Title: BSBHRM402A: Recruit, select and induct staff
1BSBHRM402A Recruit, select and induct staff
2Learning Outcomes
- After completing this unit successfully, the
students will - Attain Skills and knowledge required to execute
tasks associated with recruitment in any
organisation. - Understand overall recruitment process
- Identify and evaluate job description for a
recruitment - Be able to manage the recruitment process
3BSBHRM402A Recruit, select and induct staff
- Section1-Determine job descriptions
- Section2-Plan for selection
- Section3-Assess and select applicants
- Section4-Appoint and induct successful candidate
4Recruitment process
5Human Resource Cycle
6Determine job descriptions
7Job description
- A job description is a written statement
explaining- - Why a job exists
- What the job holder actually does
- How the job holder does it
- What conditions job is performed
8Job description
- Elements of a job description
- job identification
- job summary
- duties and responsibilities
- relationships
- know-how
- accountability
- performance standards
- Special circumstances
9Why do we need Job Description?
- Communication
- Employees know what is expected in job
- Defines accountability
- Organizational Efficiency
- Helps eliminate duplication of responsibilities
- Identifies hiring criteria
10Use Job Description.
- As main source of information
- To define minimum requirements of a job
- To focus on essential functions and specific
knowledge, experience skills needed to perform
the job
11Uses of the Job Description
- Recruiting
- Selection
- Orientation
- Training
- Employee evaluations
- Promotions and transfers
12 13Job Title
Position Summary What is the reason for this job? What must it achieve? How does it contribute to the success of the library? Remember This position description is not intended to be all-inclusive. The Library Board reserves the right to revise or change position duties as the need arises and reserves the right to change descriptions, duties, or working schedules where appropriate and reasonable, especially to accommodate disabilities. This description does not constitute a written or implied contract of employment.
Position Requirements What EDUCATION, EXPERIENCE, PREFERRED SKILLS, and PHYSICAL ABILITIES are needed to qualify for this position?
Reports to (SUPERVISION AND DIRECTION) To whom is this person accountable? Should be only one individual (or, in the case of the Director, the Library Board).
Supervises What individuals does this person supervise?
Working relationships Whom else does this person work with? What working relationships are necessary with other county/city departments, regional and state agencies?
Key result areas This job description is based on outcomes rather than inputs. This gives the jobholder greater freedom and greater accountability. Key result areas should be related to the job objective and transferred into the appraisal form. All employees should have a key result area related to their personal and professional development.
Essential Duties (KEY TASKS) Avoid the temptation to include too-detailed a list of tasks. Only include those that are specifically required to be done e.g. submitting monthly reports, completing staff appraisals. These will mainly be tasks that are required for other people to be effective. Remember Follows legal, professional, and ethical practices when making decisions and carrying out responsibilities.
Core skills Many of these will be standard professional skills or generic competences. Focus on those that are specific to this position, and are essential for its success and that differentiate it from other jobs.
14 Job Descriptions often include the knowledge,
skills and abilities (sometimes called KSA's)
that are identified for a particular job.
Knowledge is information applied directly to
the performance of a function. For example,
managing is a knowledge.
Skills are tasks that are learned. In the job
ad, it mentions having sales skills. Other
examples might be operating a computer, writing
effectively or your typing efficiency.
Abilities are the performance of behaviors that
you can see. In the job ad, customer service is
an ability because your service performance can
be seen.
15Legal obligations in developing job description
- Provision of a safe working place as per the
Occupational Health and Safety Act - The need to have a policy dealing with
discrimination and harassment in the workplace
and - Payment of minimum wages and provision of
conditions.
16Legal obligations in developing job description
- Industrial awards set out legally enforceable
terms and conditions of employment - Enterprise agreements, which are specific to a
particular enterprise or project, also set out
minimum conditions of employment. - The Industrial Relations Act 1996
17Activity
- In small groups analyze the job of full time or
part time working student and design a job
description.
