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HomeFree Sample BSBHRM506A Manage Recruitment Selection and Induction Processes
BSBHRM506A Manage Recruitment Selection and Induction Processes
Published : 21-Oct,2021 | Views : 10
What is to be done How should it be done Why is to be done What skills are required What type of person is required The following process will provide the answer What are the individual tasks that comprise the job What skills are required to perform the tasks What are particular tasks completed What are the main duties in order of sequence What are the key areas of responsibility in terms of management.
What are the working conditions, physical, mental, environmental, hours, social What personal characteristics are required to effectively do the job in terms of skills,knowledge, experience and personal attributes.
To be assessed as competent for this assessment, you must answer all research questions correctly. If your assessor finds that you have not completed one or more questions successfully, your assessor will discuss reassessment options with you. You may need to redo all or part of the assessment.
An analysis of the organisation will give a good guidance in the criteria to look for in the candidates for the job. The following are some of the key reasons to have a background understanding of the organisation. There are three major areas to analyse- IHRM, SHRM and MHRM.
IHRM deals with an analysis of the organisation from an international perspective, thus the acronym IHRM (International Human Resource Management). This focuses on how the organisation operates across national boundaries and its internal policies that affect the social-political context of its operations (Vogelsgang 88).This is on a macro level of study and is important for organisations that operate in multi locations and countries.
SHRM. Strategic Human Resource Management (SHRM) is connected to the organisational linkages of the company and the units which are interlinked. This is more important for an organisation that operates different units and that lack a coherent HR guidelines and policies. The different units are analysed to identify capacity and the overall human resource performance.
MHRM. Micro Human Resource Management deals with the practical policies to be taken in case of induction, selection, training, and remuneration and performance management. Under MHRM, the following can be further analysed to extend the scope of knowledge in enacting the policies and guidelines.
A .Compliance. It is important for the HR specialists to identify the compliance of the organisation with employment laws applicable in the country. This is more so for organisations that receive government contracts so as to be guided in their designing of the policies. They are able to identify the affirmative action plans, the applicant flows log and also the disparate impact analyses. The relevant laws may include discrimination based on race, gender and sex. The formulation of the guidelines must inculcate this very important aspect of law and its compliance.
Selection. The HR specialists are able to give the guidance that is necessary to managers who may not be familiar with the hiring processes and also to identify the workforce needs of the organisation. This is important to undertake the designs from knowing the key needs of the human capital that the organisation may not be able to identify alone. Steps to be taken in temporary hiring are identified in order to shorten the time taken in filling in vacancies that may be available.
Benefits. The identification of potential employee benefits is important in designing the policies of the organisation. There is a benchmark that is tied to a job broadband, and a scale that should be followed in a promotion. This has to be within the range of industry standards in order to attract the best employees. The benefits should also include health insurance, maternity leave, staff development through training and many others. The benefits should be attractive and competitive when compared with other companies.
The above will help the organisation save time and not “reinvent” the wheel every time they are hiring. This will result in a standard process to be followed, that can is institutionalised as the standard operational procedures of an organisation.
Placements in publications. The use of placing advertisements in online and print publications is one method of attracting potential recruits. The placements are made in publications that are relevant to the job description. Technical jobs can be advertised in trade and technical publications and websites with a high rate of traffic. A job in marketing can be placed in marketing publications and websites.
Internal bulletins. This notifies the staff to the available positions and opens the door of incentive for those seeking to advance their career. It is effective in tapping into the internal reserve potential of current employees.
Personal recommendations. Personal referrals are also used and can be twofold in nature. Current employees can be used to refer prospective employees to the organisation and can be incentivized by the paying of bonuses to successful contracts. Private referrals can also be used employing the use private referees.
Employment and Recruitment agencies. This is used for the initial task of screening resumes, checking references and for assessing qualifications specifications. They are normally specialised in categories of speciality and charge a fee.
Government Job centres. The government provides online and also print listings where job vacancies can be advertised for free. This is seen as part of the government effort to create awareness for work opportunity for its citizens to reduce unemployment.
Social and New media. This new mode of communication is important in connecting professionals, widening the scope to be global. The use of social and popular networking websites is used to advertise openings that are available.
There are several advantages of having a recruitment and selection process for an organisation, which include the following:
Time Management. The organisation is able to save time when undertaking the exercise of hiring. Since there are policies to be followed, it requires adhering to the guidelines and following the steps to a conclusion. The chain of command established in the selection processes delineates the limitations of each person involved and short-circuits the possibility of interference through canvassing. This transparency is important in organisational credibility in its internal processes.
Conflict resolution. In the event that an aggrieved potential employee sues the company, the defence can adduce the internal policies and guidelines as part of the evidence in court. Conflict can also be resolved internally by ensuring that strict set-out guidelines are followed. This is radically different from an organisation with ad- hoc policies or no policy at all.
Cost savings. An organisation with internal policies and guidelines will be able to save financial resources in having a fixed format of operation versus the opposite of having no policies in the hiring of new staff. A new procedure to be set out by hiring HR specialists each time the company is hiring is a drain on the company resources. A comprehensive policy and guideline that covers the whole spectre of its operations are cheaper for the organisation.
