BSBHRM506 Develop Recruitment and Selection Processes

Develop Recruitment and Selection Processes

1. Review the following case study information:

2. Read the 2016 Healthcare United Recruitment and Selection Policy.

3. Analyse the 2000 Healthcare United Recruitment and Selection policy and procedures comparing key areas for each procedure against the current 2016 Healthcare United Recruitment and Selection Policy and relevant legislation.

4. Identify key areas for each procedure that need revising because they are:

• contrary to 2016 policy
• outdated compared to current research and practice
• do not comply with current legislation.

Following is the comparison between 2000 Healthcare United recruitment and selection guidelines in opposition to the newly developed 2016 Healthcare United recruitment and selection policy and relevant legislation.

The 2016 policy is better than the 2000 policy because unlike the case with the 2000 policy where the manager is required to consult the HR, the 2016 policy empowers the manager to go on with the recruitment process, which saves time and resources. The timeframe for the Healthcare United 2016 recruitment and selection will be 2 - 3 weeks maximum whereas the 2000 recruitment and selection process have 8 procedures. Each procedure has different time frames. The first procedure is the analysis of the vacant position, which has an estimated timeframe of 2-3 days. The next procedure is the position description and has an estimated timeframe of 3-5 days. Advertisement is the next procedure, which has a timeframe of 20-25days. The next procedure is to short-list the applicants. This procedure has a timeframe of 5 days minimum. The interview preparation is the next procedure. This procedure has a timeframe of 1-2 days to prepare for the interview. The next step is to interview the applicants. Timeframe for this procedure is 1-2 days depending on the number of applicants. Reference check, which is the next procedure, has a timeframe of 1-2 days also depending on the number of applicants. The last procedure of the recruitment and selection process is the job offer. Timeframe for this is 1-5 days and requires to be made straight after the Reference check. After all these procedures the unsuccessful applicants will be given a feedback by the Healthcare United in individual meeting with a member of the HR department.

The 2016 recruitment and selection process will take a maximum of 2-3 weeks. However, the 2000 recruitment and selection has an estimated time of 35 days to recruit and select their applicants. Even though it takes longer the 2000 policy takes procedures into recruiting and selecting which is more accurate and detailed, which has a higher chance of recruiting the best possible healthcare professionals. This means they can have the best possible human resources so they can provide the good quality service.

In 2016 policy, the manager is the prime leader of the whole process of recruitment and selection, and he does not need to consult the HR on what candidate to consider. On the contrary, the 2000 policy directs the manager to act under the instructions of the HR. The weakness or failure with this policy is that the HR is not majorly involved with the selection of the candidates and this could lead to the selection of the wrong candidates.

The 2016 policy suggests the selection of the staff is supposed to be approved by the general manager while that of 2010 policy upholds the HR manager as the consultant in recruitment and selection. 2016 fails to acknowledge that the HR is the reference point of all staff in the organization and that the HR should give the go ahead on recruitment and selection process. 

The mode of short listing and contacting the applicants in a written form (Daily Newspaper) is the procedure that is out-dated. This procedure should apply technological skills in reaching out to the applicants. It is important to use digital means that are instant and that will ensure the information reaches each and every candidate and those who failed. For instance, the use of emailing will be instant thus saving time in both the side of the employer and the candidates.

5. Research recruitment and selection processes best practice.

6. Develop a recruitment and selection policy and set of procedures, including checklists, that complies with organisational, legal and policy requirements. Develop procedures for:

• vacant position analysis
• position descriptions
• advertisements and promotion
• shortlisting
• interview preparation
• interviewing applicants
• reference checks
• job offer

Ensure you consider and include provisions for:

• external reference checks:
• offers of employment (including advice about salary, terms and conditions, probation).

Recruitment and selection policy

Purpose: The purpose of policy is to ensure that the best possible human resources are appointed to effectively provide its service. This recruitment and selection process has been developed in line with organisational strategies, relevant legislation and best practice recruitment.

Vacant position analysis

A vacant position in an organization has to be identified before recruitment process kicks off. A complete analysis regarding the need, roles, and salaries to be paid has to be done.