18Occupational Health and Safety requirement for
job description
19The OHS Regulation 2001
- Areas covered by the new regulation are
- Identification of all workplace hazards
- Implementation of measures to control risks
- Provision of training, instruction and
supervision - Workplace consultation between employers and
employees - Control of high risk hazards including plant,
hazardous substances and hazardous processes - Certification of operators of equipment
- Licensing of businesses
- Notification notices to WorkCover NSW
20Objects of the Occupational Health and Safety Act
2000 are to
- secure and promote the health, safety and welfare
of people at work - protect people against workplace health and
safety risks - provide for consultation and cooperation between
employers and workers in achieving the objects of
the Act - ensure that risks are identified, assessed and
eliminated or controlled, - provide a legislative framework that allows for
progressively higher standards of occupational
health and safety to take account of new
technologies and work practices - protect people against risks arising from the use
of plant (ie. machinery, equipment or
appliances).
21Development of Legislation for developing job
description
Workers Compensation Acts Occupational Health and Safety Acts
Workers Compensation Act 1926 Construction Safety Act 1912
Workers Compensation Act 1987 Factories, Shops and Industries Act 1962
Workplace Injury Management and Workers Compensation Act 1998 Dangerous Goods Act 1975
Workers Compensation Legislation Amendment Act 2001 Occupational Health and Safety Act 1983
Occupational Health and Safety Act 2000
22Obtaining approval to advertise a position
- Required to get the necessary approval from the
authority. - Request To Hire Form, accompanied by an updated
position description, is routed through the
appropriate approval channels (Department head
and sent to Human Resources).
23The requirements and specifications contained in
the job posting or advertisement include
- Collective agreements and Terms of Conditions of
employment - Non-Union Employees Policy
- Affirmative Action/Equal Employment Opportunity
(EEO) Policy - Bona fide job requirements, and
- Experience in a related or similar job
24Section 2 Plan for Selection
25Recruitment Process Definition
- Recruitment is the premier major steps in the
selection process in the organizations. It has
been explained as an activity directed to obtain
appropriate human resources whose qualifications
and skills match functions of the relevant posts
in the Organization.
26Recruitment Goals
- To communicate the position in such a way that
job seekers respond. - To provide enough information about the job that
unqualified applicants can select themselves out
of the job candidacy.
27Recruitment Sources
- The Internal Sources
- The External Sources
28Internal Sources
- Employees Referrals/Recommendations
A recommendation from a current employee
regarding a job applicant.
29Why prefer internal sources
- It builds good public relations.
- It builds morale.
- It encourages good individuals who are ambitious.
- It is less costly.
- Those chosen internally already know the
organization. - It improves the probability of a good selection,
since information on the individuals performance
is readily available.
30The external sources
- Advertising
- Employment Agencies
- School, Colleges and Universities
- Professional Organizations
- Unsolicited Applicants
31Recruitment Alternatives
- Temporary Help Services
- Employee Leasing
- Independent Contractors
32Designing a job advertisement
The best techniques for writing effective job
advertisements are the same as for other forms of
advertising. The job is the product the
readers of the job advert are your potential
customers. The aim of the job advert is to
attract interest, communicate quickly and clearly
the essential (appealing and relevant) points,
and to provide a clear response process and
mechanism. Design should concentrate on clarity
or text, layout, and on conveying a professional
image. Branding should be present but not
overbearing, and must not dominate the job advert
itself.
33Designing a job advertisement
Job adverts and recruitment processes should
follow the classical AIDA selling format
Attention, Interest, Desire, Action.
