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BSBHRM506 Manage recruitment selection and induction processes-2

Assessment One - Written Questions10
Assessment Two – Practical Assessment16

BSBHRM506 Mandatory reading chapters from the textbook

Management Strategies and Skills 2nd Edition by Judith Dwyer and Nicole Hopwood, McGraw Hill Education 2013

Chapter 1 – Foundations of Management: Section 1.5 – Challenges facing managers
Chapter 2 – Managerial Communication
Chapter 10 – Staff Recruitment, Selection, Induction and Termination
Chapter 11 – Assign Duties and Appraise Performance: Section 11.4 – Performance appraisals


Answer

Q1. List and describe three (3) methods for recruiting and selecting new employees.

1.

Prepare   to Recruit

2.

Review Resumes


3.

Pre-Hire   Testing


Q2. Explain the purpose and benefits of using assessment centres to recruit new employees.  Your response must be approximately 300 words in length. Online research is permitted for this question. 

They are far   more accurate than a standard recruitment process as they allow a broader   range of selection methods to be used during the process
They enable   interviewers to assess existing performance as well as predict future job performance
They give   the opportunity to assess and differentiate between candidates who seem very   similar - in terms of quality - on paper
They give   the candidates a better insight into the role as they are tested on   exercises, which are typical for the role they have applied for
They help   employers build an employer brand. Candidates who attend assessment centers   which genuinely reflect the job and the organization are often impressed by   that company, even if they are rejected
The cost of   an assessment centre is usually cheaper compared with the potential cost of   many recruitment phases and the cost of recruitment errors
They are a   fair process – they complement an organization’s diversity agenda and ensure   that people are selected based on merit alone.


Q3. In your own words, explain why some companies prefer to outsource the recruitment process. Your response must be approximately 100 words in length.

Reduce   Costs
In a volatile   economy, reducing costs rises to the top of the commotion list quickly. Besides   labour costs, the costs related to recruiting activities include advertising   on job boards, background screening, and applicant tracking systems, and   recruiting technology. These costs are all rolled into one when companies   outsource recruiting. Moreover, it is usually less than trying to conduct an   effective recruiting campaign in-house.


Q4. What is the purpose of an employee contract? Your response must be approximately 100 words in length.

The   purpose of an employment contract is to ensure that both you and your   employer have a clear understanding of what is expected during the term of   employment. This document can also serve to eliminate any disputes, which may   arise later. It also helps you to understand what your rights are under the   law.
Both   you and your employer are bound to the employment contract until such time   that it ends due to notice given or a change in terms by either party
If your   employer desires contract changes, yours (in the form of a union or the Human   Resources department) or their representative should be consulted. During   this consultation, the reasons for the change and alternative ideas should be   discussed. Agreements on changes can be made verbally, or via a written   agreement between your union and your employer.


Q5. Why do employers need to be aware of industrial relation laws? Your response must be approximately 150 words in length. Online research is permitted for this question. 

Employers   and employees, with the exception of state and local government, are covered   by the national industrial relations system. However, where no entitlement to   long service leave exists under the Federal system, an employee will have an   entitlement in accordance with the Industrial Relations Act 2016.
The Industrial   Relations Act 2016 provides long service leave entitlements for most   employees in Queensland, including casual, regular part-time and seasonal   employees subject to certain conditions.
This   policy (together with our terms of use and   any other documents referred to in it) sets out the basis on which any   personal data we collect from you, or that you provide to us, will be   processed by us.
Please   read the following carefully to understand our views and practices regarding   your personal data and how it will be treated. By visiting any of our sites   and/or participating in any of our surveys (as set out in our terms of use)   you are accepting and consenting to the practices described in this policy.



Q6. Name and explain one (1) piece of legislation, one (1) regulation, one (1) standard and (1) code of practice that may affect the recruitment and induction process. Online research is permitted for this question. All web links must be provided as evidence of your research.


