Manage Recruitment Selection and Induction Processes BSBHRM 506

Manage Recruitment, Selection and Induction Processes BSBHRM 506 A

Introduction This manual comes in three sections: • Develop recruitment, selection and induction processes • Recruitment and selection of staff • Manage induction of staff

‘A business is only as good as the people it employs’

Develop recruitment, selection and induction processes Part 1

Human resources planning • A human resource plan is an operational plan that establishes a staffing profile to ensure the organization’s workforce is managed within the projected budget • Senior human resource management in consultation with senior management generally drives this plan and departmental managers, with input from human resources team members

State and federal legislation Organizations must adhere to the following: • Workplace Relations Act • Racial Discrimination Act • Disability Discrimination Act • Sex Discrimination Act • Human Rights and Equal Opportunity Commission Act

Ignorance of the law is no excuse • Ignorance of any of the provisions in the legislation is no excuse if an applicant for a position makes a claim of discrimination against an organization • It is therefore essential that people involved in staffing are conversant with all aspects of the relevant legislation

Ignorance of the law is no excuse Information on staffing guidelines and policies can be found through: • Occupational health and safety legislation • Human resources manuals • Workplace forms and procedures • Mission and goals statements

The basic employment process • Recruitment ▫ Decide on the job requirements ▫ Decide on the person specification (type of a person you need) ▫ Plan the selection procedure ▫ Publicize the vacancy and organize enquiries (how to attract them) • Selection – process of choosing the most suitable for the job • Induction – introduction of a new employee to the work place and ensuring there is a clear understanding of what is expected on both sides

Recruitment • Recruitment: process of sourcing/advertising, screening (assessing suitability – skills, knowledge), and selecting people for a job or vacancy within an organization

Importance of recruitment • Critical part of the staffing process • Having the right person in the right place at the right time and how can we achieve this • The effectiveness of the organization relies upon the quality of the staff it employs

Recruitment Human Resources Manager (or person carrying out these responsibilities) needs to be aware of: • The goals of the company • What needs to be done to ensure the company has enough suitably skilled employees to achieve these goals

Positive staffing cycle Careful planning for staff requirement Good selection decisions Effective induction and training Good service High morale Customer satisfaction Business success

Advantages of effective recruitment • PPP => People + Product = Profit • People = Human capital of the company ▫ Assets that can deliver competitive advantage every business is seeking to achieve • • Reduced costs related to high staff turnover Ability to anticipate staff shortage or surplus Maintaining staff morale Avoiding crisis recruitment

Advantages of effective recruitment • • Equal opportunity strategies Increased customer satisfaction Increased level of repeat business Less mistakes, errors, defects Lower levels of breakages and wastage Lower level of accidents or near misses Improved communication and team work Increased level of productivity

Steps of effective recruitment 1. Collect, analyse and forecast future staffing needs 2. Determine HR management objectives 3. Carry out HR activities 4. Evaluate the result

Collect, analyse and forecast future staffing needs Collect data • The present supply of staff = number, skills, knowledge, attitudes, potential • The career plans and ambitions of individual employees • The current performance of the business

Collect, analyse and forecast future staffing needs Analyse data • Cost analysis to determine profitability ▫ If poor profitability, the causes of the problem need to be investigated • Training need analysis • Problem solving process to determine causes of poor performance

Collect, analyse and forecast future staffing needs Forecast future staffing needs • Current position of the business - doing better or worse than the last year • Organizational goals – expand, restructure or change • Historical data – demand on staff at the same time last year • Advanced bookings coming up • Patterns of staff turnover

Determine HR management objectives • • Recruit more staff Reduce staff numbers Relocate staff from one area to another Train/retrain or motivate staff

Determine HR management objectives • A crucial role of a supervisor or HR is to ensure that enough staff are on duty to cope with the level of business anticipated • At the same time, labour cost must be minimised, as it is one of the largest expenditures incurred in running a business • From this we can see one of the most difficult situations faced by today’s supervisor is to ensure adequate staffing at the lowest possible cost

Carry out HR activities Staffing: selection and placement • How does a company attract, select and place people? • How long do they stay with the organization? If too many recruits stay less than 3 years on average, this is a poor return on investment in recruitment, selection, induction and training.

