|DETAILS OF ASSESSMENT|
|Assessment Type||Case Study and Individual Project||Assessment Weighting||50%|
|DETAILS OF SUBJECT|
|Qualification||BSB50215 Diploma of Business|
|Subject Name||Recruitment, Selection and Induction|
|DETAILS OF UNIT(S) OF COMPETENCY|
|Unit Code||BSBHRM506||Unit Title||Manage recruitment, selection and induction processes|
Human Resource Management (HRM) is concerned with organising and looking after people in the workplace. On a day-to-day basis this includes recruitment, selection, training and development and assessing staff performance. An important part of HRM is workforce planning. This involves getting the right people in the right place at the right time. It also involves identifying the numbers of people required to enable the business to operate at full efficiency. These people need to have the right skills to do the job. Recruitment and selection are the most critical and significant human resources functions. Unless the organization has the best available employees, it will not be able to grow and flourish in the market. The drive and motivational levels of the employees need to be high to enable the company to attain its goals. All the steps of the recruitment and selection processes are equally important in attracting and retaining the right talent. A major part of management's job is ensuring that good policies and procedures are in place to ensure the successful recruitment and induction of high quality employees.
TASK 1. Analyse Strategic & Operational plans and policies
For this task, you are required to study the following 2 documents and answer the following questions:
Q1) Outline the recruitment and selection process for Tourism Australia. How does the Recruitment Policy ensure that suitable candidates are attracted to Tourism Australia?
Q2) What policies and procedures are in place to ensure that all shortlisted candidates are treated equally and that the selected candidate is likely to share Tourism Australia’s culture and values?
Q3) Explain the purpose of the following documents listed in the forms section at the end of the Tourism Australia Recruitment Policy:
TASK 2 Develop recruitment and selection policies and procedures and supporting documents
A job description should detail the purpose, tasks and responsibilities of the job. It is of great importance both in the recruitment process and the subsequent management of safe practice following appointment – for example it can help with induction and training. On the other hand, a clear and comprehensive job specification is the key tool for successful recruitment. The job specification enables the organisation to profile the ideal person to fill the job and provides potential applicants with information about what they will need to demonstrate to show their ability to undertake the role.
It is important to list the skills your new hire will need to fulfil his duties. You get much better results from your recruitment process if you advertise specific criteria that are relevant to the job. Include all necessary skills, and include a list of desired skills that are not necessary but that would enhance the candidate's chances. If you fail to do this, you might end up with a low-quality pool of candidates and wind up with limited choices to fill the open position.
Interviewing short listed candidates is an important component of the selection process and can take various forms. You can choose to ask open ended or closed questions, or a combination of both, to find out more about each candidate. Often, open ended questions take the form of either behavioural or situational questions. A behavioural interview question focuses on asking questions about past experiences and how the candidate acted whereas a situational interview focuses on potential future events and how the candidate would intend to react.
E.g. Behavioural - Tell me about a time when you were under pressure to achieve and how you handled this pressure.
Situational - Imagine you need to submit a report to a deadline, however your computer breaks down and you lose your saved report. How do you resolve this?
Finally, remember that interview questions are designed to allow you to assess the person’s competencies to fulfil the job role so all questions should be work related.
This task requires you to place yourself in the role of the recruiter and interviewer to develop an appreciation of the interview process.
See Dwyer pages 265-267 and also the following link to improve your understanding of the difference between a job specification and a job description - http://www.askmehelpdesk.com/academic-advising/difference-between-job-specification-job-description-402164.html
Prepare a series of questions the interviewer would ask for this position. The set of questions should include behavioural, hypothetical reflective, open non directive and closed directive questions.
See Dwyer pages 273-4. Further useful information about framing interview questions can be found at http://w3.unisa.edu.au/recruitment/information_for_panel_members.pdf
Design a standard form for the interviewer to rate each candidate and record key points for each interview
To allow proper comparison of each candidate and assess their suitability for the role, you will also need to develop a matrix that allows you to allocate a score against each of the key selection criteria for the role to enable you to compare the suitability of each candidate.
See Dwyer pages 271-273 and for more information on developing a selection criteria matrix, go to http://www.utexas.edu/hr/manager/hiring/form.html.
Once the candidate interviews are completed, the selection panel then needs to prioritize the candidates to decide on which candidates will be offered positions and which will go on a reserve list if the preferred candidates do not accept their job offers. There are a number of key steps that still need to be taken to ensure that the best candidate is selected and “onboarded” into the organisation.
d) Write a summary of the key steps to be undertaken in dealing with the shortlisted candidates during the final selection process, prior to the new employee’s selection and induction to the organisation
TASK 3: INDUCTION
Employee induction programs will reduce the reality shock and cultural shock of the new employee in the short term. At this stage, you have understood the importance of induction.