Example Explanation
Legislation 
the Equal   Pay Act 1970

A new   Equality Act came into force on 1 October 2010. The Equality Act brings   together over 116 separate pieces of legislation into one single Act.   Combined, they make up a new Act that provides a legal framework to protect   the rights of individuals and advance equality of opportunity for all.
Regulation a jurisdictional   regimeThe basic   principle is that the court in the member state of the party that gets sued   has jurisdiction, while other grounds exist, which are diverse in content and   scope
Standard
Consistency

A good   recruitment and selection policy will also require that hiring managers use   pre-determined criteria at all stages of the recruitment process, thereby   reducing the risk of bias or   discrimination
Code of practice Confidentiality   and privacy This includes   information on investigations related to misconduct and disciplinary actions   the company may take


Q7. Explain the importance of employment terms and conditions. Your response must be approximately 100 words in length.

The contract   of employment is a vital document as it regulates the terms and conditions of   employment between the employer and the employee. However, it is always quite   surprising how few employers have entered into written contracts of   employment with their employees and if they have, more often than not, these   contracts of employment are poorly drafted and inadequate. The failure to   make use of written contracts of employment is particularly prevalent in many   small businesses where there is a relaxed atmosphere where entrepreneurs   assume that their dealings with employees can be handled verbally


Q8. Research one (1) psychological test and one (1) skill test that could be used in the recruitment process. Complete the table below by listing the websites and explaining the relevance of each test. 


WebsitesRelevance
Psychological testPersonality   tests It helps for self  assessment of an individual 
Skill test
Reasoning   questions

It helps to   analyse the skill of an individual 


Q9. List three (3) examples as to how technology could be used to improve the efficiency and effectiveness of the recruitment and selection process. 

1.

Creating   an open requirement
when sourcing   information from Wikipedia, the user’s computer and Web browser would be the   client, and the computers, databases, and applications that compose

2.

Attracting   and sourcing candidates
The Schuler   brothers are an example of good corporate citizens. They believe in giving   back to the community and have sponsored and made donations to various   organizations, such as the Arthritis Society, the Hope Cancer Centre, the   United Way, and the Dragon Boat Races.

3.

Screening   and short listing candidates
For example,   if the company decided it wanted to send out a mass mailing to employees to   introduce a new product or organizational change, it would access the data   from the HR system


Q10. Suggest three (3) ways to communicate the company’s policies and procedures to relevant staff. 


Open   Meeting


Emails


Display   Confidence and Seriousness


Q11. Research and list five (5) recruitment agencies. You must provide the website links as evidence of your research. Complete the table below. 


Recruitment company nameRecruitment website
1.
The ONE Group | Recruitment

http://www.theonegroup.co.uk/
2.
Agency Central Ltd.

http://www.agencycentral.co.uk/
3.
Four Seasons Recruitment Ltd

http://www.fsrl.co.uk/
4.
The   Recruitment & Employment Confederation

http://www.rec.uk.com/
5.
Antal International

https://www.antal.com/


Q12. Recommend five (5) training or support options that may assist new employees during the induction process. 


Classroom or Instructor-Led Training


Interactive Training Techniques


Hands-on Training Techniques


Computer –Based Training Techniques


E-Learning or Online-based Training Techniques


Q13. List three (3) training or support options that can be used to support company personnel who are involved with the recruitment and selection process.

Orientation
 On boarding Training
Technical Skills Development   Training


Q14.Your task is to select five (5) policies in the Australian Hardware – General Operational Manualand list the objectives of each policy. 

 Recruitment Policies
To establish the guidelines for the   recruitment and selection of employees
Anti –discrimination
To ensure transactions with   customers of the Australian hardware 
Remuneration and performance   Appraisal policy 
To determine remuneration agreements   for its employees and to assist the staffs for making  them understands  the organizations position  on staff remuneration
Performance management policy 
 To monitor and support the employees in   personal growth and development 
 Work health and Safety policy 
To ensure the health and safety of   the employees in the organization.


Q15. You need to determine whether a new employee has been achieving their minimum work output. In accordance with the employment contract, the customer contact officer is required to make25 sales calls per business day. According to the sales report, this particular employee made 100 sales calls during the previous work week (Monday to Friday). 