The organisation should focus on the following in their policy adoption that touches on recruitment and selection. A) Selection-setting of criteria and strategy, the procedure for short-listing candidates, selection methods and interview, reference and credential checks and the job offer. B) Recruitment- identification of vacancy, authority to recruit, job analysis and writing of position description.
the purpose of EEO
The primary purpose of EEO is to provide the environment in the hiring of new employees that is free from the discrimination based on colour, race, sex and National origin. It can also include discrimination on age or disability. The equal employment opportunity is enshrined in the law and affords protection from the constitutional point of view. EEO seeks to ensure that all job applicants have a fair opportunity in the hiring process. If successfully hired, then they have equal access to training and development, and also in competing for promotion
There are many reasons for increasing diversity in the workplace, and the following are among many others.
Market share increase. Employing people from diverse backgrounds, talents and ethnic make-up increases the customer base, which in turn will drive up revenues. An organisation employing people from one ethnic group will have a limitation in reaching out to new customers from other ethnic groups. Such an organisation will be shunned by new clients on the basis of not being diverse.
Synergy in teams. People from diverse backgrounds bring onboard a synergy in a team setting, with each person having unique attitudes, skills, thinking processes that benefit the team. Friendly internal rivalry within the team brings out the best out of each individual and the organisation as a whole.
Litigation expenses. An organisation that is biased in hiring will be faced with litigation that results from discrimination lawsuits. The litigation generates negative publicity for the organisation, as well as being draining the company revenues.
More qualified workforce. Recruiting from candidates with different backgrounds ensure that only the qualified candidates will be hired. The brightest and best candidate will be hired on the set criteria and thus ensure the organisation has a competing edge in human resource capital.
Potential areas of discrimination
Australian-Age discrimination Act 2004
Australian-sex discrimination Act 1992
Australian-Race Discrimination Act 1975
Australian-fair work discrimination Act 2009
Australian-disability discrimination Act
Human rights violation
Disability and other human rights legislation 2009
Name 3 (three) different types of primary stakeholders, both internal and external, who are able to provide support during the formulation of the job description, the selection panel and interview question design strategy?
Formulation of job description
Interview question design strategy
7: Explain why it is important to consult these primary stakeholders during the formulation of a job description, during the creation of the selection panel and in providing feedback during the interview question design process?
IMPORTANCE OF PRIMARY STAKEHOLDER CONSULTATION
Formulation of job description
1 .Impact on the company finances planning for the new staff since the job remuneration is stated in the initial documents. The management must make an informed decision at this stage that will be crafted in the formulation stage.
2. Impact on overall profitability of the organisations as a bloated workforce will reduce the dividends that will be declared. Share-holders may have an interest at this stage.
3. Insurance companies will have a vested interest in knowing the risks associated with the job and if it is covered by the insurance cover provided.
Creation of the selection panel
1. The union will be keen to ensure that the panel is balanced and that it is not one-sided to favour the position of the management and biased towards unionisable employees.
2. The management will want to ensure that the panel is professionally set in order to safeguard the image of the organisation.
2. The community where the organisation is operating will have the interest to ensure the community has a representative. This will ensure that the interests of the locals are catered for.
Feedback on design of interview questions
1. The government will have the interest to ensure all laws concerning fair hiring practices are followed and adhered to. The questions should be structured within the boundaries of the law so as not to disenfranchise potential employees.
2. The employee groups may want to see the question format that recognises the internally nurtured talents of the staff and level the playing ground with external applicants.
3. The management is tasked to ensure that the questions are aligned with the corporate values and principles that the organisation operates by.
8: Why do we prefer to secure our preferred candidates through an employment agreement? How does a legal employment agreement support administrative arrangements for managers and staff members?
Employers have a preference for a legal agreement with an employee for several reasons. The contract or agreement is a covenant of the terms and conditions set out for both parties to fulfil. The agreement spells out the role each party will play in the arrangement they have covenanted to. The employee is assured of certain terms being met such as the remuneration and other benefits. The employer sets out the expectations of the employee such as reporting time, performance, conflict resolution and termination. It can even go further and lay out conditions the employee will be mandated to comply with after leaving the company. This is a standard “Non-Compete” agreement, as compared to the “at will” agreement, which can be terminated at any time by either party.
An agreement brings on board the guarantee of limitations of time or the duration of the contract. Remuneration is set out which can only be varied by mutual agreement and after renegotiating. The administration is able to formulate terms that can fit specific job broadband with their attendant benefits and to roll out training programmes that agree with the terms of employment. The administration is able to regulate the taking of leave entitlements, overtime and notice period before resignation. Performance requirements are also set out which may include any bonus and commission schemes. The administration will be able to also recover overpayments of an employee in the case of termination. The internal policies touching on the internet, e-mail and social media are also set out in the agreement. Occupational safety and health, sexual harassment is all explained in the agreement.
