BSBHRM402A: Recruit, select and induct staff

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BSBHRM402A Recruit, select and induct staff
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Learning Outcomes

• After completing this unit successfully, the
  students will
• Attain Skills and knowledge required to execute
  tasks associated with recruitment in any
  organisation.
• Understand overall recruitment process
• Identify and evaluate job description for a
  recruitment
• Be able to manage the recruitment process

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BSBHRM402A Recruit, select and induct staff

• Section1-Determine job descriptions
• Section2-Plan for selection
• Section3-Assess and select applicants
• Section4-Appoint and induct successful candidate

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Recruitment process
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Human Resource Cycle
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Determine job descriptions
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Job description

• A job description is a written statement
  explaining-
• Why a job exists
• What the job holder actually does
• How the job holder does it
• What conditions job is performed

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Job description

• Elements of a job description
• job identification
• job summary
• duties and responsibilities
• relationships
• know-how
• accountability
• performance standards
• Special circumstances

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Why do we need Job Description?

• Communication
• Employees know what is expected in job
• Defines accountability
• Organizational Efficiency
• Helps eliminate duplication of responsibilities
• Identifies hiring criteria

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Use Job Description.

• As main source of information
• To define minimum requirements of a job
• To focus on essential functions and specific
  knowledge, experience skills needed to perform
  the job

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Uses of the Job Description

• Recruiting
• Selection
• Orientation
• Training
• Employee evaluations
• Promotions and transfers

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• Job Description Format

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Job Title      
Position Summary What is the reason for this job? What must it achieve? How does it contribute to the success of the library? Remember This position description is not intended to be all-inclusive. The Library Board reserves the right to revise or change position duties as the need arises and reserves the right to change descriptions, duties, or working schedules where appropriate and reasonable, especially to accommodate disabilities. This description does not constitute a written or implied contract of employment.
Position Requirements What EDUCATION, EXPERIENCE, PREFERRED SKILLS, and PHYSICAL ABILITIES are needed to qualify for this position?
Reports to (SUPERVISION AND DIRECTION) To whom is this person accountable? Should be only one individual (or, in the case of the Director, the Library Board).
Supervises What individuals does this person supervise?
Working relationships Whom else does this person work with? What working relationships are necessary with other county/city departments, regional and state agencies?
Key result areas This job description is based on outcomes rather than inputs. This gives the jobholder greater freedom and greater accountability. Key result areas should be related to the job objective and transferred into the appraisal form. All employees should have a key result area related to their personal and professional development.
Essential Duties (KEY TASKS) Avoid the temptation to include too-detailed a list of tasks. Only include those that are specifically required to be done e.g. submitting monthly reports, completing staff appraisals. These will mainly be tasks that are required for other people to be effective. Remember Follows legal, professional, and ethical practices when making decisions and carrying out responsibilities.
Core skills Many of these will be standard professional skills or generic competences. Focus on those that are specific to this position, and are essential for its success and that differentiate it from other jobs.
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Job Descriptions often include the knowledge,
skills and abilities (sometimes called KSA's)
that are identified for a particular job.
Knowledge is information applied directly to
the performance of a function.  For example,
managing is a knowledge.
Skills are tasks that are learned.  In the job
ad, it mentions having sales skills.  Other
examples might be operating a computer, writing
effectively or your typing efficiency.
Abilities are the performance of behaviors that
you can see.  In the job ad, customer service is
an ability because your service performance can
be seen.
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Legal obligations in developing job description

• Provision of a safe working place as per the
  Occupational Health and Safety Act
• The need to have a policy dealing with
  discrimination and harassment in the workplace 
  and
• Payment of minimum wages and provision of
  conditions.

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Legal obligations in developing job description

• Industrial awards set out legally enforceable
  terms and conditions of employment
• Enterprise agreements, which are specific to a
  particular enterprise or project, also set out
  minimum conditions of employment.
• The Industrial Relations Act 1996

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Activity

• In small groups analyze the job of full time or
  part time working student and design a job
  description.