Time frame: two to three days.

Procedure

1. Notification to the HR and creation for the position form.
2. The manager handles the position form and resubmits it to the HR.
3. Need for the analysis as Identified by both HR and Manager.
4. Completed permission for recruitment purpose to be approved by senior management.
5. Exploration of the legal and legislative requirements.

Position Description

Clear definition of the terms and duties for the new position is an important undertaking. The time frame is three to five days.

Procedure

1. Should be described in a template created exclusively for the position. This includes the title, objectives, qualifications, terms and the WHS components.
2. To be signed off by the senior management.

Advertisement

The position has to be first advertised internally for at least ten working days before reaching out to the external advertising sources for another ten working days.  The newsletter will be conveyed through the intranet and also on the notice boards.

Procedure

1. Management to create the advert on the intranet.
2. The management to send the advert to publication department.
3. Management creates the advert on the position for the external print media.
4. External print media to advertise for the position in ten working days.

Short-list applicants

This is a process of sorting out the applicants. All internal applicants will get a chance of being interviewed. The time frame is a minimum of five days.

Procedure

1. A collection of the resume and handing over to the HR.
2. Going through the position description and advertisements by the HR.
3. Sorting out of the external resumes regarding qualifications and fail.
4. Sorting out the most probable resumes followed by the least probable.
5. Reading of the internal resumes and completing the short-list chart.
6. Organization of the staff to conduct the external applicants by sending them a standard letter.

Interview preparation

Interviews shall be conducted at the HR's office where by a panel led by the HR as well as a manager from the department has to attend. The time frame will be one to two days.

Procedure

1. Administration staff to organize for a quiet location, drinks, and snacks for the panel and interview schedule.
2. Organization of the interview documentation.
3. Organization of the interview panel.

Interview applicants

The interview shall be conducted at the head office. Each will run for 30 minutes. Each day to see 12 interviews performed. The time frame is one to two days about the nature of the applicants.

Procedure

1. Formal introduction by the chairperson.
2. The opening of the interview.
3. Questioning the interviews.
4. Receiving interview questions.
5. The vote of thanks.

Reference check

Check is commonly conducted on both external and internal applicants for the position.

Procedure

1. Conducted on both internal and internal sites.
2. The introduction of and purpose.
3. Standard question regarding the applicant's personality
4. Collection of opinions.
5. Discuss reference with the HR persons.

Job offer

Done immediately after reference check and has a time frame of one to five days.

Procedure

1. Written conditions and terms like probation period, pay scale to be organized.
2. Administration to post employee contract.
3. The signing of the contracts by the HR and posting of an advice and induction note.

Feedback to unsuccessful applicants

Feedback to unsuccessful feedback and the time frame can be one or two days.

Procedure

1. Scheduling of 30 –minutes time frame to meet with unsuccessful applicants.
2. Conducting for feedback with unsuccessful internal applicants.
3. Offering feedback to the unsuccessful applicants.
4. Filling of copies about unsuccessful applicants.

Checklist

7. Develop a draft communications plan for the organisation using suitable media and including managers and other staff who need to be informed of new policy and procedures.

Communication Plan

8. Arrange a time and place to meet with your assessor (in the role of a senior manager) to:

• Present policies and procedures
• Obtain support ( use active listening and impress the manager with your use of HR/ business terminology)
• Consult on suitability of the policy and procedures for the business
• Discuss ways of using technology to improve efficiency and effectiveness of recruitment and selection processes.
• Consult on process for calculating salaries and benefits
• Discuss communications
• Arrange for training of processes
• Arrange for training of others

9. In a role-play arranged by your assessor, facilitate and evaluate some training on at least two of the procedures developed using a Training evaluation form.

Training Evaluation Form

Date:

Title and location of training:

Trainer:

10. Answer the following questions and record your answers on a document for submission to your assessor:

• describe recruitment and selection methods, including assessment centres

Some of the recruitment and selection methods are as follows:

Internal Sourcing: Internal sourcing is a practice where a new or recently vacated position within a business is advertised to existing employees. Its is found to be more beneficial to the business because little or no training is needed, and expenses that include advertising for a new employee and running background checks are spared. It also fosters loyalty and parity among team members.