Guidance note: Do not underestimate the impact of a good induction. HR research has found a thorough and positive induction radically increases the likelihood the employee will stay with you long term. Use what’s relevant to your workplace. NB: under the National Employment Standards (NES), you must give all new employees a copy of the Fair Work Information Statement which can be found at the Fair Work Online website: fairwork.gov.au
When you design your induction, remember to complete an induction plan for each new starter. Your induction process may include some or all of the following elements:
For your position you created above, your first task is to create an induction checklist to track that the new employees has received all the essential information, training etc. to become a productive and motivated employee by:
Ensuring that your new employee is properly inducted into the organisation is crucial to ensuring good performance and building loyalty. Your next task is to write 150-200 words on the following task:
MANAGE RECRUITMENT, SELECTION AND INDUCTION PROCESSES
Tourism Australia looks for the people that are suitable for their organisation and can perform well in order to meet the objectives and supports the culture and strategies of their organisational operation. They recruit people with proper skills and values that will serve to the growth and natural and healthy flow of their business. The organisation first develops a suitable recruitment strategy for their recruitment process and then after the approval of that strategy from the HR department they advertise for the vacancy through various media. The timeline development and the sourcing of the budget for the recruitment process are done (Tourism.australia 2019). Then the applications are provided through the online recruitment system of the organisation. Then the suitable candidates are interviewed and required to the vacancies. Then the employment for the respective vacancies is provided to the selected candidates with the approval of the management of the organisation. Tourism Australia provides necessary training to the recruits required for performing at their respective jobs. The policy adopted by the organization helps them to recruit suitable and skillful employees.
The Tourism Australia abides by the laws and regulations of the country. The policies and procedures adopted are to regulate the recruitment processes so that they are treated equally and justly. The primary aim of such policies and procedures is to select premium quality talent in time and with less expenditure. The recruitment process is targeted in such a way as to achieve the goals and objectives of the Tourism Australia. A defined and clear strategy of recruitment ensures that the workforce has the capability and knowledge to carry out the duties and responsibilities of the job profile. The merit is the sole criteria of selection, and no preference is given to any other factor. They obey the global community laws and also the legislation of the country to ensure a uniform opportunity in the selection process. The policies of the TA can be outlined as follows:
Every person responds differently to stress, which may not be fit for a particular job role. A professional may be subjected to several stress conditions during the performance of the duties and responsibilities of the job, and they must be able to perform efficiently during such conditions. The primary target of the recruitment panel of Tourism Australia is to get a clear idea about the response and confidence of the candidates during conflicting situations. The performance or ability of the candidate during tough situations is assessed through the behavioural questions manual. The questions of the manual are set up in such a way so as to elicit a response from the candidate for assessment of the confidence and ability of the candidate for performance in accordance with the adopted methodologies of the company (McDonald, Thompson & O'Connor 2016). Simply, the candidates are charged by putting them in a pressure situation, and their response is observed to assess the metric of performance variability. The behavioural questions manual tests for judging the character of the candidate so as to determine if they would function properly in adverse and unfavourable work situations which may arise during the course of the career. This is important for the company as this assessment will enable the hiring managers to select the person who may operate efficiently even in changing conditions of work. The emotional, mental and psychological evaluation is effective carries out by the use of behavioural questions manual. The behavioural questions manual include subjective questions which do not have particular answers, but the answer provided by the candidates varies, which is the intended target to estimate the psychological evaluation.
Every recruitment process is not the same as the need for the job vacancy determines the type of candidate wanted and required by the company to uphold the standard of service. So, the interview guide template serves as a common metric for assessment of the various candidates applied for the job role. The interview guide template is a targeted set of questions or metrics for assessment of the features which is wanted in a potential employee for or performing the functionalities of the provided job role efficiently (Poulsen & Ipsen 2017). The same interview guide template offers the advantage of comparing the various candidates that have come for the interview in a common platform which reduces bias and helps the recruitment manager to ascertain characteristics and features to differentiate between the various candidates. If the candidates are offered different questions and interview templates, it will become impossible for the recruitment managers to specifically determine a single candidate who is the best fit for the particular job role. Thus, the work of the hiring managers is greatly facilitated by the use of a uniform interview guide template in the recruitment process. The answers provided by the candidate for two similar questions posed by the recruitment officers help to create a reference for comparative assessment.