The staff benefit by securing an environment of work that is stable and functional which is necessary for their optimal performance.
The use of specialists may rise in several instances which may be beyond the ability of an organisation. This may be to institutional lack of capacity within an organisation to undertake the recruitment, selection and induction process. The managers who are tasked with the management of staff may be tasked within the organisation with the basic tasks of payroll management, leave monitoring and other basic issues.
The managers may be limited in communication skills that are necessary to liaise across the management of the organisation, in the effort to ensure their support in the undertaking. They may be limited in the necessary leadership skills that are needed to engage across the organisation to make follow-ups and ensure processes are implemented. They may be limited in the literacy skills that may be needed to document very concise and clear policies necessary in the recruitment, selection and induction process.
The organisation may not have the capacity for the induction of senior level management as this may necessitate use seminars for such induction. Senior management is part of the decision-making process of the organisation and poor induction will cost the organisation in the upper cadres of management.
The organisation may also be limited in the category of staff that is of a technical nature. Highly technical jobs, with which the management may not be conversant, may require the use of outside specialists.
Setting up of new units with which there is no literature to guide the organisation may also require the use of specialists.
Technology is increasingly being used in the selection and recruitment processes under the banner of E-Human Resources and the attendant technological process attached to it. Technology helps to reach out to a unlimited number of employment seekers on a global scale. In a study that was undertaken by Bernthal and Development Dimensions international, data was collated from the Electronic Recruiting Exchange members and a survey was undertaken. The results of this survey show that the most effective form of present day recruitment was the internet (Meifert, David and Kevin 766).The other forms of recruitment were secondary to the internet, including referrals. Many organisations have adapted online recruitment and some have created the post of “online recruiter” in their HR departments. The same study showed that many prospective job seekers will apply online, thus making it an important source of labour. The following technological applications improve the overall efficiency of the recruitment and selection process.
Talent Management Systems use a process that attracts skilled employees, while at the same time retaining the current ones and nurturing their talents. This automated system that is supplied by technology vendors performs several functions. It is programmed to analyse the work assignments of the employees, post job vacancies available online, review the applicant’s credentials and also to track the demographic data of the applicants. This use of technology makes the recruitment process to be faster and streamlined.
Monster.Com. This is a global online recruitment website that has 22 local content and language sites within its network. This website has traffic flow of over 20 million job seekers using it, as well as over 10,000 companies and over 15 million resumes.
Social media sites such as LinkedIn and Face book are also increasingly used in the recruitment process of most companies. LinkedIn is a professional network while face book is a social site.
Job boards are the recruitment websites that advertise job postings and then match recruiters with the most appropriate job seekers.
Company websites are used to post job openings, resulting in faster real-time response to job vacancy postings.
The induction process is the initiation process that the new employee will go through when they report to work, but can also be used for employees returning to work after an absence. For new employees, the induction begins on the first day with a welcome packet that details the company rules and procedures. The first person to welcome the new staff is important because it leaves a lasting impression with that first encounter. The time of induction may be broken down into time lines, starting with the first day, week and month. This can review after six to twelve months.
From the perspective of the employer, a strong induction is important in the creation of a positive perception of the organisation while communicating the organisation’s values, culture and goals to the inductee. There is an increase in the operational efficiency of the new staff as they become productive sooner. There is an increase in the retention of staff as they form an attachment with the organisation. The induction process helps to ensure a happy workforce that is motivated, leading to greater productivity. The induction helps to increase the knowledge of the organisation and its policies and procedures. Specific information touching on the job is also given during the induction process.
From the employee point of view, a good communication path is established with the supervisor from the onset that can be nurtured. The self-esteem of the new employee and his morale are improved as they find a compass to direct them in the new work environment. This would otherwise leave them disoriented in a new setting. The new employee will feel welcome into a new work culture and find it easier to integrate into their work quicker. The new employee benefits by the building of new social networks.
The following can be used by a recruiter in the management of the recruitment process and on boarding the new employee.
The first consideration is a checklist that summarises the whole process and that can be broken down into smaller tasks.
Equal employment opportunity
Recruitment process flowchart of the organisation
This is then followed by a breaking down of the actual process into tasks.
The information sheet will be used in the completion of specific tasks such as:
Establishing selection criteria.
Write a job advertisement
Assessment of the candidate’s application.
Interview techniques to be used.
Conducting an effective interview.
Candidate selection methods.
Referee and backgrounds check.
Candidate selection, final decision and offer.
In addition to the above, it is also important to formulate a working template that is standardised for all application procedures in order to save time.
Position description of the vacancy available and open.
A job application form for the candidates to fill.
A job analysis form (internal only)
A sample reference form
A letter to be sent to unsuccessful applicants.
A welcome letter or email from the manager.
An on boarding form.
Meifert, Matthias T, David Ulrich, and Kevin L. Potter. Strategic Human Resource Development: A Journey in Eight Stages. Dordrecht: Springer, 2013.
Vogelsang, John. Handbook for Strategic Hr: Best Practices in Organization Development from the Od Network. New York: American Management Association, 2013.
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