External Sourcing: External sourcing is where an employee candidate is searched through external recruitment tools, such as job boards, newspaper advertisements and trade publication announcements. This method is used to bring in employees that may have fresh ideas and innovations to the business. It is also used when there is no one eligible from the current employees to fill the open position.

Interviewing/Pre-Selection

It is suggested that you should schedule interviews when you know you will have uninterrupted time to review the job candidate's resume and conduct an insightful interview. When conducting the interview, we should not focus solely on the applicant's credentials or experience. Instead, present hypothetical scenarios to the candidate and ask how s/he would evaluate and solve the presented problems. Listen to his/her answers without interruption and take notes on key points.

Candidate Selection

Using the interview notes, compare each interviewee with his/her resume and look to see if you have missed anything while reading his resume the first time. Candidate selection should be made based on how competently s/he answered the questions and what questions s/he asked during the interview. Interviewees who do not ask questions are either shy or uninterested in your business.

Psychometric tests: These are a standard and scientific method used to measure individuals' mental capabilities and behavioural style. Psychometric tests are designed to measure candidates' suitability for a role based on the required personality characteristics and aptitude/skills.

Assessment Centres: An assessment centre is an extended period of interviews, tasks and assessment exercises, organized and held by recruiters for small groups of graduate-level candidates. Recruiters use assessment centres to find out how candidates perform in various situations, in particular group situations, which are often modelled on real work-based scenarios.

• explain the concept of outsourcing

Outsourcing is all about having the employer transfer some of the internal business operation to be performed by an outside supplier with an aim of cutting down the cost. When applied properly, outsourcing is considered as one of the most suitable cost-cutting strategies an organization can have.

• describe the purpose of employee contracts and industrial relations

An employment contract is all about having the employer and the employee put down a formal employment agreement that protects each other’s rights in an organization. Employment contract has to be aligned with the national legal terms of employment and should not offer premiums lesser than that. Also, employment contracts prevent the employers from mistreating the employees in terms of working conditions and payment.  Employment contract makes the employer and the employees to stick to the awards and employment benefits that are provided for in the employment terms. Industrial relations offer a stronger platform for the employees to stand a stronger bargaining power when their rights are at stake.

• summarise relevant legislation, regulations, standards and codes of practice that may affect recruitment, selection and induction

Relevant legislation, regulations, standards and code of practice that may affect recruitment, selection and induction are:

• Australian Human Rights Commission Act 1986
• Age Discrimination Act 1975
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984
• Disability Discrimination Act 1992
• Work Place Gender Equality Act 2012
• Fair Work Act 2009
• Privacy Act 1988
• WHS/OHS legislation

• explain why terms and conditions of employment are an important aspect of recruitment

Terms and conditions of employment are important aspects of recruitment because they do offer the candidates with a vivid description of the type of employer and organization they are going to be dealing with. They also offer the candidates with overview knowledge of what they are expected to do or whether they are able to fit in the organization. Terms and conditions of employment offer the employees’ salaries, working conditions and hours as well as remuneration packages. These are important for they may either attract or sent away suitable candidates for the position.

• explain the relevance of psychometric and skills testing programs to recruitment.

Psychometric and skills tests are very important in the recruitment process for they do notify the employer about the behavioural and personality traits of the candidate. The use of psychometric and skills in a recruitment process allows the employer to give a better overall evaluation of the candidate which enables them to get the best fit for the position. The employer is also able to learn about the characters strengths, weaknesses as well as the style of working.

Bibliography

IBSA. (2015). Manage Recruitment Selection and Induction Processes. Melbourne, Australia: IBSA.

Oxford Brookes University. (2013, December). Recruitment and selection guidance - A step by step guide for managers. Retrieved January 15, 2017 from Oxford Brookes University: https://www.brookes.ac.uk/services/hr/handbook/recruitment/guidance.html