BSBHRM405 Support Recruitment, Selection and Induction of Staff
Assessment Workbook: BSBHRM405
Support the recruitment, selection and induction of staff
|3.0||08/08/2016||Training||Updated content and changed title from Instructor Workbook to Trainer Guide|
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How do I use this guide?
This guide is divided into two sections:
- The introduction section gives you information about the unit of competency you will be assessed in. For a comprehensive overview of the assessment process and the principles of assessment, refer to your ‘Student Handbook’ which was provided to you by National Training when you commenced. The Student Handbook is also available online via the website: nationaltraining.edu.au
- The second section contains assessment activities each detailing:
- Description of the assessments
- Instructions for completing the assessment activities
This guide, together with the Assessment Activity forms the assessment tools for:
|Unit code||Title||Training Package|
|BSBHRM405||Support the recruitment, selection and induction of staff||Business Services Training Package|
This unit describes the skills and knowledge required to execute tasks associated with the recruitment cycle and apply in-depth knowledge of the work of the organisation, and how recruitment and selection practices fit with other human resources functions.
This unit applies to individuals who support recruitment, selection and induction functions under the direction of a human resource manager.
Elements and Performance Criteria
1.0 Plan for recruitment
- Obtain approval to fill position, clarify time lines and requirement for appointment
- Assist in preparing job descriptions that accurately reflect the role requirements, according to organisational policies and procedures, legislation, codes, national standards and work health and safety (WHS) considerations
- Consult with relevant personnel about job descriptions and workforce strategy
- Assist in ensuring that job descriptions comply with legislative requirements and reflect the organisation's requirements for a diverse workforce
- Obtain approvals to advertise position
2.0Plan for selection
- Choose appropriate channels and technology to advertise vacancies and/or identify potential talent pool
- Advertise vacancies for staffing requirements according to organisational policies and procedures
- Consult with relevant personnel to convene selection panel and develop interview questions
- Assist in ensuring that interview questions comply with legislative requirements
- Assist in short-listing applicants
- Schedule interviews and advise relevant people of times, dates and venues
3.0 Support selection process
- Participate in interview process and assess candidates against agreed selection criteria
- Discuss assessment with other selection panel members
- Correct biases and deviations from agreed procedures and negotiate for preferred candidate
- Contact referees for referee reports
- Prepare selection report and make recommendations to senior personnel for appointment
- Advise unsuccessful candidates of outcomes and respond to any queries
- Secure preferred candidate's agreement
- Complete necessary documentation according to organisational procedures, observing confidentiality and privacy requirements
4.0 Induct successful candidate
- Provide successful candidate with employment contract and other documentation
- Advise manager and work team of new appointment
- Advise managers and staff of candidate's starting date and make necessary administrative arrangements for pay and employee record keeping
- Arrange successful candidate's induction according to organisational policy
Appeals and reassessment
If you disagree with the assessment decision and result, you have the right to appeal and be reassessed if necessary. Details of the appeals process is contained in the Complaints and Appeals Policy & Procedure, provided to you prior to enrolment. See Complaints and Appeals Policy & Procedure for more details.
While cooperative effort and the sharing of information are encouraged, you must ensure your assignments and assessments are representative of your own effort, knowledge and skills. You must not take the work of others and present it as your own. Plagiarism may result in the assignment/assessment being deemed to be “not yet competent” by the assessor.
Students accused more than once of academic misconduct, including plagiarism, may be dismissed or cancelled from their course at the discretion of the National Training Manager.
Plagiarism can take several forms;
- Quoting from a book or an article without acknowledging the source
- Handing in someone else’s work as your own
- Stealing and passing off another person’s words or ideas and claiming them as your own
- Giving incorrect information about the source of a quotation or idea
- Downloading information from the internet without acknowledging the source
- Copying a section of a book or article and submitting it as one’s own work
- Presenting as a new and original idea or produce something which was derived from an existing source
National Training prefers that students utilises Harvard Style referencing. Generally, Harvard Reference List citations follow this format:
Books: Last name, First Initial. (Year published). Title. City: Publisher, Page(s).
Journals/publication: Last name, First initial. (Year published). Article title. Journal, Volume (Issue), Page(s).