  1. You must determine and calculate whether the employee has met the minimum weekly output. Display your calculations below.
 The customer contact officer is required to   make 25 sales per day. The employee has made during the previous workweek.   Which is consists of 4 days that is 25 *4 =100.  Therefore, the performance of the employee   is very poor.


  1. The probationary period for the customer contact officer is 3 months. The sales report was based on the employee’s second week with the company. As the manager, what type of verbal feedback could you provide to promote improved performance?
As the   manager i will assist the employee to set the effective plan that will help to   improve the performance of the employee.


  1. After 3 months with the company, the customer contact officer has shown significant improvement in their work performance. The quarterly report showed that the employee made 215 sales calls in a standard work week (Monday – Friday). Based on this information, how many sales calls are being made each business day? Display your calculations below.
 As there is, six working days and the   employee made 215 sales in a standard workweek. therefore, the calls made by   the employee on single day is 215/6=  66   calls per day 


  1. The manager has decided to award the customer contact officer with a bonus payment. Calculate the bonus payment based on the following information:
    • Employee performance = 90 sales calls exceeded the minimum work output 
    • $5 for each sales call that exceeded the minimum work output
Employees has   earned the bonus  90 * $5 = $450 bonus   which exceeded the minimum work output 


Q16. Calculate the employee’s total remuneration package based on the information below:

  • Base salary (excluding superannuation) - $68,000 per annum 
  • Superannuation contribution – 10% of base salary 
  • Motor vehicle parking allowance - $2000
 The employee total remuneration package is   76,800 


Q17. Calculate the employee’s total remuneration package based on the information below:

  • Base salary (excluding superannuation) - $105,000 per annum 
  • Superannuation contribution - 15% of base salary 
  • Fuel allowance - $5000
  • Uniform allowance - $500
The employee   total remuneration package is around $126, 250 by adding all the numbers 


Assessment Two – Practical Assessment

Project 1

Assessment Instructions

You have been employed as the Human Resources (HR) Manager for a new insurance company and have been asked to develop policies and procedures for the HR department, recruit and induct four (4) branch managers. 


PART 1: Develop the HR policies and procedures

Since this is a new company, you have been asked to develop the following three (3) policies:

  • Recruitment Policy (must be approximately 300 words in length)
  • Selection Policy (must be approximately 500 words in length)
  • Induction Policy (must be approximately 500 words in length)


The Recruitment Policy must include the following information:

  • Policy purpose 

The purpose of the policy is to establish the guidelines for the recruitment and the selection 

The aim of such a policy is to ensure that a transparent and unbiased recruitment and selection process is followed; one that results in the appointment of the best candidate, based solely on merit and best-fit with your organisational values, philosophy, and goals.

  • A list of relevant legislation 
  • ACU’s recruitment and selection policy and procedures, together with its mission and values are designed to underpin and support the achievement of ACU’s strategic objectives. These procedures assist those involved in the recruitment and selection process to navigate the external and internal environments in which ACU operates.
  • How to advertise the job role
  • be designed to ensure a broad field of qualified and experienced applicants can be considered;
  • be specific about any prerequisites for the position e.g. qualifications, professional registration, working with children (vulnerable people in the ACT) check clearance, etc;
  • be used to assess the suitability and merit of applicants at all stages of the selection process;
  • provide a consistent set of standards for all applicants which can be observed or measured as a structured means of comparative assessment;
  • be consistent with the mission and values of ACU;
  • Screen and short-list candidates 
  • The Chair briefs Selection Committee members on their responsibilities and legislative obligations (equal opportunity, confidentiality and privacy requirements), and any perceived conflict of interest.
  • The Chair and Selection Committee members review score and provide comments for each candidate using Manager Online – Recruitment.
  • The Chair manages the short-listing process and submits the Candidate Outcomes using Manager Online – Recruitment.
  • The Chair, in consultation with the Hiring Manager determines whether any supplementary assessment and/or selection methods are required in addition to assessment through structured interviews 

The Selection Policy must include the following information:

A Job Description outlines the main duties, responsibilities and conditions applicable to the post in question.  It is essential that it focus on the role itself and not the individual who may perform the job.  Additional information, for example, contextual information relating to the department/post/incumbent should be appended to the document and not included with it.