The questions asked by the interviewers during an interview do not necessarily reflect the abilities and contribution proportion of the candidates. There is critical information which is lost during the articulation of objective answers, and so a selection assessment form is a basis on which the entirety of the performance expectation of the candidates in the job profile. The estimation is effectively done by the use of selection assessment form, which provides the basis of judging the suitability of the candidate in the particular job role. It is done because often the candidates answer what the interviewer wants to hear to the questions and show the assessment of the candidate becomes ineffective where are the answers are acceptable but does not necessarily reflect the characteristics and features of the candidate. Efficient selection assessment form often includes role-playing of the expected functionalities to elicit random and unique responses from the candidates, which help in better judging the suitability of the candidates for the particular position (Cook 2016). Thus, the intended standard of the workforce and skills required for the functionalities of the work is better identified through the use of selection assessment form. The selection assessment form is prepared by the hiring manager and uniquely designed to suit the future expectations of the job profile and to help the candidates understand the expectations of the company as well. The necessity is in the identification of the subconscious markers, which would be instrumental in carrying out the particular work of the office. Thus, the selection assessment form is ensued to equip the hiring managers and to differentiate the candidates according to their suitability categorically.
The position specification can further be categorised as position description for the job role, while the desirable and essential criteria in the candidate are listed as well. The position for which the recruitment is taking place in the organisation is for the designation of Tour Operator.
Position specification and position description:
The position of a Tour Operator is to be governed by the designed job role and the description of the same. The responsibilities and duties of a tour operator for Tourism Australia are mentioned as follows:
Essential and desirable criteria for the position:
The essential and desirable criteria for the position of a tour operator are as follows:
The questionnaire for the interview of the candidates applying for the position of a tour operator has been developed as follows:
Q1: Introduce yourself
Q2: Are you currently employed?
Q3: Have you worked as a Tour operator before? If yes, state the period for which you were involved with this profession
Q4: On a scale of 1-10, how would you rate your:
i) Communication skills
ii) People skills
iii) Negotiation skills
iv) Logistics skills
v) Customer service and customer handling skills
Q5: How do you handle the pressure? Tell us about an incident where you to deal with the same?
Q6: Consider a situation: You are to begin the tour of a group of 8 the next day. However, your documentation and assistance files are saved in your computer, and it breaks down. How do you deal with this situation?
Q7: Would you consider profitability or customer satisfaction as a more important factor in your position as a tour operator?
Q8: Consider this: One of your tour leaders is stuck in a hazard with a limited scope of communication, and you are informed of the situation. One of the other tour leaders is guiding another group of tourists in a nearby location. How do you proceed?
Q9: What are your remuneration expectations?
Q10: What form of payment would you prefer?
Q11: How soon can you join us?
Table 1: Interview questionnaire for Tour operator position
(Source: Dwyer et al. 1998)
The candidate evaluation form has been presented in Table 2 below.
CANDIDATE EVALUATION FORM
Table 2: Candidate evaluation criteria
(Source: Author’s creation)
Table 3 represents the selection criteria matrix as provided below:
|Sl. No.||Selection criteria||Score (Out of 10)||Comments/ description|
Table 3: Selection criteria matrix
(Source: Author’s creation)
The key steps to be undertaken for the final recruitment process are listed below for the position of tour operator:
Table 4 illustrates a Staff Induction Checklist to ease the process of culture shock and facilitates easier mingling among employees, thereby aiding in effective teamwork and productivity of the organisation. The essential factors of Payment confirmation, the issue of certain organisational necessities and the key activities on the first day of the employee are included in the induction checklist.
STAFF INDUCTION CHECKLIST
Date of Commencement of Employment:
Job Title of Induction mentor:
Table 4: Induction checklist
(Source: Author’s creation)
Email address, phone number, Organisational list and charts, organisational telephone directory, organisational handbook, work folders: shared drives and personal folders, are the major issues to be made to the new recruit. Furthermore, providing a Copy of the Fair Work Information Statement and organisational policies is mandatory as well (Cascio 2015).
The major staff member or department involved is listed as follows:
An open communication system within the organisation may ensure that the induction process has been relatively effective. Furthermore, the clarity of the job role is evident in the performance of the employee. In addition to that, the development of an induction checklist and checking all of the points may provide an insight into the effectiveness of the overall induction process (El-Shamy 2016). The arrangement of lunch together, aids in the development of smooth communication and bonding among the employees.
Regardless, in case of generating feedback concerning the performance of the new recruit may be done through asking them whether they have queries related to the job role or any related to the organisational context (Fleming 2016). Moreover, keeping in touch with the manager or in-charge of the recruit is imperative to learn about the performance of the employee. Lastly, a weekly meeting may be held to identify the challenges faced by the employee, as well as the developments that may be undertaken on behalf of the company.