This means that good job advertisements must
first Attract attention (from appropriate
job-seekers) Attract relevant interest (by
establishing relevance in the minds of the ideal
candidates) Create desire (to pursue what
looks like a great opportunity), Should provide
a clear instruction for the next action or
response
34Job advertisement no-nos
- Over-designed graphics (distracts and slows
reading) - Extravagantly presented layouts and words
(distracts and slows reading) - Difficult to read quickly or at all for any
reason - Font (type-style) too small or too large
- Capital-letters (upper-case)
- Lots of words in italics - they are a lot more
difficult to read quickly - Strange-looking or fancy fonts
- Printed in daft colors or tints against a
colored, patterned or picture background
35Job adverts no-nos
- Color obscure headlines
- Too much technical detail about the job or the
company - Too many words - they are a real turn-off - keep
it simple - Uninspiring, boring descriptions of roles and
ideal candidates - Too much emphasis on the job and not enough on
the person - Adverts in reverse (mirror) or upside-down (not
permitted anyway by most media) - Weird advert box shapes, for example wide and
flat or tall and thin - Huge half-page or whole-page or double-page
spreads - a waste of money
36Activity
- Look through advertised vacancies in a newspaper
or on a website - Analyze the job advertisements
- Share your finding in Class
37Recruitment and Selection
- Recruitment
- Attracting qualified applicants for open
positions - Sources of applicants
- Application form
- Selection
- Employee interviews
- Reference checks
- Selection tests
38The Job-interview Question
39 Job interviews focus on
- What candidate know about applicants work
experience, education, training, goals,
character, personal qualities, the job that
applicant is seeking, the company that interview
is for, and the knowledge required to perform the
job .
- Identify a problem or issue - given a situation,
find the problem or issue. The question may
focus on a situation that you've handled in the
past or how you would handle a hypothetical
situation.
- Identify a solution - given the problem or issue,
how do you proceed? The question may focus on a
problem or issue that you've handled in the past
or how you would proceed in a hypothetical
situation.
40 Job interviews focus on
The essential criteria. Candidate must
demonstrate how they meet each of the essential
requirements or their application will be
automatically be rejected. A common error is that
applicants often simply state they have the
skills or describe what the skill is the panel
need to know what experience YOU have had so
describe where, when and how you gained this
experience. The more concrete evidence you
provide the better. The desirable criteria.
Again, Candidate should demonstrate (not simply
imply) their ability or experience in any or all
of these areas as this will improve their
application and may be used by the panel to make
a final selection between equal candidates.
41Establishing Selection Panel The panel should
include a diverse range of views with each member
of the selection panel contributing independently
to the determination of candidates relative
suitability for the post.
42The hiring manager will determine the composition
of the selection panel, aiming for gender balance
and including Hiring manager or nominee (chair
of panel) A peer representative A person with
relevant expertise or client, external to the
area or the organization.
43Preparing for an Conducting an Interview
- The following eight areas should be reviewed
prior to an interview - Thorough review of the job description.
- Formulate a job announcement/advertisement based
on the job description. - What skills will the employee need right away?
- What skills can the employee learn on the job?
- What personal biases should I guard against?
- What questions shall I ask?
- What topics do I want to discuss? In what order?
- How long will the interview take?
-
44BEHAVIORAL INTERVIEWS
Behavioral questions reveal details about your
character and how you handle specific events and
situations to the interviewer.
How do you resolve conflict?
Are you a team player?
Can you work alone?
How do you handle stress?
Example questions might be
Tell me about a time when you had to make a
decision without all of the information you
required.
Have you ever failed at something important, and
how did you handle that?
45INFORMATION INTERVIEWS
Information interviews reveal details about your
career objectives, your experience, work
preferences and other factors.
Example questions might be
What do you find as the most challenging aspect
of a job?
What kinds of basic and advanced skills do you
have that would enable you to perform this job?
What education and training background do you
have?
Where do you see yourself five years from now?
46Interview questions may be straightforward or
they can also address a combination of different
issues.
An example could be
Can you tell us about a time at your current job
where you had a conflict with a co-worker or
supervisor. And, how did you handle the issue
and what actions did you take?"
Your goal is to provide an honest answer that not
only answers the question, but ALSO reinforces
your skills and qualifications for the position.
The key is to be able to act confidently, think
clearly during your interview and adjust your
answers to completely answer all questions. You
should cover all main points of each question and
try to allow your answers to come across
sincerely and in a relaxed manner.
47Types of Interviews (summary )
- Depth Interview
- Subject oriented
- Stress Interview
- Put stress on candidate
- Group Interview
- To study the group behaviour
- Panel Interview
- A panel interviews a person
47
48Recognizing Inappropriate Interview Questions
State and Federal laws govern the interview
process and the use of inappropriate questions by
employers. Interviews should be based on
"job-related" criteria with all questions based
on those criteria.
