Recruit And Select Staff

RECRUIT AND SELECT STAFF

Unit Code: D1.HML.CL10.15

D1.HRM.CL9.10

D2.TRM.CL9.20

Slide 1

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.

Slide 2

Assessment

Assessment for this unit may include:

Oral questions

Written questions

Work projects

Workplace observation of practical skills

Practical exercises

Formal report from employer.

Slide 3


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)

Slide 4


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.

Slide 5

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.

Slide 6



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.

Slide 7



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.

Slide 8



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.

Slide 9



Remuneration:

• Identifying pay rates

• Identifying & explaining overtime rates

• Identifying holiday & other pay rates.

Slide 10



Probationary period:

• Indicating duration

• Stating rights of both employer & employee

during this time

• Some employers have

probationary periods.

Slide 11



Terms & conditions of employment:

• Identifying when rest & meal breaks can be taken

• Hours to be worked

• Sick & other leave or pay entitlements

• Superannuation.

Slide 12



Benefits:

• Stating ‘qualifying period’ before they apply

• Identifying who they apply to

• Describing the benefits available.

Slide 13



General staff behaviour & presentation:

• Uniform & personal presentation requirements

• Smoking

• Tact & diplomacy

• Obligations on staff when they are ill

• Attendance & punctuality

• Use of company property.

Slide 14



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.

Slide 15



Designated authorities for hiring staff:

• Identifying personnel with ultimate authority to

approve new staff

• Describing relevant protocols

when hiring new employees.

Slide 16



Discretionary power:

• Specifying authority of nominated individuals to

negotiate remuneration

• Identifying authority of nominated individuals to

negotiate conditions of employment.

Slide 17



Legislation:

• Setting out protocols for dealing with IR issues

• Providing direction for complying with EO &

diversity requirements

• Detailing responsibilities for registering

with necessary authorities.

Slide 18



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.

Slide 19



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.

Slide 20

Identify internal factors that impact

on staffing needs

Possible internal factors impacting on staffing levels:

Labour budget

Existing staff

Service standards

Trading hours

(continue)

Slide 21


on staffing needs

Volume of customers

Peak demand

Nature & type of customers

The business itself

(continue)

Slide 22


on staffing needs

Service offered

Equipment used

Promises made to customers

Coverage of staff movement.

Slide 23

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.

Slide 24


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.

Slide 25


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.

Slide 26


on staffing needs

Emerging trends may indicate a need for:

More or less staff

Staff with different skill sets

Staff at different times.

Slide 27


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.

Slide 28


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.

Slide 29


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.

Slide 30

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.

Slide 31



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’.

Slide 32



Labour cost percentage = the percentage of revenue

that represents the cost of labour to generate those

sales.

Formulae:

Example:

Slide 33

Labour cost X 100

Sales 1

2250 x 100=26.3%

8550 1



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.

Slide 34



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.

Slide 35



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.

Slide 36



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.

Slide 37



‘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.

Slide 38



You may use formal or informal research:

Make a conscious effort to capture feedback

provided by customers

Investigate matters relevant to staffing issues.

Slide 39

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.

Slide 40


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.

Slide 41



Consult with ‘the Board’ to:

Understand strategic goals & plans

Approve certain staffing plans

Meet organisational compliance

Communicate labour budget and

related decisions.

Slide 42



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.

Slide 43



Shareholders should be consulted because:

Their investment is at risk

They may have ultimate authority

They may be able to suggest a better alternative.

Slide 44



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.

Slide 45



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.

Slide 46



Staff should be consulted about staffing to:

Identify suggestions for action

Provide guidance for decisions

Demonstrate respect for them

Gain support for initiatives.

Slide 47



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?

Slide 48



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.

Slide 49

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.

Slide 50



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.

Slide 51



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.

Slide 52



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.

Slide 53



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.

Slide 54

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.

Slide 55


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.

Slide 56


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)


identified position

A job analysis can be done by:

Watching what happens

Encouraging feedback from staff

Talking to other supervisors

(continue)

Slide 58


identified position

Considering ‘best practice’

Reading existing job analysis information

Reading existing job descriptions & job specifications.

Slide 59

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.

Slide 60



Job specification = details the human qualities required

for the position & should contain:

Title of the job

Minimum level of education

Specialised training required

(continue)

Slide 61



Work-related experience

Personal attributes required

Physical effort required to do the job

Interpersonal skills required.

