ASSESSMENT TASK 1

1. Identify the key areas for each procedure that need revising.
Answer: The key areas that need revising are as follows:
? Estimated timeframe for vacant position analysis of 2000 HealthCare United
contradict with 2016HealthCare United.
? Position Analysis on 2016 HealthCare United are done on both vacant and new
positions but position analysis on 2000 Healthcare united are done only once
position become vacant.
? In Healthcare United 2016, all vacant and new positions will be advertised
internally and externally for ten working days, however, In Healthcare united 2000,
all positions must be advertised internally for a minimum of ten working days in
the HU newsletter before being advertised externally for a period of ten working
days.
? Healthcare United 2000 uses the interviewing selection technique with
interviews being conducted at head office only but Healthcare United 2016 conducts
its interview by trained selection personnel.
? Healthcare United 2000 reference checks must be conducted on both external
and internal applicants by the HR department but selection of staffs is subject to
reference checks conducted by the manager.

2. Develop a recruitment and selection policy and set of procedures, including

checklists, that complies with organizational, legal and policy requirements.
Answer: In order to increase efficiency in hiring and retention and to ensure
consistency and compliance in the recruitment and selection process, it is
recommended the following steps be followed. Details for each step include the
minimum recommended best practice to attract a talented and diverse applicant pool:
? Step 1: Identify vacancy and evaluate need:
When preparing to recruit, the Hiring Manager determines how a position contributes
to:
� Their workforce profile;
� The strategic plan, relevant enabling frameworks, organisational unit and/or
operational plans; and
� Any key organisational priorities to ensure the company has a sustainable
staffing profile that meets the changing needs of the company�s operations.
? Step 2: Develop position description:
When preparing to fill an existing vacancy, the Hiring Manager shall undertake Job
Analysis by reviewing the existing position description to determine if any changes
are required. When a new position is required, the Hiring Manager shall design the
new job (known as Job Design) and document the position requirements in the
position description. Job Design determines the way work is organised and performed
and considers the total work environment and work management practices. These can
be broken down into the position purpose, key responsibilities and contribution,
key challenges and problem solving, decision making/authority to act,
communication/working relationships, reporting relationships, competencies, skills,
knowledge and experience required of the position. When creating a position
description, it is necessary to understand:
� the inherent requirements of the position to determine the tasks and
accountabilities required;
� relevant organisational core competencies
� relevant service principles
� for academic positions the expectations of the Academic Level and Academic
Career Pathway guided by the Academic Performance Matrices and Evidence Framework.
? Step 3: Develop recruitment plan:
Each position requires a documented Recruitment Plan which is approved by the
organizational unit. A carefully structured recruitment plan maps out the strategy
for attracting and hiring the best qualified candidate and helps to ensure an
applicant pool which includes women and underrepresented groups including veterans
and individuals with disabilities.
In addition to the position�s placement goals the plan contains advertising
channels to be used to achieve those goals. The recruitment plan is typically
developed by the hiring manager in conjunction with the Departmental HR
Coordinator. Placement goals identified are displayed on the position requisition
in the ATS. Recruitment plan elements:
� Posting Period
� Placement Goals
� Additional Advertising Resources
� Diversity Agencies
� Resume Banks
? Step 4: Advertising:
In addition to utilising professional and academic networks as a source of talent,
a range of complementary advertising options may be considered including on-line
job boards, print, specialist and social media. Professional social media platforms
such as LinkedIn are useful to attract and source talent for current and future
employment opportunities at company. All continuing and fixed-term positions of
greater than two (2) years� duration are normally advertised externally.
? Step 5: Select search committee:
To ensure applicants selected for interview and final consideration are evaluated
by more than one individual to minimize the potential for personal bias, a
selection committee is formed. The hiring manager will identify members who will
have direct and indirect interaction with the applicant in the course of their job.
Each hiring manager should make an effort to appoint a search committee that
represents a diverse cross section of the staff. A member of the committee will be
appointed as the Affirmative Action and Compliance Liaison who will monitor the
affirmative action aspects of the search committee. Under-represented groups and
women are to have equal opportunity to serve on search committees and special
efforts should be made to encourage participation. Departments that lack diversity
in their own staff should consider appointing staff outside the department to
search committees or develop other alternatives to broaden the perspective of the
committee. The Hiring Manager will determine the size (no more than 6) and
composition of the committee based on the nature of the position. It is highly
recommended the committee members include:
� At least one individual who has a strong understanding of the role and its
contribution to the department
� A job specialist (technical or functional)
� An individual who will interact closely with the position and/or serves as a
main customer
Search committee members must ensure no conflict of interest in relation to the
applicants under consideration and must never be individuals who may have interest
in the position.
? Step 6: post position and implement recruitment plan:
Once the position description has been completed, the position can then be posted
to the company career site. Every effort should be made to ensure the accuracy of
the job description and posting text. It may not be possible to change elements of
