BSBHRM506 Manage recruitment selection and induction processes-2
Q1. List and describe three (3) methods for recruiting and selecting new employees.
Prepare to Recruit
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.
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.
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.
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 regime||The 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|
|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.
|Psychological test||Personality tests||It helps for self assessment of an individual|
|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.
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
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.
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.
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 name||Recruitment website|
The ONE Group | Recruitment
Agency Central Ltd.
Four Seasons Recruitment Ltd
The Recruitment & Employment Confederation
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.
| 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
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).
- 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.|
- 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.|
- 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|
- 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
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:
- Interview process
- Equality, Diversity and Inclusion
- Short list
- Post-interview (decision making)
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.
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.
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
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.
|Job title:||Supervisor||Reporting to:||Manager of building|
|Salary per annum:||$54000||Superannuation:||$4500|
(list a minimum of five areas)
(list a minimum of 10 items)
(list a minimum of five items)
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)
|Instructions||Please take the time to address each feedback item below by ticking the relevant category (i.e. strongly agree, disagree, agree, strongly disagree).|
|Feedback item||Strongly Agree||Agree||Disagree||Strongly Disagree||Comments|
|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|
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
- 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.
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
|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|
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.
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 Evidence||Unacceptable 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 Evidence||Unacceptable 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.|
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.
|Employee name:||Induction date:|
|Item||Checklist item||YES / NO|
|2||The type of work||no|
|3||Introducing the key people and their roles||yes|
|4||Explaining the conditions of the employment||no|
|5||Explaining the pay||yes|
|6||Explaining the security||yes|
|7||Showing the work environment||yes|
|8||Explaining the process of training||yes|
|9||Explaining the work health and safety administration||yes|
|10||Showing the health and safety environment||yes|
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;
Evidence to be submittedincludes;
If you selected OPTION B;
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;
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)
|Please take the time to address each feedback item below by ticking the relevant category (i.e. strongly agree, disagree, agree, strongly disagree).|
|Feedback item||Strongly Agree||Agree||Disagree||Strongly Disagree||Comments|
|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 day||Yes|
|I received all relevant paperwork||Yes|
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.|
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
- Incompetence, including lack of productivity or poor quality of work
- Insubordination and related issues such as dishonesty or breaking company rules
- 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
[Aman Kumar ]
PART 2: Research and list three (3) companies that might be able to provide you with advice about terminating an employee.
Give the employee the opportunity to improve (or leave) first
Get everything in order beforehand
Common wealth bank
Protect your business