Carry out HR activities Staffing: selection and placement • Attracting, selecting, recruiting staff – full-time or casual staff; – what people to hire – highskilled, a full-time staff committed to career development or relatively unskilled casual staff to earn extra money ▫ Full-time = generally more efficient, provide better service => earning higher revenue for the business ▫ Casual = more flexible, lower labour costs, but untrained and lack of commitment

Carry out HR activities Staffing: selection and placement • Working conditions = Awards and Agreement – new employees should be told about pay rates, minimum hours, meal breaks, other conditions of employment – outlined in these documents • Handling redundancies, terminations, retirements • Relocating staff

Carry out HR activities Other staffing functions • Attracting people with the skills we need • Aligning their goals and values with the organization’s • Providing support • Remunerating them • Retaining them

Carry out HR activities • Training and development ▫ Inducting newcomers to the company ▫ Training and developing existing staff - considerable training investment for full-time staff • Miscellaneous ▫ Producing an employee newsletter

Carry out HR activities • Remuneration ▫ Pay arrangements ▫ Performance-based remuneration ▫ Incentive schemes, programs ▫ Compensation and benefits

Carry out HR activities • Policy formulation ▫ Conditions of employment ▫ Pay scales and methods ▫ Retirement and superannuation policies ▫ Training policies ▫ Promotions and transfers ▫ Equal opportunity ▫ Health, safety and welfare of staff ▫ Discipline procedures •

Current staffing issues • Discrimination on the grounds of sex, race, age, marital status, sexuality, and disability • Staff turnover • Shortage of experienced and trained staff • Greater need for training • Competitive environment in certain industries (e. g. dramatic increase in the numbers of hospitality businesses) • Legislative demands (EEO, OHS legislation) • Terms and conditions of employment (agreements, industry awards, superannuation requirements)

Staff turnover • Everyone who leaves within a defined period of time • Question: Should it include also: ▫ Seasonal staff? ▫ People who voluntary retire?

Staff turnover • Management don’t usually regard these in the staff turnover, and only record those that: ▫ Leave without prior warning ▫ Resign giving minimal notice ▫ Leave/resign because of the inability to settle, or the working environment or other

Staff turnover No of terminations in a specific period Rate Turnover = --------------------- x 100 No of staff in that period

Staff retainment • Job design and placement – responsibility, team-working, opportunity to learn and grow, use skills, contribute ideas => satisfaction, high productivity • Attractive working conditions – safe, easy, convenient parking, canteen, facilities nearby childcare, shops, dry cleaners, flexible working time, work from home

Staff retainment • Culture – satisfaction with the culture, policies, type and quality of supervision • Worthwhile job – worth doing and valued by company, supervisor, customers, co-workers • Fair return for efforts – need to feel they are fairly paid for their effort

Recruitment • The first step of recruitment process is job analysis • Job analysis determines what skills and knowledge is required

Determining staffing needs 1. Identify the tasks performed and the skills required 2. Examine why the tasks are performed as they are 3. Identify the major activities involved (repetitive, irregular) 4. Identify the core competencies (minimum skills) 5. Identify the duties according to the degree of difficulty and their importance

Determining staffing needs 6. Look at the major areas of responsibility 7. Look at the environmental and social implications of the job (heat, noise/individual, team, shift work) 8. Look at the rate of pay the work attracts (any bonus) 9. Identify the personal attributes required 10. Determine the level of intellectual ability required, experience and training 11. Evaluate the level of decision-making responsibility within this role

Tools in recruitment and selection • Job description • Person specifications

Job description • The aim is to describe the main tasks, duties and responsibilities of the job, not the person who fills it • It should be short and precise • Do not include duties that do not take up more than 5% of the time • Must not contain anything discriminatory (e. g. race, age, marital status, gender, religion)

Job description The job description is written to tell: • What is done in this job • How the job is done • Why it is done (objective, purpose) • What is the freedom to act (make decisions on their own)

Job description includes • • • Date it was written Position title Type of position Purpose and summary of position Department Manager/supervisor responsible to Detailed duties and responsibilities Skills, education, experience required to perform the job Importance of job duties and tasks (ranking) When and how often the tasks are performed (conditions) Job environment

Job description • ‘Carry out any other reasonable duties and responsibilities as required’ ▫ It sounds like: ‘Just in case I missed something out, you can do anything else I think of. ’ • Avoid it; if the description is complete => don’t add such sentence • If you know there will be a change, just update the description (date)