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Occupational Health and Safety requirement for
job description
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The OHS Regulation 2001

• Areas covered by the new regulation are
• Identification of all workplace hazards
• Implementation of measures to control risks
• Provision of training, instruction and
  supervision
• Workplace consultation between employers and
  employees
• Control of high risk hazards including plant,
  hazardous substances and hazardous processes
• Certification of operators of equipment
• Licensing of businesses
• Notification notices to WorkCover NSW

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Objects of the Occupational Health and Safety Act
2000 are to

• secure and promote the health, safety and welfare
  of people at work
• protect people against workplace health and
  safety risks
• provide for consultation and cooperation between
  employers and workers in achieving the objects of
  the Act
• ensure that risks are identified, assessed and
  eliminated or controlled,
• provide a legislative framework that allows for
  progressively higher standards of occupational
  health and safety to take account of new
  technologies and work practices
• protect people against risks arising from the use
  of plant (ie. machinery, equipment or
  appliances).

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Development of Legislation for developing job
description
Workers Compensation Acts Occupational Health and Safety Acts
Workers Compensation Act 1926 Construction Safety Act 1912
Workers Compensation Act 1987 Factories, Shops and Industries Act 1962
Workplace Injury Management and Workers Compensation Act 1998 Dangerous Goods Act 1975
Workers Compensation Legislation Amendment Act 2001 Occupational Health and Safety Act 1983
Occupational Health and Safety Act 2000
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Obtaining approval to advertise a position

• Required to get the necessary approval from the
  authority.
• Request To Hire Form, accompanied by an updated
  position description, is routed through the
  appropriate approval channels (Department head
  and sent to Human Resources).

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The requirements and specifications contained in
the job posting or advertisement include

• Collective agreements and Terms of Conditions of
  employment
• Non-Union Employees Policy
• Affirmative Action/Equal Employment Opportunity
  (EEO) Policy
• Bona fide job requirements, and
• Experience in a related or similar job

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Section 2 Plan for Selection
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Recruitment Process Definition

• Recruitment is the premier major steps in the
  selection process in the organizations. It has
  been explained as an activity directed to obtain
  appropriate human resources whose qualifications
  and skills match functions of the relevant posts
  in the Organization.

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Recruitment Goals

• To communicate the position in such a way that
  job seekers respond.
• To provide enough information about the job that
  unqualified applicants can select themselves out
  of the job candidacy.

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Recruitment Sources

• The Internal Sources
• The External Sources

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Internal Sources

• Employees Referrals/Recommendations

A recommendation from a current employee
regarding a job applicant.
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Why prefer internal sources

• It builds good public relations.
• It builds morale.
• It encourages good individuals who are ambitious.
• It is less costly.
• Those chosen internally already know the
  organization.
• It improves the probability of a good selection,
  since information on the individuals performance
  is readily available.

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The external sources

• Advertising
• Employment Agencies
• School, Colleges and Universities
• Professional Organizations
• Unsolicited Applicants

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Recruitment Alternatives

• Temporary Help Services
• Employee Leasing
• Independent Contractors

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Designing a job advertisement
The best techniques for writing effective job
advertisements are the same as for other forms of
advertising. The job is the product the
readers of the job advert are your potential
customers. The aim of the job advert is to
attract interest, communicate quickly and clearly
the essential (appealing and relevant) points,
and to provide a clear response process and
mechanism. Design should concentrate on clarity
or text, layout, and on conveying a professional
image. Branding should be present but not
overbearing, and must not dominate the job advert
itself.
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Designing a job advertisement
Job adverts and recruitment processes should
follow the classical AIDA selling format
Attention, Interest, Desire, Action.
This means that good job advertisements must
first Attract attention (from appropriate
job-seekers) Attract relevant interest (by
establishing relevance in the minds of the ideal
candidates) Create desire (to pursue what
looks like a great opportunity), Should provide
a clear instruction for the next action or
response
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Job advertisement no-nos

• Over-designed graphics (distracts and slows
  reading)
• Extravagantly presented layouts and words
  (distracts and slows reading)
• Difficult to read quickly or at all for any
  reason
• Font (type-style) too small or too large
• Capital-letters (upper-case)
• Lots of words in italics - they are a lot more
  difficult to read quickly
• Strange-looking or fancy fonts
• Printed in daft colors or tints against a
  colored, patterned or picture background