a position once posted, because it may impact the applicant pool.
To post the position:
� The requisition is created by the Service Centre Human Resources Coordinator
or Departmental Human Resources Coordinator and approved by the Service Centre HR
Organizational Coordinator or Organizational HR Coordinator
� Once approved, the Departmental HR Coordinator or Service Centre will review
the requisition and route online to the HR Classification Analyst who will assign
the classification
� The requisition is then routed to the HR Recruitment Analyst who will post
the position
� Applications can be reviewed and dispositioned once the minimum number of
posting days has been reached
� Internal candidates will apply through the regular application process and
will be included in the candidate pool along with external candidates
? Step 7: review applicant and develop short list:
It is recommended that all search committee members review all Applicants to ensure
more than one person assesses their qualifications and that individual opinion or
biases are avoided. It is permissible to have at least two committee members review
all Applicants for certain recruitments in which there are extensive applicant
pools to best narrow down the pool. Alternatively, Human Resources may perform this
function. Each committee member may provide comments to each Applicant�s
qualifications as they relate to the minimum requirements of the position. A phone
screen may be conducted to obtain information such as availability, salary
requirements, special position requirements (e.g. ability to perform shift work),
ascertain minimum requirements and other preliminary information to assist the
search committee with their review. It is possible to screen out an applicant due
to information obtained during this initial screening and therefore phone screens
should be properly documented and attended by at least two search committee members
or Human Resources. Upon the search committee�s review of the applicants, the Chair
or Chair�s Associate will review all search committee comments and develop the
short list.
? Step 8: Conduct Interviews:
Once the short list (typically 3-5 identified for interview) is approved by the
Office of Faculty and Staff Affirmative Action, the interview process can begin. It
is important to properly prepare for the interview as this is the opportunity to
evaluate the skills and competencies and validate the information the applicant has
provided in their application and resume. Choose one or two questions from each
minimally required skill and competency to develop your interview questions. Review
the applicant's application or resume and make note of any issues that you need to
follow-up on. The Committee Chair should determine the following:
� Format of the interview and order of questions
� Questions to be asked of all applicants and the weight assigned
� Who is going to ask which questions?
� Whether a work sample should be submitted
� The optimum start date for the position
� Any other details applicants may need about the role that were not noted in
the position description
? Step 9: Reference check:
The Chair (or Hiring Manager) conducts referee checks of the most competitive
candidates (normally only the preferred first candidate) to clarify, confirm or
counterbalance information already obtained from the interview.
? Step 10: External reference check:
A candidate recommended for appointment must provide evidence of their legal right
to work in Australia (Passport or Birth Certificate). Offers of appointment to
international candidates are subject to obtaining a relevant visa to enter and work
in Australia. Where qualifications (or equivalent relevant academic or professional
practice based experience or expertise), professional memberships and
registrations, working with children (vulnerable people in the ACT) check clearance
and teacher registration certificates are requirements of a position, the Chair or
Hiring Manager must sight the original documents and certify copies by signing and
dating them. Qualifications and Evidence of Professional Experience is a
requirement of the Higher Education Standards Framework.
? Step 11: Job offer:
Once the Offer for Recommendation for Approval has been approved the Chair (or
Hiring Manager) contacts the successful candidate to make a formal verbal offer of
appointment. If there is further negotiation of a start date and salary, the Chair
(or Hiring Manager) will need to advise Recruitment Services to prepare an updated
offer of appointment.
Also, the terms and conditions of the offer of appointment must be consistent with
those advertised. Under no circumstances should a person commence working at the
University without a signed and accepted offer of appointment. Recruitment Services
will make a formal on-line offer of appointment to the successful applicant
together with necessary employment documentation.
3. Develop a draft communications plan for an organization using suitable media
and including managers and other staff who need to be informed of new policy and
procedures.
Answer: A Communications Plan is a document that details what you are attempting to
accomplish, who to focus with your interchanges, when you will connect with them,
what message you will intend to get crosswise over and how you will disperse that
message. Effective communication, the giving and getting of data, is the most
imperative thing that must occur in all organizations. It is additionally regular
for communication to be done seriously, bringing about confusion between
associates, staff and clients and in the media.
The steps to develop a communication plan are as follows:
� Choosing goals or objectives: The first step is to set the goals that we
would like the plan to achieve. To get all stakeholders in our business � staff,
partners, etc. engaged in the Communications Plan we need to clearly explain why
the plan exists and what outcomes we are hoping for. There are many objectives we
might view as important, but we should just prioritize and choose the most
important ones. Some objectives are: encourage collaboration, build trust, manage
expectations, enhance employee teamwork, improve product delivery, increase
awareness and educate customers.
� Define our audience: Our audience could be executives and management, staff,
partners, customers, press and media, industry associations and influencers. Once
we have defined our audience, we can segment this audience into levels or sections
for easier dissemination of our communication to ensure we are achieving our
objectives.