Outcome-oriented job descriptions • Move away from list of duties to be performed to outcomes to be achieved • Traditional lists of duties are too restrictive and prevent people from taking initiative ‘I don’t have to do this; it is not on my job description’ • Enables people to show initiative or go beyond ‘the list of duties’

Outcome-oriented job descriptions They should include: • Responsibility word • Expected outcome • How the outcome can be achieved E. g. Ensure a high standard of customer service by: ▫ Welcoming guests when they arrive at the restaurant ▫ Taking food and beverage orders correctly ▫ Delivering food and beverage professionally

Person specification • Person specification lists characteristics or qualities that an individual needs to possess to be qualified for any given job • Together with job description provide basis for short-listing

Person specification • Criteria by which applications can be evaluated: ▫ ▫ ▫ Qualifications/Attainments Experience Knowledge Skills Personal attributes Additional requirements (e. g. physical)

Person specification • Essential criteria (minimum) – it is a MUST for the candidate • Desirable criteria (extra, additional) – it is a BENEFIT for the candidate

Person specification Should contain criteria that are: • Job related • Ability based • Clearly defined • Measurable/observable, objective, realistic • Weighted (essential criteria weigh more than desired) • Consistently applied (remain unchanged during the selection process)

Application forms • Application forms are standardized forms that serve as a way to gather information about people who apply for jobs with your business • They are also useful in that they allow you to directly compare applicants in specific areas • Application can be as simple or as detailed as you want to make them

Application forms • • Name Address Education history (schools attended) Apprenticeships, training programs, other special educational experiences • Work experiences • Personal references, friends, business contacts

Preparation for receiving applications • Once the applications begin arriving, you will need some procedure to deal with them • The first stage is to gather the necessary information • For your records all CVs and cover letters should be dated and stapled together so that you know when the application arrived, and various parts of the application will not become misplaced

Preparation for receiving applications At this stage it is useful to prepare material that will be required for the selection process: • Application forms • Letter requesting interview • Letter requesting more information • Notification of rejection • Forms for evaluating applicants • Interview schedule

Structuring the induction training plan • You should strive to organize the induction plan and give it to the new starter before they join you • Develop a suitable template into which you can slot the arranged activities • Seeing a professionally produced induction plan is also very reassuring to the new starter, and helps make a positive impression about their new place of work

Key points element 1 • HR require planning: carefully examine your organisation’s policy and procedure in relation to recruitment and selection • As a manager, it is your job to develop procedures and policies for your department in order to make the recruitment and selection process easier • Technology can be used to make the process easier: databases are a good way of streamlining the process

Key points element 1 • In some cases specialist may be required to undertake recruitment and selection • Induction plan ensures that your new staff will find it easier to fit within the organization • You should develop a set of forms and procedures and test these to ensure they are effective

Recruitment and selection of staff Part 2

Forecasting needs • The initial state of the recruitment process is anticipating when and where vacancies will arise within the department • The department should have a clear understanding of its present state and future prospects • This plan will allow the department to maintain, strengthen or develop its position when recruitment opportunities arise

Job analysis • Most jobs will change over time so job analysis is an ongoing process within the organization • Up-to-date job analysis may provide a firm with knowledge of when jobs need redesigning • Second, identifying work tasks provides a basis for effective human resource planning • This cannot be done properly unless management precisely knows what the job consists of

Relationship of job analysis to other personnel functions • Job analysis results in the development of job descriptions and person specifications • Job analysis provides valuable data for performance appraisal • Job analysis data is also extremely valuable in wage and salary administration

Undertaking job analysis There are four basis techniques generally used for gathering information about different jobs (combination of the following is the best): • Interviews • Observations • Questionnaires • Diaries or logs

Human resource forecasting • To make effective decisions, managers need to be able to forecast both what their human resource needs will be in the future and from where these resources will be obtained • From the demand side, the organization will need to predict the number of managers, technicians, and so forth that it will need at particular times in the future

Job advertisements Internal vs. external employment There a number of different ways in which a job advertisement may be used: • Internally using noticeboards, e-mail, intranet, staff newsletters (e. g. promotions) • Externally by using employment agencies, previous applications, past employees, recommendations from existing staff, publishing the job advertisement in newspapers, on internet, radio and/or trade publications