As a guide, the JD should ideally be no more than a single side of A4 and should not contain more than 10 duties. 

If when reviewing a JD there are significant amendments to be made to the duties and functions then a new job description should be written, with the differences highlighted and forwarded to Human Resources (HR) for re-evaluation, explaining where these added duties have come from. 


  • Reference checks

Short-listing should be co-ordinated by the recruiting manager in consultation with the colleagues who will be involved in the formal interviews.   Short-listing should be performed by 2 panel members including the chair and one other member, individually first, then together as a group comparing each candidate and completing a final short-listing grid for all candidates.  The short-listing forms should be used for this and for record keeping purposes to show; the candidates have been fairly treated and judged against the PS.  Only the final short-listing grids should be sent to HR

  • Offer the position 
  • ensure that a record is kept of how each candidate is rated against the job requirements.  The interview assessment sheet should be used to do this.  This is extremely important as if a candidate feels they have been discriminated against it is these sheets that will prove the applicant was treated fairly and judged against clear requirements


The Induction Policy must include the following information:

  • Induction training process 
  • Orientation process 

You must submit the Recruitment Policy, Selection Policy, and Induction Policy as evidence with your submission.

Induction policy

1. Policy statement

The University recognizes that their staffs are fundamental to its success. To enable all staff to become effective and efficient in their role as quickly as possible, it is essential that all staff new to the University, or the role, receive a timely induction.
The University places critical importances on thorough induction procedures, which make new staff, feel welcome, valued and settled in their new role. This then forms the basis from which staff can quickly get up to speed, perform their duties effectively and begin to contribute to their team, the department and the University.

2. Scope

This policy relates to all newly appointed staff and to existing staff members who have taken on a new role within the University. Staff are expected to be proactive in their own induction, and ensure that they receive from appropriate sources the relevant information and support that enables them to apply themselves to their job and fully contribute to the success of the University.

3. Aims of the policy

The policy aims to set out the University’s approach to Induction and to indicate how appropriate inductions can be provided. The policy will be accompanied by guidance on procedures and further supportive information for employees and managers.

The policy encompasses several strands of Induction:

  • Pre-arrival      Induction
  • University      Induction
  • Department      Induction
  • Job Induction
  • Centrally      provided or coordinated specialist Inductions
  • Web-based and      on-line induction resources

4. Objectives of induction

4.1 Pre-arrival

Some induction information can be provided in advance of the start date once a candidate has accepted an offer of appointment. This will enable new employees to begin familiarization with the University, the job and in some cases the city of York.
The pre-arrival induction information is in addition to that provided in the recruitment process.

4.2 University level

University Induction is currently a six and a half hour event held several times per year. New staff should attend the event closest to their start date. The aim is to allow staff to orientate and understand the University culture so that they can work comfortably and effectively in it.

4.3 Departmental level

Departmental Induction involves making new staff familiar with how the department operates, the support staff within the department, and how they can operate effectively within it.

4.4 Job Induction

Induction into the job for which the individual has been employed is an essential part of the induction process and complements the probation process. Managers to document an individual’s performance during the probationary period may use activities carried out during job induction.

Job induction enables the individual to:

  • consolidate      their understanding of the duties and responsibilities of the role
  • understand the      expectations of them in the form of standards, objectives or a work      portfolio, set with their line manager
  • understand how      their work performance will be monitored (including probation and      performance review processes)
  • discover the      information and support that is available to them, including mentoring and      key contacts
  • highlight areas      where training and development would be appropriate
  • apply their      skills and knowledge to performing the job and demonstrate that they      successfully meet probation requirements

The specific activities within job induction will be dependent on the demands of the role and the skills and knowledge that the individuals brings with them, and will be at the discretion of the line manager.

Job induction activities are likely to take place within the department, team or interdisciplinary group, but central support departments such as Health & Safety, IT Services, Finance department and DFM, may provide some. An assessment of any training and development needs and how they might be addressed should be included in the Induction at this point.