Slide 62



Job Description = information about what the job is all

about:

Job title

Location of the job

Job responsibilities

(continue)

Slide 63



Day-to-day tasks of the position

Job title the position reports to

Number of people supervised by the position

(continue)

Slide 64



Working conditions

Workplace hazards

Special work procedures to be followed

(continue)

Slide 65



Equipment, technology, systems used in the job

Output standards required

Type of work measurement used for the work

performed.

Slide 66

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

Slide 67


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

Slide 68


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

Slide 69


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

Slide 70


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.

Slide 71

Recruit staff


Identify & quantify positions to be advertised

Develop key selection criteria for each position to be

advertised

Obtain authority to recruit staff

(continue)

Slide 72

Recruit staff

Identify sources of staff

Develop & lodge job advertisements with identified

sources of staff.

Slide 73

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)

Slide 74


advertised

Levels of business performance

Strategic business direction

New products or services

Revisions to previous allocation

of tasks to positions.

Slide 75


advertised

Factors to consider when determining number of jobs to

be advertised:

Service levels

Peaks & troughs of trade

Waiting times

Trading times

(continue)

Slide 76


advertised

Labour budget

Organisational chart requirements

Personal knowledge about the business, local area,

upcoming events & historical data

Contractual obligations.

Slide 77

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.

Slide 78



KSC should:

Be in writing

Developed in conjunction with relevant others

Shared with those who will interview applicants.

Slide 79



Key Selection Criteria:

Vary between businesses

Will address:

Competencies

Experience

(Continue)

Slide 80



Qualifications

Compatibility

Form the basis of ‘Interview Rating Sheets’.

Slide 81


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’.

Slide 82


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.

Slide 83


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.

Slide 84


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)

Slide 85


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


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.

Slide 87


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.

Slide 88


Media advertisements for staff:

Most common option – newspapers

Must be written to help screen applicants

Radio or TV.

Slide 89


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.

Slide 90


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.

Slide 91


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.

Slide 92


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.

Slide 93


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.

Slide 94

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.

Slide 95


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)

Slide 96


Basis of employment

Job benefits

How to apply

If selection criteria (KSC) are available

If ‘application tips’ are available

Closing date for applications.

Slide 97


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)

Slide 98


Do not waffle

Provide different ways for candidates to apply

Sell the benefits of the position

Direct readers to additional information.

Slide 99


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.

Slide 100


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


Information about what the business sells to its

customers

Location of the business

Career paths

Policies

Photographs.

Slide 102


Legislation may impose an obligation to:

Comply with EO requirements

Mention flexible working arrangements available

Avoid age discrimination

(continue)

Slide 103


Avoid any form of discrimination

Make a definite statement ‘We are an equal opportunity

employer’

Use gender-neutral terminology

(continue)

Slide 104


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


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


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


Only make public information authorised by

management

Ensure compliance with employment-related

legislation.

Slide 108

Interview staff


Accept job applications

Short-list applicants

Check references & referees

(Continue)

Slide 109

Interview staff

Notify applicant of interview

Conduct job interview

Apply relevant testing procedures

File application & interview documentation.

Slide 110


Once a vacancy has been advertised :

Expect applications immediately

Expect calls & queries from job-seekers & recruitment

agencies

Accept & file the applications.

Slide 111


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)

Slide 112


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.

Slide 113


‘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.

Slide 114


Brief reading of ‘accompanying documentation’:

Update the application register

File applications

Senior positions receive more attention in this

process.

Slide 115


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.

Slide 116


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.

Slide 117


‘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.

Slide 118


‘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.

Slide 119


‘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.

Slide 120


Checking references means contacting the person who

has written a reference.

Checks may be undertaken:

• Before interview

• After interview.

Slide 121


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.

Slide 122


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.


When checking references/referees:

Use the telephone

Identify yourself to the referee

Explain purpose of call

Thank them for their time & assistance.

Slide 124


When checking references/referees:

Plan questions before contact

Ask lots of questions

Record responses.

Slide 125


When advising applicants they have been granted an

interview:

Do so as soon as possible

Contact them using approved method:

• Telephone – most common

• Email

• Fax – to home address.

Slide 126


Notifying an applicant about an interview should

address:

Date & time

Location

What they should bring with them

Duration of interview

Interview format.

Slide 127


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.

Slide 128


Conducting a job interview:

Requires much planning & preparation

Usually requires involvement of several internal

personnel.