Here are some examples of inappropriate topics
Age, Gender or Race What is your
age/gender/race?
Name/Title Is that Ms. or Mrs.?
Marital Status Are you married or divorced?
Childcare Have you made childcare arrangements?
Ethnic origin of last name Is your last name
Japanese?
Language Does your household speak English?
Conditions of work Does your family approve of
you traveling?
National origin Are you Chinese or Russian?
Religion Are you familiar with the Catholic
Church?
Relatives Is your husband employed?
Sexual preference How do you feel about gay
people?
Residence Can you handle the long commute?
49Remember! How the Candidate should answer the
interview questions
- Shouldn't use limiting or negative words.
- Shouldn't use too much body language or move
around.
- Should Use appropriate wording. No slang or hard
to - understand phrasing.
- Should Use action words to describe your
experience.
- Answer should Be clear, logical and to the
point.
- Should Use short sentences.
- Candidate should Relax and stay calm.
50The Interview
- Greet the applicant. Start the interview
promptly. Open with a warm, genuine greeting and
firm handshake. Offer the applicant something to
drink. - Outline the interview. Give the applicant an
overview of the process, length of the interview
and what to expect after the interview. - Give the applicant a realistic job preview.
Research suggest that realistic job previews
increase employee retention because the applicant
gets honest information at the beginning of the
process. - Present the applicant with a copy of the job
description, physical requirements of the job and
a list of the responsibilities of the position.
51Short Listing Applicants
Short listing is a process of determining which
applicants, based on their applications, have the
strongest claim to the advertised job and who
should be selected for further consideration.
The process The information in each application
is compared with the requirements of the position
description, especially the selection criteria,
and your suitability in terms of the criteria is
noted and compared with other applicants. The
most suitable applicants, as determined by the
panel, are then detailed on a shortlist. The
short listed applicants are then contacted for
further assessment.
52Quality Candidates
53Defining Todays Jobs
- OLD
- Knowledge, skills, abilities
- Jobs defined as bundles of tasks
- Employees perform strictly definable tasks
- New
- Competencies
- Jobs defined by competencies
- Jobs are flexible
54Qualification Standards
- Old
- Time Served
- Occupation-specific
- Minimal Requirements
- Limited assessment options
- Limited career mobility
- New
- Whole person competency-based approach
- Optimal Profile
- More assessment options
- Encourages career mobility
55Personal Profile
- Drive A desire to get things done.
Goal-Oriented. - Motivation Enthusiasm and willingness to ask
questions. Does extra on every job. - Communication skills The ability to talk and
write effectively to people at all levels. - Chemistry Gets along with others, A team player.
- Energy Someone who goes the extra mile, pays
attention to detail, looks for solutions. - Determination Does not quit when a problem gets
tough. - Confidence Not arrogant. Poise. Friendly, honest
and open to employees high and low. Not
intimidated by management, nor overly familiar.
56Professional
- Reliability Following up, not relying on anyone
else to ensure the job is well done, keeps
management informed. - Honesty/Integrity Taking responsibility for own
actions, Good and bad. - Pride Pays attention to details all jobs done to
best of their ability. - Dedication Whatever it takes in time and effort
to see a project through to completion. - Analytical Skills Weighing the pros and cons.
Weighing the short-and long term benefits against
all possible negatives. - Listening Skills Listening and understanding, as
opposed to waiting your turn to speak.
57Activity
- Form a group of two
- One student should assume the position of manager
of a super market another an job applicant for
customer service position . - Simulate an interview
-
58True or False?
- A wonderful manager can be a poor interviewer?