During the job induction staff must be made aware of the probationary procedure and that records of induction activities may be used to support the probationary process.

Responsibility for induction at the local level falls with the line manager, though specific activities may be delegated at the line manager’s discretion or within departmental guidelines and practices. It is good practice for individuals and line managers to retain records of completed induction activities.

4.5 Centrally-provided/coordinated Inductions

It is important that the University also supports staff who are internally appointed to new roles, and an induction programme for such staff should be followed.

For new staff who have particular requirements e.g. international staff, those new to the HE sector, induction should include information and/or activities which provide the additional context they require.

4.6 Web-based and on-line materials

Induction resources including information sheets, templates and preformed, checklists and on-line interactive modules will be available via the HR website. Here managers will be able to find the guidance and tools to plan and carry out an appropriate and effective induction for new staff. Employees will discover all they need to manage their own induction schedule.


PART 2: Compose the position description for a branch manager role 

Use Appendix 1 to compose the position description. Hypothetical data can be used to complete the template (in line with the scenario) however all fields must be addressed.

Position Description
Job title:Supervisor Reporting to: Manager of building 
Salary per   annum:$54000Superannuation:$4500
Responsibility   areas 

(list a   minimum of five areas)
  • Train the employees to        work efficiently to ensure smooth and continuous operations
  • Select new candidates        by taking interviews whenever necessary
  • Maintaining the        employee attendance records and leave reports
  • Assisting various        policies to the management staff that would help in meeting business        goals
  • Managing appraisals and        performance evaluation for employees
  • Performing the locker        assignment and uniform distribution to the new recruited employees
  • Develop a working        environment that is safe and achievement oriented
  • Implementing the        production plans with respect to the approved schedule
  • Monitoring the on-going        work and identifying the problems if any
  • Finding appropriate        solutions to the identified problems

Role   competencies 

(list a   minimum of 10 items)
  • Communication
  • Coaching
  • Credibility
  • Motivate others
Essential 
selection   criteria 

(list a   minimum of five items)
  • problem-solving

  • supervisory/management


  • teamwork

  • written communication skills

  • leadership



PART 3: Seek feedback from the senior managers 

Before you are able to officially use the policies and documents that you created in Part 1 and 2, you must seek feedback from the senior managers. 


Issue the Feedback Form to four (4) senior managers – use Appendix 2. You must provide all completed feedback forms with your submission. 


Feedback Form   (Senior managers)
InstructionsPlease take the time to address each   feedback item below by ticking the relevant category (i.e. strongly agree,   disagree, agree, strongly disagree).
Name:Supervisor 
Date:06/08/18

Feedback   item Strongly   AgreeAgreeDisagreeStrongly   DisagreeComments
The recruitment policy includes procedures for screening applicants




Good points discussed
The recruitment policy provides information about the advertising   protocol for vacant jobs



Well explained 
The recruitment policy lists all relevant legislation that must be   adhered to



Clear information
The selection policy details clear information about the interview   process 




Well explained
The selection policy guides the decision maker



Well explained 
The selection policy provides clear instruction on making an   employment offer



Have doubt on points
The induction policy contains vital information about the orientation   process 



Well explained
The induction policy provides information about training options 



Well explained
The position description lists the selection criteria,   responsibilities and competencies of the role



Well explained
Other   comments


No comments









Analyse the feedback findings and describe any adjustments that were made to the documents or policies. 

Everything was performed well as per as the feedback form .The seniors   managers acknowledged the feedback  and   the following sections were taken into consideration in order to implement   the process well 


PART 4: Employment contract  

After conducting the face-to-face interviews and reference checks, four candidates are selected for the position. Before you can offer the position to each individual, you must write the employment contact. Your employment contract must contain the following information:

  • Job title

Branch manager 

  • Start date

17th July, 2018

  • Salary per annum 
  • $ 45,000
  • Superannuation %
  • 15 person of base salary 
  • Duties and responsibilities 

To support and train the employees effectively in order to deliver the output for the  organization

Looking after the team based on the zonal branch 

  • Probationary period 
  • No probation period
  • Terms and conditions of employment

Their employees can hold employers legally responsible for acts of discrimination. This is known as vicarious liability and employers should take reasonable precautions to reduce this risk.