Websites: Website name, (Year published). Page title. [Online] Available at: URL [Accessed Day Mo. Year].
>Understanding your results
The great thing with competency based training is that you either deemed 'competent' (you can demonstrate the required skills and knowledge) or 'not yet competent' (at this time you haven't been able to demonstrate required skills or knowledge). The key word is "YET”.
Your trainer will provide you with feedback on your assessments so that you know what you have done well in your assessment and what you need to improve upon or fix. An "NYC" result does not mean that you have failed and that is it - you have the opportunity to try again. It could be that one question in your assessment was deemed not yet satisfactory and this is the only question that will require review.
|C||Competent||Has successfully completed unit and has met the minimum|
competency criteria and demonstrated the required skills and knowledge
|NYC||Not Yet Competent||Has not met minimum competency criteria for the unit - certain section/s require review due to not meeting the requirements and being deemed not yet satisfactory|
|CT||Credit Transfer||Application required|
|RPL||Recognition of Prior Learning||Application required|
For further information regarding Recognition of Prior Learning (RPL) and Credit Transfers (CT), please contact on our office on (03) 9674 0331
The assessment activities contained below have been designed for the following unit(s) of competency:
BSBHRM405Support the recruitment, selection and induction of staff
This is a summative assessment process. For the student to be assessed as competent in each Unit of Competency, all questions and activities need to be satisfactorily completed.
Each assessment activity contained within:
|Assessment 1:||Short Answer Questions|
|This requires the completion of all comprehensive questions.|
This is a summative assessment activity, which means it is an assessment of what you have learnt and used towards the assessment of your overall competency.
Assessment 1 Instructions
|Type of Assessment||This is a summative assessment activity, which means it is an assessment of what you have learnt and used towards the assessment of your overall competency.|
|General||There are a number of short answer questions and a case study. You must attempt each assessment. If you have difficulty with understanding the question or completing the answers, then talk to your trainer.|
Your trainer is there to help you understand and help you demonstrate your understanding, not to complete the answers for you.
You are required to answer all questions and provide as much detail as you can. These questions are not required to be completed under exam conditions.
|Context and purpose of assessment||The short answer questions and the case study have been drawn from the information contained in your workbook/ learning materials. Therefore, you should have a good understanding of the answers|
|Assessment instructions||Read the information provided and fully complete all questions as asked.|
|Resources, equipment & material required||Learner Guide|
|How you will be assessed||Upon completion of your responses you will be assessed against a standard answer sheet to ensure that you have covered the questions and that your responses are consistent with the unit requirements. All questions must be correct for satisfactory completion.|
For more information on the specific criteria contained in the unit descriptor, speak with your trainer. They will provide you with a copy of the criteria or refer to your learner guide which includes the performance criteria.
Assessment 1: Short Answer Questions
What methods can be used in an organisation to identify future staffing and recruitments needs? (100 – 150 words)
Provide one reason why it is necessary to gain approval to fill positions. (75–100 words)
Briefly explain why it is important to clarify timelines when recruiting (20 – 50 words)
Draw up a competency profile for your job, a colleague’s job, or other job you are familiar with which accurately reflect the role requirements.
You must provide at least five competencies in your profile and state the job the profile has been written for.
Use the competency profile from the previous question to complete a job description. Including the following:
- Competencies required by staff
- Job or person specifications
- Job title and purpose of position
- Necessary skills and knowledge
- Required qualifications
- Selection criteria
- Tasks or duties associated with the position.
Note: Job description should be approx. 2–pages.
Ensure you include relevant legislation, codes, national standards and work health and safety (WHS) considerations.
Explain the importance of consulting with relevant personnel when preparing job descriptions and workforce strategy. (50–100 words)
What legislative requirements apply to job descriptions or advertising? (20–30 words)
What type of people might a diverse workforce be made up of? Provide at least eight examples.
As a HR Manager, briefly describe how you would obtain organisational approval to advertise a new position? (20–75 words)
Write a job advertisement for the following position.
Pet Insurance Specialist
RB Insurance are in need of a pet insurance expert for a short term contract of three to six months in Brisbane. No formal qualification is required but experience in sales, customer service and underwriting and claims would be preferable, remuneration is 40-50K plus commission.