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Job adverts no-nos

• Color obscure headlines
• Too much technical detail about the job or the
  company
• Too many words - they are a real turn-off - keep
  it simple
• Uninspiring, boring descriptions of roles and
  ideal candidates
• Too much emphasis on the job and not enough on
  the person
• Adverts in reverse (mirror) or upside-down (not
  permitted anyway by most media)
• Weird advert box shapes, for example wide and
  flat or tall and thin
• Huge half-page or whole-page or double-page
  spreads - a waste of money

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Activity

• Look through advertised vacancies in a newspaper
  or on a website
• Analyze the job advertisements
• Share your finding in Class

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Recruitment and Selection

• Recruitment
• Attracting qualified applicants for open
  positions
• Sources of applicants
• Application form
• Selection
• Employee interviews
• Reference checks
• Selection tests

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The Job-interview Question
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Job interviews focus on 

• What candidate know about applicants work
  experience, education, training, goals,
  character, personal qualities, the job that
  applicant is seeking, the company that interview
  is for, and the knowledge required to perform the
  job .

• Identify a problem or issue - given a situation,
  find the problem or issue.  The question may
  focus on a situation that you've handled in the
  past or how you would handle a hypothetical
  situation.

• Identify a solution - given the problem or issue,
  how do you proceed?  The question may focus on a
  problem or issue that you've handled in the past
  or how you would proceed in a hypothetical
  situation.

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Job interviews focus on 
The essential criteria. Candidate must
demonstrate how they meet each of the essential
requirements or their application will be
automatically be rejected. A common error is that
applicants often simply state they have the
skills or describe what the skill is the panel
need to know what experience YOU have had so
describe where, when and how you gained this
experience. The more concrete evidence you
provide the better. The desirable criteria.
Again, Candidate should demonstrate (not simply
imply) their ability or experience in any or all
of these areas as this will improve their
application and may be used by the panel to make
a final selection between equal candidates.
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Establishing Selection Panel The panel should
include a diverse range of views with each member
of the selection panel contributing independently
to the determination of candidates relative
suitability for the post.
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The hiring manager will determine the composition
of the selection panel, aiming for gender balance
and including Hiring manager or nominee (chair
of panel) A peer representative A person with
relevant expertise or client, external to the
area or the organization.
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Preparing for an Conducting an Interview

• The following eight areas should be reviewed
  prior to an interview
• Thorough review of the job description.
• Formulate a job announcement/advertisement based
  on the job description.
• What skills will the employee need right away?
• What skills can the employee learn on the job?
• What personal biases should I guard against?
• What questions shall I ask?
• What topics do I want to discuss? In what order?
• How long will the interview take?

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BEHAVIORAL INTERVIEWS
Behavioral questions reveal details about your
character and how you handle specific events and
situations to the interviewer.
How do you resolve conflict?
Are you a team player?
Can you work alone?
How do you handle stress?
Example questions might be
Tell me about a time when you had to make a
decision without all of the information you
required.
Have you ever failed at something important, and
how did you handle that?
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INFORMATION INTERVIEWS
Information interviews reveal details about your
career objectives, your experience, work
preferences and other factors.
Example questions might be
What do you find as the most challenging aspect
of a job?
What kinds of basic and advanced skills do you
have that would enable you to perform this job?
What education and training background do you
have?
Where do you see yourself five years from now?
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Interview questions may be straightforward or
they can also address a combination of different
issues.
An example could be
Can you tell us about a time at your current job
where you had a conflict with a co-worker or
supervisor.  And, how did you handle the issue
and what actions did you take?" 
Your goal is to provide an honest answer that not
only answers the question, but ALSO reinforces
your skills and qualifications for the position.
The key is to be able to act confidently, think
clearly during your interview and adjust your
answers to completely answer all questions. You
should cover all main points of each question and
try to allow your answers to come across
sincerely and in a relaxed manner. 
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Types of Interviews (summary )

• Depth Interview
• Subject oriented
• Stress Interview
• Put stress on candidate
• Group Interview
• To study the group behaviour
• Panel Interview
• A panel interviews a person

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Recognizing Inappropriate Interview Questions
State and Federal laws govern the interview
process and the use of inappropriate questions by
employers. Interviews should be based on
"job-related" criteria with all questions based
on those criteria.
Here are some examples of inappropriate topics
Age, Gender or Race  What is your
age/gender/race?
Name/Title  Is that Ms. or Mrs.?
Marital Status  Are you married or divorced?
Childcare  Have you made childcare arrangements?
Ethnic origin of last name  Is your last name
Japanese?
Language  Does your household speak English?
Conditions of work  Does your family approve of
you traveling?
National origin  Are you Chinese or Russian?
Religion Are you familiar with the Catholic
Church?
Relatives  Is your husband employed?
Sexual preference  How do you feel about gay
people?
Residence  Can you handle the long commute?
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Remember! How the Candidate should answer the
interview questions

• Shouldn't use limiting or negative words.