Read more about the responsibilities of employers when developing and managing workplace terms and conditions that are non-discriminatory.

Submit the employment contract as evidence with your submission.

PART 5: Offer the position  

You receive a directive from senior management that all successful job applicants must be offered the position in writing. 

As a result of this, you must compose a letter of offer for the branch manager position. 

Use Appendix 3 to compose the letter and submit this as evidence.

Date: 12/08/18

Participant name:  Aman  kumar

Address: 5 sander court Bentley


Dear  jigesh kumar,

 This is to inform you that you are selected for our Company for the organization as branch manager and this department is very much responsible for managing the resources and supporting the staffs based on the preferred branch and to look after the entire Zone . You who are manly related to employees in order to understand the values of the labour relations will conduct it and you have to garner their attention as it was being mentioned to you previously. 


Use some of the details from the employment contract.

The contract is between an "employee" and an "employer". It has arisen out of the old master-servant law, used before the 20th century. Nevertheless, generally, the contract of employment denotes a relationship of economic dependence and social subordination

  • Terms of Employment
  • Employee Responsibilities
  • Employee Benefits
  • Employment Absence
  • Dispute Resolution
  • Nondisclosure Agreements
  • Ownership Agreements
  • Assignment Clauses
  • Employment Opportunity Limitations
  • Grounds for Termination

Regards,

[Aman kumar]

Project 2

Please read the following information carefully   before commencing this project. You must select either OPTION A or OPTION B   by ticking the relevant box – see details below. Once you have made a   decision please proceed to the Assessment Instruction section. 


Insert a cross next to your choice

OPTION A
You are to video record your delivery   session and send this in for marking by a First Choice Training   trainer/assessor.  You must have access   to four (4) participants who will need to partake in the practical component   of this project. 

The time duration for the video session is   approximately 20 minutes. The video evidence is subject to the conditions   outlined in Table 1.


Your delivery session   will be assessed according to the Observation Checklist (Internal).


If you select OPTION A, you must not   complete OPTION B.  

OPTION B
If you are currently working, you may find   it more beneficial to complete the Third Party Report which is the alternative option to video recording your   delivery session as stated in PART 2 of the Assessment Instructions. This   option is subject to the conditions outlined in Table 2.

Your delivery session   will be assessed according to the Third Party Report.

Please note that you are   still required to follow the assessment instructions and complete the other   remaining parts of this project. 

If you select OPTION B, you must not   complete OPTION A.  


Table 1: Conditions for Acceptable Evidence vs. Unacceptable Evidence (linked to OPTION A) 

Acceptable EvidenceUnacceptable Evidence
Video footage must clearly show you (the   student) and all the participants for the entirety of the session.

Use a video camera or laptop webcam to   record the session/s.

Only shows you with possible students   behind the scenes.

Video that scans the participants at the   start but then is solely focusses on you (the student) for the remainder of   the session.
The audio levels must be clear throughout   the video recording.  Very low or inaudible voices of you (the   student) and the participants.
Note: the video   file needs to be in a common format to be viewed in Windows Media Player. You   may use ‘Dropbox’ to send us your video file or the video file can be saved   to a USB or CD and posted to First Choice Training. 


Table 2: Conditions for Acceptable Evidence vs. Unacceptable Evidence (linked to OPTION B) 

Acceptable EvidenceUnacceptable Evidence
A completed Third Party Report with   detailed comments, signatures, dates and clarity on how checklist items were   addressed throughout the session/s.An incomplete Third Party Report without   comments, only ticked, lacking signatures or dates and clarity. 
Statements by the observer that clearly   identifies a ‘hands on’ approach with comments about the type of activities   and interactions carried out during the orientation to encourage skill based   learning as well as knowledge.
That shows ticks and does not clarify how   items were addressed within the training session/s. 