External recruitment Advantages: • Bring new ideas, experience, expertise • See things from a different perspective • Source of information about competition • Internet: speed, accuracy, large number of job seekers (98%), improved communication without the constraints of time and geography

External recruitment Disadvantages: • More expensive • Take a lot longer than internal recruitment • Restricts opportunities for existing employees • Might bring negative habits or conflicting ideas into a company

Internal recruitment Advantages: • Good for morale and motivation • Save time and expenses • Reduce the need for induction and training • Company knows the background and capabilities of the person

Internal recruitment Disadvantages: • Create ill feeling amongst staff who felt they should have got the job • Make it hard for a person promoted to a more senior position to have respect of others • Prevent new ideas from coming into the organization

Job advertisements • Decisions regarding the placement of the job advertisement will depend on the nature of the position, budget, time available and the likely difficulty in attracting suitable applicants • The number of applicants depends on: ▫ Method you use to recruit ▫ Information you provide to potential applicants

Job advertisements • Must be well written and convey as much relevant information as is needed to gain attention of potential candidate • The more information given regarding the position, the better the quality of the applicant

Job advertisements Information that should be included: • Remuneration range • Location • Responsibilities • Type of organization

Interviewing • Prepare for the interview thoroughly • Prepare questions to ask in order to determine suitability of applicant and gain information required • Clarify the main criteria • Assign specific areas of questioning to ensure that main intentions of the interview are covered.

Interviewing • Examine the list of prepared questions • Look for any questions that duplicate answers • Define the objective criteria and weight related to the job. The more weight you apply to a specific criteria, the more questions you may need to ask to gain the required information

Interviewing - positive signs • Achievement - indicates future performance; look for upward movement in the positions held as this is a good indicator of positive performance • Stability and career directions - frequent job changes may be indicator of instability • Specific job description – make the description specific; look for specific data related to job descriptions

Interviewing - negative signs • Gaps in background – how long the applicant held specific jobs and whether they have any gaps in their background • Lengthy description of education – if the education section is lengthy, they may be trying to cover gaps in experience • Trivia – applicants padding a CV may be doing so to cover a lack of experience • Qualifiers – phrases such as ‘knowledge of’, ‘exposure to’ often indicate a lack of experience

Interviewing • It is also important to recognize the Human Rights Act 1993 • You should not reject an applicant based on their sex, age, religion, sexual orientation, disabilities, marital status, or race • These factors should be irrelevant to those shortlisted, and ultimately selected to a position

Short-listing • The short-listing process should be prepared in advance • The process should outline the steps you will take in obtaining the final shortlist, as well as criteria you will apply in your initial, and more thorough shortlisting processes • Short-listing the applicants = reducing the number of applicants by reading all applications, deciding which applicants are suitable or not, and removing not suitable applicants from further selection process

Short-listing • Quickly skim the applications and place them into a pile for further reading, and one for rejection • Read curriculum vitae and cover letters more thoroughly using a list of your weight selection criteria for this stage • Attempt to rank the applicants in terms of how well they fit the specification, and then you will determine which applicants you will accept to the final screening stage, of the interview

Short-listing Selection process structure • The process for selection of the successful applicant will involve gathering together all the material for each applicant. This may include: ▫ Curriculum vitae ▫ Application form ▫ Interview notes ▫ Applicant evaluation form

Short-listing Communication with candidates • It is preferable for the recruiter to maintain communication in writing to allow both to maintain detailed records on each application and its processing • Typically three letters need to be prepared for the selection process: ▫ Request for an interview ▫ Request for more information ▫ Notification of rejection

Short-listing • Other arrangements to be made before the interview stage include: ▫ Venue (office - comfortable, not intimidating) ▫ Doing lunch or dinner (over coffee more suitable, not full meal; interviews with customers, suppliers, investors, partners) ▫ Over the phone/Skype

Interview schedule • Allow plenty of time for meetings (it can take from 15 min to 2 hours); don’t rush • Allow time between the interviews for you to evaluate the interview and to allow you a break • Schedule most of the interviews for the morning or early afternoon (by late afternoon you will be tired and not able to give the applicants the same fair and objective interview as you gave the morning candidates)

