employer has (or had) discriminatory practices that are

linked to adverse actions for employees or prospective employees, the Fair Work

Ombudsman may take enforcement action.

Maximum penalty for contravention of the unlawful discrimination protections is $54,000 per

contravention for a corporation and $10,800 per contravention for an individual.

Equal Employment Opportunity EEO

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YMCA NSW is an Equal Employment Opportunity employer. Equal Employment Opportunity

means that all people regardless of gender, race, colour, age, marital or parental status,

sexual preference, disability or religious belief have the right to be given fair consideration for

a job or other job related benefits such as staff training and development.

Responsibilities

Responsibilities of hiring managers

It is the responsibility of hiring managers to ensure the following:

Appropriate approval is granted through a “Request to Hire” form on the intranet

before any recruitment activity begins

Position description is finalised and approved

Regularly communicate with the recruitment team about their requirements and

candidate assessment activities

A decision is made on the preferred candidates prior to the pre-employment

screening process commencing

Responsibilities of the recruitment team

It is the responsibility of the recruitment team to ensure the following:

Request to hire forms are processed into the e-Recruitment system in a timely

fashion

Advertisements are created and posted within 24 hours of receiving a request to hire

All candidates are pre-screened prior to being sent to hiring managers

Hiring managers are provided with support throughout the end to end process

Interviews are scheduled as per instruction from hiring managers

Pre-employment checks including reference checks are processed and completed

Compliance checks are completed for every preferred candidate prior to any offer of

employment

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Preferred candidates receive employment contracts and access to WelcomeStreme

(MACY)

Responsibilities of candidates

It is the responsibility of candidates to ensure the following:

Application form is completed online through MACY

Truthful and honest details are provided throughout the recruitment process

Referee details provided are correct and contactable

Willingness to obtain a WWCC/WWVP check and National/International criminal

history check

Step-by-step recruitment process for managers

Below is a full step-by-step process and instructions for managers to initiate and complete a

recruitment process at YMCA NSW.

Step Stage Hiring Manager Tasks

1 Position description For assistance with position descriptions, please contact your HR Business Partner.

1. Ensure a position description is created and updated.

2 Approval To obtain approval to commence recruitment, please follow the steps outlined here

2. Log into the recruitment intranet page https://yintranet.ymcansw.org.au/ss/hr/recruitmentaty/Pages/recruitmenthome.aspx

3. Complete the online “Request to Hire” form and select your Regional Manager or General Manager as an approver (once approved or declined, you will receive an email notification of the outcome)

3 Job brief The recruitment team will contact you once the approved request to hire form has been completed.

4. Ensure you are available for a 5-10 minute conversation where the recruitment team will ask you about:

The position and position requirements What your ideal candidate looks like Where you would like to advertise and source for candidates Your availability for interviews Any additional information required

4 Shortlisting The recruitment team will email you a shortlist of candidates directly from

5. Review the shortlisted candidates and advise the Recruitment Consultant of:

The candidates you would like to interview Your availability to conduct the interviews

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the e-Recruitment system. People on your interview panel Note: A shortlist will be provided to the Hiring Manager within the 2 week advertising period however no interviews will be conducted until the job has closed from advertising.

5 Candidate assessment (interviews) The recruitment team will contact the candidates and arrange the interviews for you and provide you with a full schedule which will include a copy of an interview guide.

6. Use the interview guides provided and conduct the interviews scheduled by the recruitment team

7. Collect compliance documentation at the interview including 100 points of ID from the preferred candidate during the interview process

8. Scan and send your interview notes, compliance documentation and 100 points of ID to your Recruitment consultant.

6 Pre-employment screening

9. NO ACTION REQUIRED BY HIRING MANAGER The recruitment team will contact the candidate and advise them that they have been progressed to the next stage in the recruitment process. Their referee details will be confirmed in this conversation. The recruitment team will communicate with you to advise you of the outcome of:

Reference checks Fit2Work checks WWCC/WWVP checks

7 Offer Once compliance checks are completed by the recruitment team, you will be able to make the verbal offer to the candidate. The recruitment team will ensure that an employment contract is created and sent to the candidate with their position description and that the candidate receives login details for MACY to complete their new starter paperwork

10. Once confirmation is received by the recruitment team that a compliance check has been completed, you are free to make a verbal offer of employment to your preferred candidate – offers can be made by the Hiring Manager or the Recruitment team.

11. Where the Hiring Manager has made the offer of employment to the preferred candidate notification is to be given to the recruitment team of the acceptance and candidates start date and hourly rate/salary

NO FURTHER ACTION REQUIRED BY HIRING MANAGER

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and induction modules (including ACF).

8 On-boarding Pre-commencement paperwork and training will be managed by the recruitment team. The recruitment team will advise once the candidate has completed and uploaded all of their paperwork into MACY.

12. Wait for advice from Payroll on when you are able to roster your new employee.

The Recruitment team will provide you with ongoing updates throughout the entire Recruitment lifecycle

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