That shows no evidence of skill based   knowledge.
Note: The   observer cannot be a student in the session at the time they are acting as the   observer. The observer must sit back and complete the Third Party Report as   they are observing the orientation.
The Third Party Report cannot be completed   by an individual that was not attending the session on the day as the   observer.
Note: The   observer must be able to produce a JP certified copy of their business   certificate which must be at a Diploma level or higher. You must submit this   document with your assessment submission. 


Assessment Instructions

PART 1: Induction Checklist 

Based on Project 1, you are required to induct the four new branch managers. Use Appendix 4 to compose an induction checklist (that contains at least 10 items). Submit the blank induction checklist as evidence.

Induction Checklist
Employee   name: 
Induction   date: 
Item Checklist itemYES / NO
1The structure Yes
2The type of work no
3 Introducing the key people and their roles yes
4Explaining the conditions   of the employment no
5Explaining the pay yes
6Explaining the securityyes
7Showing the work environment   yes
8Explaining the process of   training yes
9Explaining the work   health and safety  administration yes
10Showing the health and   safety environmentyes







PART 2: Orientation 

Use the Induction Checklist and cover each item with the four branch managers. The induction process will take approximately 20 minutes to cover. You must submit as evidence, the four completed induction checklist for the branch managers. 

Please refer back to the option that you selected at the beginning of this Project (i.e. OPTION A or OPTION B) and proceed to read the relevant information below (i.e. OPTION A or OPTION B). 

If you   selected OPTION A;
  • You are to   video record your delivery session and send this in for marking by a First   Choice Training trainer/assessor.  
  • You must   have access to four participants who will need to partake in the practical   component of this project. 
  • The time   duration for the video session must be approximately 20 minutes in total.
  • Your delivery session will be assessed according to Appendix   8 - Observation Checklist (Internal)

Evidence to be   submittedincludes;
  • Video   recording of the session 
  • Any other   resources used 
If you   selected OPTION B;
  1. Your   observer must complete the Third Party Report – see appendix 7.
  2. There is a set of important instructions and conditions   in Appendix 7. Please   ensure you and the observer satisfies all of the requirements listed. 


IMPORTANT NOTE: Your observer is not your assessor! The   observer is simply reporting what they hear and see in your session. The information   provided in the Third Party Report will be used by a First Choice Training   trainer/assessor to make a professional judgement about your competency   level. 

Evidence   to be submitted for PART 3 includes;
  • One   (1)Third Party Report 
  • One (1)   Third Party Declaration and Witness Declaration 
  • Certified   copy of the observer’s business qualification that is at a Diploma level or   higher –this must be witnessed and signed by a Justice of the Peace (JP).

PART 3: Gather feedback 

Obtain feedback from the four branch managers on the induction process. Issue the Feedback Form to four (4) branch managers – use Appendix 5. 


Feedback   Form (Induction Process)
Instructions

Please take the time to address each   feedback item below by ticking the relevant category (i.e. strongly agree,   disagree, agree, strongly disagree).
Name:Aman Kumar 
Date:July, 17

Feedback   item Strongly   AgreeAgreeDisagreeStrongly   DisagreeComments
I received a copy of the induction   checklist 
yes


I understood all items that were covered   orientation
Yes 


I was provided with company policies and   procedures  Yes 



I was provided with equipment manuals  Yes 



The induction process did not cover enough content Yes 



Every person had an opportunity to ask   questions 
Yes 


All of my questions were addressed on the   dayYes 



I received all relevant paperwork 
Yes 


Other   comments 








You must provide all four completed feedback forms with your submission. 


PART 4: Adjustments to the induction process

Some verbal feedback that you received from the branch managers about the induction process included:

  • Information about the security codes and system

An induction programme helps newly appointed employees to integrate into the organization work processes with minimum difficulty, by acquainting them with the details and requirements of teaching and learning activities (Grobler, Warnich, Carrell, Elbert and Hartfield, 2002:206). It also serves as a support system for those lecturers who have worked in the school for a longer period.