Level 1 Level 2 Level 3

Executives Staff Customers
Managers Team leaders Media
Partners Industry
Influencers

� Know the key messages: Our key messages underpin all the information we will
deliver to our audiences. Selecting the key messages will help us share the right
information that is critical for achieving our objectives. To understand the key
messages, we need to be delivering, it is important that we ask the following
questions:
? What issues are most important for our target audience?
? What are some of the frequently asked questions our stakeholders have?
? What does our target audience need to understand?
? What actions should the stakeholders take? Or how should they respond to our
messaging?
� Clarify what needs to be shared: Once we know what we are hoping to achieve
and who we are hoping to achieve that with, we should be clear on the types of
information that need to go to each audience.
? Level 3: Company goals and objectives, company news, product/ service
updates, product training (if applicable), contact details, feedback channel.
? Level 2: Level 3 information plus, internal company news including
financials, product updates, training, initiatives, partnerships and employee or
partner handbook and how to handle feedback.
? Level 1: Level 3 and 2 information plus, progress towards goals and
objectives and key staff roles and responsibilities.
We may also need to clarify the information that should not be shared, even if we
are a highly transparent organisation.
� Communication methods: Communications include all written, spoken, and
electronic interactions so it�s important to be clear on how we are communicating.
We should prioritise up to 4 main methods of communication, encompassing both
written and oral. In communicating with customers, it is best to research and
choose their preferred method of receiving communications.
Written Oral
Printed publications- Newspapers, magazines Reception procedures, hold music,
voice mail
Media relations Video
Meeting and Conference Materials Radio / podcast
Leaflets and flyers Speeches
Newsletters Demonstrations
Website Blog Meetings
SMS Events
Email marketing
Social media platforms
Other online platforms
Sales collateral
Legal and legislative documents
Corporate identity- logo, envelopes, business cards
surveys
Training collateral
Certificates and awards
Annual reports
Signage
Invoices

� Communication tools: Once we know what types of communication we will use, we

then need to choose the tools and resources to deliver those methods. Tools may
include phone system, email hosting provider, file sharing system, CRM Platform
(Customer Relationship Management), project management, team collaboration
software, website CMS, marketing software, email marketing platform, design
software (e.g. Photoshop/ InDesign), office document software, survey software,
training software, finance/ invoice software, video producing software, podcasting
software, online meeting software and social medias.
Nowadays, social media such as Facebook, YouTube, etc. is best tool for
communication.
� Have a clear feedback cycle: Communication is a two-way street so our plan
needs to ensure the simplest and clearest ways of sharing information are covered
and updated. One example of feedback cycle between the customer, and the company is
given below:

� Establish a roll-out and implementation time frame: A clear roll-out plan

will help fulfil expectations of everyone involved. We may have 6 weeks to roll
out the plan, or you may have 6 days. 6 weeks will allow us to do in-depth research
and put together a more comprehensive plan, whereas 6 days might involve more
assumptions and flesh out the key points. A roll-out might look like this:
? kick-off meetings � decide draft goals, audiences, key messages
? research � Stakeholder Interviews, Focus Groups, Surveys
? compile communication plan
? Finalising Meetings � present plan and discuss
? Sign off plan and implement
� Map a budget: We may have existing Operations or Marketing Budgets that
include expenses that can be incurred in a Communications Plan. It is still a good
idea to consider what expenses will occur in the implementation. A certain project
with its own Communications Plan may need its own budget. Some examples of costs to
consider are design costs, development costs, printing costs, media release costs,
software costs (if specific), collateral costs � badges, t-shirts, refreshments
during trainings, staff transport (if applicable)
� Evaluation: It�s important to decide our method for measuring the results of
our plan. Depending on the scope, we may evaluate the plan via a monthly report
detailing work in progress that is shared with all stakeholders. Utilising the
feedback loop is an excellent way of measuring the effectiveness. We can also put
other metrics in place to see how the plan met the original goals and objectives:
? Was the message received?
? Did the recipients take the desired action?
We might consider looking at email open rates, or website page views. If the plan
is targeting media exposure there are various way to measure success in terms of
mentions of our brand.

4. Answer the following questions

i) Describe recruitment and selection methods, including assessment centres.
Answer: Recruitment can be characterized as looking for and acquiring a pool of
potential candidates with the desired learning, abilities and experience to enable
an organization to choose the most proper individuals to fill job vacancies against
characterized position descriptions and specifications. The reason behind the
recruitment procedure is to locate the widest pool of candidates to give the best
chance to choose the best individuals for the required parts in an organization.
Acquiring the best candidates for a part can be a competitive advantage for an
organization while ineffectual recruitment and determination can bring about
tremendous disturbance, decreased profitability, relational difficulties and
intrusions to tasks, customer service and long-term costs.
Once a pool of candidates has been distinguished through the recruitment procedure
the most proper candidate or applicants are recognized through a selection
procedure including however not limited to interviewing, reference checking and
testing. The reason for the selection procedure is to ensure that the best
individual or individuals are appointed to the role or roles utilizing viable,
reasonable and impartial assessment activities. Selection is one of the last stages
in the recruitment and selection process and incorporates different techniques
through which a business settles on a decision of suitable people from the short-
listed group in the recruitment stage, eventually prompting an employment decision.
For progress and adequacy of the recruitment and selection process, an
organization's data assembling and giving procedures should be as precise as
possible. To acquire such exact data, numerous techniques ought to be utilized
giving more accuracy in matching individuals to employments. Following is an
outline of selection methods starting with fundamental procedures.
(a) Selection criteria: This method is a separating tool which involves asking
candidates to formally address selection criteria. Given the time taken to finish
the task, however, it can go about as a hindrance to prospective candidates if
given early. It is subsequently more powerful when candidates attempt it as a major
aspect of interview preparation, with the expanded chance of securing the job
justifying the investment of time.
(b) Peer assessment: This method includes the involvement of a scope of
individuals with various relationship to the candidates in inquiry about reaction
and conduct reasonable for a specific work circumstance or part. This method is
regularly used to anticipate future administrative and leadership achievement. It
determines input which has been tempered for bias and enhances the ability to
anticipate conceivable future limit.
(c) Telephone and video interviews: Assessment of candidates through phone and
video calls is regularly appropriate in situations where the position is probably
going to attract candidates beyond national borders or in far off regions. Usually
used to conduct initial discussions in order to make fundamental assessment of a
candidate�s suitability probably before they show up face to face. Phone and video
meetings may likewise be valuable in the shortlisting decision where there are
countless shortlisted as reasonable.
(d) Structured interviews: This is a well-known method with numerous
organizations depending only on interviews and their results to settle on selection
decisions. It includes the evaluation of abilities, attributes and conduct through
inquiry based on behaviour. Interviews are helpful in the assessment of an
applicant's introduction and relational abilities, and also becoming more
acquainted with them and assessing their culture and social fit to the work zone
and employment determinations. Since it is a two-way commitment process, interview
likewise enable the candidate to get a more detailed overview of the role which
they can use in their own basic leadership in regard to the job opportunity.
(e) Informal meetings: Less formal opportunities for meeting and interacting with
candidate and organized reference checking improves the procurement of further
understanding into conduct and execution of a candidate. These are helpful in
observing a candidate's conduct in a situation which is not so much formal but
rather more casual bringing out traits that may have been restrained or hindered.
This method is best employed in the last phases of the selection process with the
field limited to the last few candidates.
(f) Work simulation exercises: This method involves individual candidates or
groups taking part in exercises that they would be required to undertake as part of
the position. This method is effective in predicting future behaviour. Candidates
are required to complete the task independently or groups are given the opportunity
to interact towards the completion of the task respectively towards an acceptable
outcome. Though it is time consuming and requires more resources than
straightforward techniques such as interviews, this method is particularly useful
as a follow-up and probing subsequent to an interview, or in shortlisting
candidates prior to the conduct of interviews particularly in a case where there
are numerous candidates.
(g) Assessment centres: Assessment centres are traditionally used and are cost
effective in the performance of bulk or large-scale recruitment exercises (when
recruiting large numbers of people). Trained assessors in these centres evaluate
candidates using a range of techniques including the methods outlined above
including written tests, interviews, and individual or group exercises. The
cumulative performance of a candidate in these activities is incorporated into a
final collective decision which informs the employment decision. This method is
typically conducted by trained specialists drawn from several departments and
sectors of the organization as well as external consultants such as psychologists.
The method varies in complexity and can be expensive, and as well is often targeted
at more specialized and senior positions of management in an organization.