Interviewing To make sure you cover all the bases in your interview, use this guide: • Establish rapport • Gather information • Give information about your business and even ‘sell’ the position • Close the interview • Evaluate your notes and compare the candidates • Allow time near the close of the interview for the candidate to ask questions

Interviewing Your role as an interviewer includes conveying the following information to the applicant: • Nature of the job • Skills you want • Pay (sometimes not discussed till the job offer is made) • Benefits • Working conditions • Information about your business

Interviewing • Bear in mind, interviews on their own are not the most valid or reliable means of selecting the right person • To be reliable, every applicant should be assessed in the same way => asked the same questions, approached with the same mind and level of concentration • The best approach is to use a number of tools and different selection methods to ensure you get a clear picture of each applicant’s ability to perform the job

Interviewing • Keep interviews objective and consistent • Keep each interview the same length • Begin each interview with a set list of questions to be asked • Avoid allowing personal prejudices • Ensure that all essential points have been covered • Keep each interview fair and legal • Keep each interview documented and published (notify successful candidates in writing) • Keep each interview justifiable

Effective interviewing • Well prepared • Clear structure • Use of good communication skills – give the right info, ask the right questions, listen to the responses • The way interviewer communicates during an interview can influence the candidate’s performance

Effective interviewing Poor listening skills: • Get carried away with their own importance – forget they are there to listen • Concerned about the next question => listen only to half of the answer • By the end of the day it is a lot harder to concentrate on what a candidate is saying

Effective interviewing • We need to work on active listening • We need to hang on every word the candidate is saying • We should be sitting on the edge of our seat in anticipation of what they are going to tell us next

Effective interviewing Types of listening skills • Attending – body language, show that you are interested in them, the environment, no distractions, not too formal, no physical barriers (big desk) • Following – show them you are keen for them to continue ▫ Open questions ▫ Encourage them to continue by saying ‘go on’, ‘that’s good’, ‘mmm’ ▫ Silence (let them do the talking, give them time to think) • Reflecting – repeat some of the things they have said by: ▫ Paraphrasing ▫ Summarizing ▫ Clarifying meanings or feelings

Types of interview: • Structured • Unstructured • Panel • Stress • Group

Structured interview • All questions are prepared before the interview and all candidates are asked the same questions Advantages: • Consistency – all applicants are treated equally • Usually more reliable • Easier to plan for time • All necessary areas are covered • Easier to compare applicants Disadvantages: • Can lack flexibility • Areas which should be followed are often ignored • The interviewer may dominate • The applicant may be overwhelmed by the questions and the formality

Unstructured interview • Some discussion points are prepared beforehand, but during the interview ‘goes with the flow’ Advantages: • Easier to explore different areas • The applicant maybe more relaxed • The interview can be tailored to the individual Disadvantages: • It’s harder to control the interview • The interviewer may miss important areas • It’s harder to compare applicants

Panel interview • Is made up of 2 or more people (usually 3 -5) Advantages: • The process is more impartial as it is a group decision • The candidate is more closely observed • One panel member may notice something missed by others • Panel members with a range of expertise allows the panel to view the candidate from a number of different view points Disadvantages: • Cost • The candidate may feel intimidated • Individual panel members may disagree with each other • Less chance of establishing rapport with the candidate

Stress interview • The candidate is put under pressure by the interviewer often with very aggressive questioning Advantages: • Shows the candidates behaviour under stressful conditions Disadvantages: • It requires a very skilled interviewer • It may alienate and lose a suitable candidate • It may affect the organization’s public relations image

Group interview • Involves all applicants being interviewed at the same time Advantages: • It is easier to compare applicants • It provides an opportunity to assess a candidate in a work situation Disadvantages: • Cost • Hard to assess individual candidate’s ability • There is less personal contact with the interviewer

Interviewing - selection process Gather material about each applicant: • CV • Application form • Interview notes • Applicant evaluation form

Interviewing - selection process • In order to ensure easy comparison of the candidates, prepare a standardised form: ▫ ▫ ▫ Applicant’s name Position applied for Date and location of interview Internal vs. External candidate Meeting the minimum educational requirements Relevant experience Good grasp of specific technical and professional knowledge Interpersonal skills Reason for wanting to change the jobs Overall assessment of the candidate Outcome of the interview