  • More information could have been provided about the insurance products 

Through time, people and companies have found themselves in constant change. The phenomenon of constant change is not new and can be seen by looking at the historical evolution of humankind and civilization. Man has evolved from being gatherer and hunter to today’s consumer of a broad range of services and products. Organizations find themselves trying to attain competitive advantage to secure their market share. Due to this competition, the market environment is changing faster than ever before. This change is strongly related to the globalization process, tremendous development in technology, shifting demographics, and restructuring of capital markets.

  • More information about training and professional development options 

Encouraging your employees to train in relevant subjects and applications — an advanced course in a software program they use daily, for example — can have an immediate effect on productivity. Professional development can also help raise overall staff expertise when employees with vastly different backgrounds and levels of experience are encouraged to share information.

When staff members can do their jobs more effectively, they become more confident. This leads to greater job satisfaction and improved employee retention. There is a range of low-cost professional development training options to choose from, including mentorships, job shadowing and cross training.


Based on this information, discuss the adjustments that will be made prior to the next induction session that you carry out.

The induction checklist is a way of ensuring that information is   imparted to new employees when they are likely to be most receptive. It   avoids overloading employees with information during the first weeks while   ensuring that all areas are covered. Managers should ensure that these   matters have been properly understood while the checklist is being completed,   perhaps in the form of a weekly chat with the new entrant. Starred items must   be completed on the employee’s first day. All other items must be completed   within the first month of employment. Arrangements should also be made for   the employee to visit any relevant departments with which they have regular   contact in the course of their duties. At the end of the process, the   induction checklist should be signed by the relevant parties and passed to   the Staff Development Section for recording on the human resources   information system, and for retention in accordance with the provisions of   the Data Protection Act. By ensuring this form is signed and returned the   line manager is clearly, 6 demonstrating that a local induction has taken   place. It is a manager’s responsibility to ensure that a proper local   induction has taken place and without the completed form, being returned to   Staff Development Section the manager has not demonstrated that an adequate   induction has occurred. New employees are required to complete the moving and   handling induction checklist and moving and handling training needs form to   identify if they are competent and safe to carry out the moving and handling   duties required for their role. Any skill or knowledge deficits identified   will be addressed by either attending moving and handling training or undergoing   moving and handling competency assessment. All new employees will be   competency assessed regarding moving and handling.


Project 3

Assessment Instructions

Based on Project 1, the branch managers are nearing the end of their probationary employment period and you must determine if their employment will be continued or terminated. Three of the branch managers have been exceeding their monthly targets, keeping costs low and have acquired a high volume of new clients. There is one branch manager who has received several complaints from customers and staff. Senior management has advised that you must terminate this individual’s employment. 

Branch manager – poor performance areas:

  • arriving 20 minutes late to work 
  • taking 2 hour lunch breaks
  • greeting the occasional customer
  • denying staff the opportunity to undertake professional development 
  • using the petty cash to purchase coffee each day
  • using the company car for personal use 


PART 1: Employment termination 

You must compose the letter of termination for this branch manager. Use Appendix 6 to compose the letter and submit this as evidence.

Date: [17.07.18 ]

Participant name:  [Jigesh Kumar  ]

Address: [5 sander court Bentley]

Dear Jigesh kumar ,

The purpose of the letter is to inform you that you are terminatedform the organization because of the poor performance .Your performance is hampering the growth of the organization The reasons is listed below

  1. Incompetence, including lack of productivity or poor quality of      work
  2. Insubordination and related issues such as dishonesty or breaking      company rules
  3. Attendance issues, such as frequent absences or chronic tardiness

 4.arriving 20 minutes late to work 

5. taking 2 hour lunch breaks

6. greeting the occasional customer

7. denying staff the opportunity to undertake professional development 

8. using the petty cash to purchase coffee each day

9. using the company car for personal use 


Regards,

[Aman Kumar ]



PART 2: Research and list three (3) companies that might be able to provide you with advice about terminating an employee. 


Lendlease
Give   the employee the   opportunity to improve (or leave) first

KPMG   Australia 
Get   everything in order beforehand

Common wealth   bank 
Protect your   business




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