• Shouldn't use too much body language or move
  around.

• Should Use appropriate wording. No slang or hard
  to
• understand phrasing.

• Should Use action words to describe your
  experience. 

• Answer should Be clear, logical and to the
  point. 

• Should Use short sentences.

• Candidate should Relax and stay calm.

• Candidate should SMILE!

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The Interview

• Greet the applicant. Start the interview
  promptly. Open with a warm, genuine greeting and
  firm handshake. Offer the applicant something to
  drink.
• Outline the interview. Give the applicant an
  overview of the process, length of the interview
  and what to expect after the interview.
• Give the applicant a realistic job preview.
  Research suggest that realistic job previews
  increase employee retention because the applicant
  gets honest information at the beginning of the
  process.
• Present the applicant with a copy of the job
  description, physical requirements of the job and
  a list of the responsibilities of the position.

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Short Listing Applicants
Short listing is a process of determining which
applicants, based on their applications, have the
strongest claim to the advertised job and who
should be selected for further consideration.
The process The information in each application
is compared with the requirements of the position
description, especially the selection criteria,
and your suitability in terms of the criteria is
noted and compared with other applicants. The
most suitable applicants, as determined by the
panel, are then detailed on a shortlist. The
short listed applicants are then contacted for
further assessment.
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Quality Candidates
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Defining Todays Jobs

• OLD
• Knowledge, skills, abilities
• Jobs defined as bundles of tasks
• Employees perform strictly definable tasks

• New
• Competencies
• Jobs defined by competencies
• Jobs are flexible

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Qualification Standards

• Old
• Time Served
• Occupation-specific
• Minimal Requirements
• Limited assessment options
• Limited career mobility

• New
• Whole person competency-based approach
• Optimal Profile
• More assessment options
• Encourages career mobility

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Personal Profile

• Drive A desire to get things done.
  Goal-Oriented.
• Motivation Enthusiasm and willingness to ask
  questions. Does extra on every job.
• Communication skills The ability to talk and
  write effectively to people at all levels.
• Chemistry Gets along with others, A team player.
• Energy Someone who goes the extra mile, pays
  attention to detail, looks for solutions.
• Determination Does not quit when a problem gets
  tough.
• Confidence Not arrogant. Poise. Friendly, honest
  and open to employees high and low. Not
  intimidated by management, nor overly familiar.

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Professional

• Reliability Following up, not relying on anyone
  else to ensure the job is well done, keeps
  management informed.
• Honesty/Integrity Taking responsibility for own
  actions, Good and bad.
• Pride Pays attention to details all jobs done to
  best of their ability.
• Dedication Whatever it takes in time and effort
  to see a project through to completion.
• Analytical Skills Weighing the pros and cons.
  Weighing the short-and long term benefits against
  all possible negatives.
• Listening Skills Listening and understanding, as
  opposed to waiting your turn to speak.

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Activity

• Form a group of two
• One student should assume the position of manager
  of a super market another an job applicant for
  customer service position .
• Simulate an interview

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True or False?

• A wonderful manager can be a poor interviewer?

