BSBHRM402A: Recruit, select and induct staff

1. BSBHRM402A: Recruit, select and induct staff

2. 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

3. 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

4. Recruitment process

5. Human Resource Cycle

6. Determine job descriptions

7. 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

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

9. 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

10. 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

11. Uses of the Job Description • Recruiting • Selection • Orientation • Training • Employee evaluations • Promotions and transfers

12. Job Description Format

14. 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.

15. 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.

16. 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

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

18. Legislation Rights and Responsibilities OH&S A safe workplace Risk Management Occupational Health and Safety requirement for job description

19. 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

20. 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).

21. Development of Legislation for developing job description

22. 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).

23. 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

24. Section 2 Plan for Selection

25. 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.

26. 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.

27. Recruitment Sources • The Internal Sources • The External Sources

28. Internal Sources • Employees Referrals/Recommendations A recommendation from a current employee regarding a job applicant.

29. 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 individual’s performance is readily available.

30. The external sources • Advertising • Employment Agencies • School, Colleges and Universities • Professional Organizations • Unsolicited Applicants

31. Recruitment Alternatives • Temporary Help Services • Employee Leasing • Independent Contractors

32. 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.

33. 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

34. 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

35. 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

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

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

38. The Job-interview Question

39. 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.

40. 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.

41. 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.

42. 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.

43. 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?

44. 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?

45. 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?

46. 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.

47. 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 47

48. 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?

49. 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. • ShouldUse 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!

50. 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.