59Section 3- Assess and select applicants
60Substantive Assessment Methods
- Personality Tests
- Ability Tests
- Job Knowledge Tests
- Performance Tests
- Work Samples
- Interest, Values and Preference Inventories
- Structured Interviews
- Team and Clinical Assessments
61Performance Tests and Work Samples
- Definition -- Assess actual performance rather
than underlying capacity or disposition - Types of tests
- Performance test vs. work sample
- Motor vs verbal work samples
- High- vs. low-fidelity tests
- Computer interaction performance testsvs.
paper-and-pencil tests - Situational judgment tests
62Work Sample Tests
- Psychomotor (hand-eye coordination )
- Job Knowledge
- Simulations (in-basket similar methods )
- Group decision making/discussion
- Advantageshigh face validity, less biased,
realistic, good job criteria related validity - Disadvantageslimited to particular job, time
/resources cost, expertise in development
63Job Knowledge Tests
- Definition -- Directly assess an applicants
comprehension of job requirements - Two types
- Assess knowledge of duties involved in a
particular job - Focus on level of experience with, and knowledge
about, critical job tasks and tools necessary to
perform a job - Evaluation
- True validity Higher validities for complex
jobs - Job knowledge measures add little to prediction
of job performance beyond that provided by
cognitive ability tests
64The HR Triad Roles and Responsibilitiesfor
Selection
- Line Managers
- Identify staffing needs
- Help HR define performance criteria
- Help HR develop selection tools
- Coordinate process with applicants and HR
- Administer some selection tests
- Comply with laws
- Provide accurate reference info
- Support ADA
- HR Professionals
- Develop/choose reliable and valid selection tests
- Coordinate selection process
- Select and evaluate vendors of selection services
- Arrange interviews
- Train others involved in selection
- Keep records and monitor outcomes for legal
compliance
- Employees
- Apply for transfers, promotions
- Identify criteria for evaluating performance
- Interview/select new group members
- Attend training in selection processes
- Self-select into jobs that are good fit
- Inform managers of disabilities requiring
accommodation
65Selection within an Integrated HRM System
66Selection process simplified
- Preliminary Interview
- Application form
- Second Interview
- Testing
- Work history
- References
- Physical examination
- Recommendations
- Interview with Supervisor
- Employment
66
67Designing the Selection Process
- There may be several means that can be used to
assess each predictor. - For example, communication skills can be assessed
by - Supplemental application
- Panel Interview
- Manager Interview
- Reference Check
68Techniques for Assessing Applicants
Personal History Assessments
Reference and Background Checks
Medical Tests
Assessment Techniques
Written Tests
Interviews
Work Simulations
Assessment Centers
69Contingent Assessment Methods
- Contingent methods not always used
- Depends on nature of job and legal mandates
- Examples
- Valid license
- Security clearance check
- Drug tests
- Medical exams
70Final Decision
- Must reflect the type and level of the job.
- Fit within the budget and skills of selectors.
- Fit into the timeframe outlined for the process.
- REMEMBER
-
- NO SELECTION TECHNIQUE IS A PERFECT PREDICTOR!!!
71Reference checks and background verification
- Reference Verification
- Verify that information on applications and
resumes is accurate. - Negligent hiring employers have a legal duty to
not hire unfit persons. - Employers can hire outside investigators or
personally contact prior employers. - Not an infringement on privacy if job-related.
- May be difficult to obtain information because
previous employers fear defamation lawsuits.
72Appoint and inductsuccessful candidate
73Induction and Orientation
- Introduces an employee to a job
- To make employee feel proud of his association
with the company
73
74Induction
- Induction is a three step process
- General orientation by the staff
- Specific orientation by job supervisor
- Follow-up orientation by either the personal
department or the supervisor
74
75Induction Program
- Should cover the company its history and
products, process of production major
operations - Significance of job
- Structure of organisation various functions
- Employees department and its job
75
76Induction Program
- Personnel policy and sources of information
- Company policies, practices, objectives,
regulations - Term and conditions of services, amenities
welfare facilities - Rules and regulations about hours of work, safety
and accident prevention
76
77Induction Program and policy
- The induction program needs to comply company
policy. - Grievances procedures and discipline handling
- Social benefits recreation services
- The successful candidate(s) needs to informed
about the opportunities, promotions, transfer,
suggestion schemes job satisfaction.
77
78Warp-Up
- Recruitment, as a human resource management
function, is one of the activities that impact
most critically on the performance of an
organisation. - Recruitment is described as the set of
activities and processes used to legally obtain a
sufficient number of qualified people at the
right place and time so that the people and the
organisation can select each other in their own
best short and long term interests