Slide 129


Planning & preparation can include:

Booking room for interviews

Determining duration of interviews

Scheduling interviews with applicants

Identifying who will conduct the interviews

(Continue)

Slide 130


Pre-reading & digesting all appropriate resumés

Determine necessary protocols, roles &

responsibilities in the interviews

Arranging catering.

Slide 131


Basic interview formats:

One-on-one interviews

Panel interview

Group interview

Telephone interview.

Slide 132


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.

Slide 133


‘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)

Slide 134


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.

Slide 135


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.

Slide 136


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.

Slide 137


At the start of the interview:

Greet the applicant & welcome them

Smile – shake hands

Put applicant at ease

Introduce self

Introduce other interviewers.

Slide 138


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)

Slide 139


Re-state questions, if required

Keep quiet and do not interrupt

Do not influence candidate’s answers

Take notes

(Continue)

Slide 140


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.

Slide 141


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.

Slide 142


Advise them about what will happen next

Are there tests

Confirm their contact details

Thank them.

Slide 143


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.

Slide 144


Testing is done to:

Determine competency levels

Prove health of the applicant

Identify drugs or alcohol

‘Profile’ the person.

Slide 145

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.

Slide 146


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.

Slide 147


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.

Slide 148


When interviewing staff:

File all applications in accordance with house

policy


Only forward appropriate

applicants for interview

Slide 149


Advise unsuccessful applicants with a Letter of

‘Thanks & regret’

Follow-up as required

Check references or referees in accordance with

establishment protocols

Slide 150


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

Slide 151


Arrange the interview room

Ready yourself for the interview by reading

relevant materials, KSC, rating sheet, job

description

Interview applicants

Slide 152


Apply associated tests as necessary to help

determine most suitable applicant

File all application & interview materials for later

use in accordance with house practice.

Slide 153

Select staff


Choose successful applicants using pre-defined

criteria

Notify successful applicants & make formal job offer

Notify unsuccessful applicants

Follow-up as required.

Slide 154

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.

Slide 155



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.

Slide 156



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.

Slide 157



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?”

Slide 158

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.

Slide 159



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.

Slide 160



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)

Slide 161



Details of probationary period

Leave entitlements

Specified hours of work

Remuneration details

Advice regarding legislated obligations

(Continue)

Slide 162



Short-form job description

Brief description of main duties

Date offer is valid to

Action needed to accept the offer.

Slide 163



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)

Slide 164



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.

Slide 165


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.

Slide 166


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.

Slide 167


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’.

Slide 168


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.

Slide 169


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)

Slide 170


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)

Slide 171


Offer a rejected offer to another applicant:

• Seeking direction from interview panel

• Obtaining necessary permission

• Updating files.

Slide 172


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

Slide 173


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.

Slide 174

Implement induction & orientation

session or program


Plan the induction & orientation session

Conduct the induction & orientation session

Review the induction & orientation session.

Slide 175

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.

Slide 176


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.

Slide 177


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.

Slide 178


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.

Slide 179


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.

Slide 180


session

Formal induction & orientation sessions must

address:

Completion of necessary paperwork

‘Need to know’ information

Tour of the workplace

(continue)

Slide 181


session

Meeting with management, supervisors & co-

workers

Allocation of uniform

Detailed department and position induction

Expectations of the role

Coverage of job description

(continue)

Slide 182


session

Copy of roster

Enterprise-based terminology, acronyms &

abbreviations

Explanation of the operation of the business

(continue)

Slide 183


session

Safety & security issues

Company benefits

Workplace awards

Performance appraisals

Allocation of a ‘buddy’.

Slide 184


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.

Slide 185


session

Further considerations:

Liaise with other staff & supervisors

Plan the timing for the session:

• Hour of day

• Day of week

(continue)

Slide 186


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.

Slide 187

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)

Slide 188


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)

Slide 189


session

Do not rush

Do not drown the employee with information

Provide personal insight

Try to ensure privacy

(continue)

Slide 190


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.

Slide 191

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)

Slide 192


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)

Slide 193


session

Should consider sequence of induction activities

Should consider content of the induction

(continue)

Slide 194


session

Should consider items distributed as part of the

session

Should consider the people conducting the session

Should consider new employees feedback.

Slide 195


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

Slide 196


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

Slide 197


Give details of the position

Conduct the actual orientation in-line with planning

Review induction & orientation sessions.

Slide 198

Education

Recruit And Select Staff