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Section 3- Assess and select applicants
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Substantive Assessment Methods

1. Personality Tests
2. Ability Tests
3. Job Knowledge Tests
4. Performance Tests
5. Work Samples
6. Interest, Values and Preference Inventories
7. Structured Interviews
8. Team and Clinical Assessments

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Performance Tests and Work Samples

• Definition -- Assess actual performance rather
  than underlying capacity or disposition
• Types of tests
• Performance test vs. work sample
• Motor vs verbal work samples
• High- vs. low-fidelity tests
• Computer interaction performance testsvs.
  paper-and-pencil tests
• Situational judgment tests

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Work Sample Tests

• Psychomotor (hand-eye coordination )
• Job Knowledge
• Simulations (in-basket similar methods )
• Group decision making/discussion
• Advantageshigh face validity, less biased,
  realistic, good job criteria related validity
• Disadvantageslimited to particular job, time
  /resources cost, expertise in development

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Job Knowledge Tests

• Definition -- Directly assess an applicants
  comprehension of job requirements
• Two types
• Assess knowledge of duties involved in a
  particular job
• Focus on level of experience with, and knowledge
  about, critical job tasks and tools necessary to
  perform a job
• Evaluation
• True validity Higher validities for complex
  jobs
• Job knowledge measures add little to prediction
  of job performance beyond that provided by
  cognitive ability tests

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The HR Triad Roles and Responsibilitiesfor
Selection

• Line Managers
• Identify staffing needs
• Help HR define performance criteria
• Help HR develop selection tools
• Coordinate process with applicants and HR
• Administer some selection tests
• Comply with laws
• Provide accurate reference info
• Support ADA

• HR Professionals
• Develop/choose reliable and valid selection tests
• Coordinate selection process
• Select and evaluate vendors of selection services
• Arrange interviews
• Train others involved in selection
• Keep records and monitor outcomes for legal
  compliance

• Employees
• Apply for transfers, promotions
• Identify criteria for evaluating performance
• Interview/select new group members
• Attend training in selection processes
• Self-select into jobs that are good fit
• Inform managers of disabilities requiring
  accommodation

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Selection within an Integrated HRM System
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Selection process simplified

• Preliminary Interview
• Application form
• Second Interview
• Testing
• Work history
• References
• Physical examination
• Recommendations
• Interview with Supervisor
• Employment

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Designing the Selection Process

• There may be several means that can be used to
  assess each predictor.
• For example, communication skills can be assessed
  by
• Supplemental application
• Panel Interview
• Manager Interview
• Reference Check

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Techniques for Assessing Applicants
Personal History Assessments
Reference and Background Checks
Medical Tests
Assessment Techniques
Written Tests
Interviews
Work Simulations
Assessment Centers
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Contingent Assessment Methods

• Contingent methods not always used
• Depends on nature of job and legal mandates
• Examples
• Valid license
• Security clearance check
• Drug tests
• Medical exams

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Final Decision

• Must reflect the type and level of the job.
• Fit within the budget and skills of selectors.
• Fit into the timeframe outlined for the process.
• REMEMBER
• NO SELECTION TECHNIQUE IS A PERFECT PREDICTOR!!!

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Reference checks and background verification

• Reference Verification
• Verify that information on applications and
  resumes is accurate.
• Negligent hiring employers have a legal duty to
  not hire unfit persons.
• Employers can hire outside investigators or
  personally contact prior employers.
• Not an infringement on privacy if job-related.
• May be difficult to obtain information because
  previous employers fear defamation lawsuits.

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Appoint and inductsuccessful candidate
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Induction and Orientation

• Introduces an employee to a job
• To make employee feel proud of his association
  with the company

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Induction

• Induction is a three step process
• General orientation by the staff
• Specific orientation by job supervisor
• Follow-up orientation by either the personal
  department or the supervisor

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Induction Program

• Should cover the company its history and
  products, process of production major
  operations
• Significance of job
• Structure of organisation various functions
• Employees department and its job

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Induction Program

• Personnel policy and sources of information
• Company policies, practices, objectives,
  regulations
• Term and conditions of services, amenities
  welfare facilities
• Rules and regulations about hours of work, safety
  and accident prevention

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Induction Program and policy

• The induction program needs to comply company
  policy.
• Grievances procedures and discipline handling
• Social benefits recreation services
• The successful candidate(s) needs to informed
  about the opportunities, promotions, transfer,
  suggestion schemes job satisfaction.

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Warp-Up

• Recruitment, as a human resource management
  function, is one of the activities that impact
  most critically on the performance of an
  organisation.
• Recruitment is described as the set of
  activities and processes used to legally obtain a
  sufficient number of qualified people at the
  right place and time so that the people and the
  organisation can select each other in their own
  best short and long term interests