Interviewing - selection process • You have to be objective • You can never be absolutely sure you have chosen the right and the best person for the job, but if your recruitment process and selection process are thorough, you can be confident you have based your final decision (selection), on as much evidence as you could collect

Post interview • All applicants (successful or unsuccessful) should be notified about the outcome a. s. a. p. (if not => frustrated to hear absolutely nothing) • If you don’t want to contact all candidates (if too many of them) => your ad should involve ‘Only those invited for an interview will be contacted’

Post interview Prepare induction record for the selected candidate • Application form • CV • Interview summary • Verification of qualifications • Employment contract • Personal data sheet • Bank details

Key points element 2 • In order to begin the recruitment process, you must first determine where human resources needs exist • Position description and person specification should be drawn up • All members involved in the process should be well trained in exactly what is required of them

Key points element 2 • The position must be advertised in accordance with the requirements of your organization • Your selection procedure should be in line with legal and organizational requirements • Once a selection is made, applicants should be notified of the decision

Manage staff induction Part 3

Induction • First day at work might be a nightmare for new employees Employee point of view: • Doesn’t want to look as a complete idiot on their first shift • Doesn’t want to be thrown in at the deep end Employer point of view: • Wants new employee to become as effective as possible in the minimum time possible • Gives new employee all relevant information

Induction • Induction training is absolutely vital for new starters • Good induction training ensures new starters settled quickly and happily to a productive role • It is a legal requirement and formal duty to provide all information and training to new employees mainly in terms of OHS

Induction Basic information on: • What the shifts are • Where the canteen is • What the routine is for holidays and sickness • What the dress code is • Where the toilets are • Where the notice-board is

Induction Further information on: • Mission, goals, values and philosophy of the firm • Health and safety rules • Job to be done, clear methods, timescales, expectations

Benefits • Wonderful early opportunity to establish clear foundations and expectations in terms of ethics, integrity and social responsibility • Professionally organised and delivered induction is your employee’s first proper impression of you and your organisation; it is an excellent opportunity to reinforce their decision to come and work for you • New employees can do their work better and quicker, with less dependence on your time in the future

Induction methods • ‘Chalk and talk’ classroom style training • GAAFOFY (Go Away and Find Out for Yourself) – effective for groups which require a good level of initiative and participation • On-the-job coaching • Mentoring • Video • Internet and e-learning

Induction methods • Reading and presentation assignments • Delegated tasks and projects • Internal briefings and presentations, ‘lunch and learn’ • Customer and supplier visits • Attachment to project or other teams • Job-swap • Work-shadowing

Elements of induction training Induction training must include the following elements: • General training relating to the organization • Mandatory training relating to health and safety • Job training relating to the role • Training evaluation, entailing confirmation of understanding, and feedback about the quality and response to the training

Induction training checklist • There is a simple checklist on pages 45 on to help you design an induction plan • Whilst the order of items is something that you must decide locally, we have given logical priority for induction training subjects • This checklist assumes the induction of an operational or junior management person into a job within a typical production or service environment

Induction training - feedback • It is vital to review and seek feedback after completion • Large organizations need to analyse overall feedback results from new starters, to be able to identify improvements and continuously develop induction-training planning

Induction training - feedback • Seek feedback also from staff who help to provide the induction training for new starters, and always give your own positive feedback, constructive suggestions, and thanks, to all those involved in this vital process

Induction training – follow up • Check up on the induction training to: ▫ Ensure new employee has settled into their new position ▫ Ensure new employee is able to carry out their responsibilities and duties • When ▫ ▫ ▫ At the end of the first few days At the end of the first week At the end of the first month After 2 -3 months (at the end of the probation period) Performance appraisal after 3 -6 months (how are they performing)

Key points element 3 • Induction provides initial training and assistance to all new staff members • It is important that those involved in induction are aware of what is required of them • Induction should be conducted in accordance with the induction plan • Employees who are not properly inducted need a lot more looking after

Key points element 3 • Employees should be assessed at the completion of the program • Feedback from those involved can help you in developing the program • Improvements should be introduced based on feedback received

Summary • The skills we have discussed are vital to any manager looking to bring in new staff into their department • A well developed plan should include: ▫ Effective pre-planning ▫ Good procedures ▫ Induction • Recruitment and selection criteria is a critical task in any organization, and careful planning will make it simpler and more effective for you

End of the presentation Thank you for your attention. Do you have any questions?