This is a very important project for the business and ultimately you will be responsible for its success.
Advertising should include the following:
- Job title
- Name of advertising organisation
- Qualifications and experience expected of applicant
- Methods for applying and contact details
- Date by which applications should be submitted
- Brief job description
- Indicator of wage range
List below at least three (3) channel/s and technologies you could use to advertise the position?
Identify at least one (1) talent pool you could utilise for the position you developed in question 6a.
Which of the following is not a staffing requirement;
Develop a Job Description and Interview questions.
You are a HR Manger of a chain of coffee shops. You have been asked to convene a selection panel for wait staff that has been advertised. These positions are for a new shop scheduled to open in 6 weeks’ time.
You have consulted with relevant personnel on the convene panel and you have received the following list of considerations;
- Availability of staff is very important to the organisation to ensure the ability of cover shifts should the need arise.
- Previous waiting experience is important, as all staff at the new store will be new and training opportunities will be limited.
- Would like friendly and approachable wait staff to create a welcoming atmosphere that customers look forward to returning too.
Using the information above develop two (2) documents
- Position Description
- Relevant interview questions which will assist the select panel.
Note: Please ensure both documents comply with legislation requirements.
During the selection process it is important to that interview questions comply with legislative requirements.
Using the scenario above, list below a minimum of five (5) questions which DO NOT comply with legislative requirement, and the relevant legislation that the question would be in breach of.
How would you select criteria for short-listing candidates? (20–50 words)
Should we take previous experience into account when short-listing candidates for a job?
When is previous work experience not used as a selection tool? (75–150 words)
Briefly describe how you would schedule interviews and advise relevant people of times, dates and venues? (60–100 words)
You are the HR Manager for your workplace. You are required to participate in the interview process for a new Supervisor.
Agreed selection criteria is as followed:
- Hold formal qualifications in a related field
- Have a minimum of 2 years’ supervisory experience working in the industry
- Availability 10am to 4pm with some possible weekend work required
- Enjoy working with people
List two (2) open ended questions you could ask during the interview which would assist in assessing the candidate against the above selection criteria?
Experiment by asking people both of the questions and record your finding below. Ensure you relate the outcome back to the selection criteria.
Discuss below the assessment of the answers you received above, as you would with selection panel members. (50–100 words)
Briefly describe how you would correct any biases or deviations from agreed selection procedures?
How you would negotiate for the preferred candidate? (80-100 words)
Create a one-page template you can use when contacting a referee by phone. Including a list of 10 questions you might ask a referee.
Using the template, you created and submitted. Complete two (2) references for a work colleague or acquaintance by contacting their referee and recording their responses on the template.
Create a template of a selection report, including all required areas such as: Position details, list of applicants (suitable and unsuitable) recommended applicant and reason for recommendation.
Using the template, you created in Question 14, complete the form as you would to make recommendations to senior personnel for appointment.
Note: The selection report may be completed on a real situation or maybe 100% fictitious.
Draft a letter to be sent to unsuitable applicants. The letter should be general enough to be sent to every applicant excluded from the selection process. (Should not exceed one page in length.)
In the event you sent an unsuitable letter to an applicant and they contacted you in response with a request for additional reasoning as to why they were unsuccessful, what would you do? (40-80 words)
You have selected a candidate who you wish to employ. Briefly describe how you would secure this candidates agreement? (40-80 words)
You have provided a candidate with an employment contract. When the contract was drawn up it was decided that the candidate would only be given five days personal/ carer’s leave a year. The minimum entitlement is 10 days. The candidate agrees to the contract and signs it. Does this mean that legally they can only have five sick days a year? You might need to conduct your own research to answer this question. (120–180 words)
Provide an example of an employment contract and other supporting documentation including: Confidentiality and privacy requirements
List at least three (3) documents, other than an employment contract, that you might need to provide to the successful candidate?
- How might you advise the manager and work team of the new appointment?
- What should they be told?
The organisation that you are employed with has a policy on induction which is very vague and only addresses the employer’s legal obligations in an induction program.
Briefly describe how you would arrange an induction and what you would include the new employees’ induction (40–75 words)