ii) Explain the concept of outsourcing.

Answer: Outsourcing is the business practice of hiring a party outside an
organization to perform services and make goods that customarily were performed in-
house by the organization's own representatives and staff. Generally done as a
cost-cutting measure, it can influence employments ranging from client support to
assembling to the back office.
Outsourcing was first perceived as a business procedure in 1989 and turned into a
basic piece of business financial aspects all through the 1990s. The act of
outsourcing is liable to impressive discussion in numerous nations. Those
restricted contend it has caused the loss of residential employments, especially in
the assembling area. Supporters say it makes an incentive for organizations and
organizations to distribute assets where they are best, and that outsourcing keeps
up the idea of free market economies on a worldwide scale.

iii) Describe the purpose of Employee contracts and industrial relations.

Answer: An employment contract details the terms and states of employment, and in
addition the obligations and privileges of employee and employee�s manager. This
document is required by law to be given to employee no later than two months from
the primary day of work, however ideally on the first day with an employer. The
purpose for an employment contract is to guarantee that both employee and employer
have a clear understanding of what is expected during the term of employment. This
document can likewise serve to dispose of any debate which may emerge at a later
date. It additionally encourages employee to comprehend what his rights are under
the law. Both employee and employer are bound to the employment contract until such
time that it closes because of notice given or a change in terms by either party.
The purpose of industrial relations are as follows:
� promote the welfare of the workers and economic prosperity of the nation
� pursue higher productivity to create economic conditions for high employment,
improved living standards, low inflation and international competitiveness and
increasing globalisation through a flexible and fair labour market
� enable wages and conditions of employment to be determined as far as possible
by the agreement of employers and employees at the workplace through enterprise
bargaining
� to provide a safety net of minimum wages and conditions of employment
� to provide a framework for determining wages and conditions of pay according
to job roles performed, in Australia this framework in referred to as Industrial
Awards
� providing a framework of rights and responsibilities for employers and
employees
� ensuring freedom of association, including the rights of employees and
employers to join an organisation (e.g. a union), or not to join an organisation
that provides assistance to the worker.
� enabling an independent statutory body (for example an "Industrial Relations
Commission") to prevent and settle industrial disputes as far as possible by
promoting conciliation between parties, or by arbitration if this fails
� assisting employees to balance their work and family responsibilities
effectively through the development of mutually beneficial work practices with
employers
� respecting and valuing the diversity of the work force by helping to prevent
and eliminate discrimination on the basis of race, colour, sex, sexual preference,
age, physical or mental disability, marital status, family responsibilities,
pregnancy, religion, political opinion, national extraction or social origin; and
� ensure international obligations in relation to labour standards are met

iv) Summarise relevant legislation, regulations, standards and codes of practice

that may affect recruitment, selection and induction.
Answer: The Australian employment law landscape has undergone significant shifts in
recent years, with changes to the nature of work relationships and arrangements as
well as the legislative and regulatory framework. In light of demographic changes
in Australia and government objectives aimed at prolonging workforce participation,
the ability of the employment law framework to respond to the needs of mature age
workers and their employers is crucial. Increased labour force participation by
mature age workers is key to meeting the policy challenges presented by an ageing
population.1 As stated by the Advisory Panel on the Economic Potential of Senior
Australians, the �challenge is to re-shape workplaces� and the employment law
framework to facilitate the ongoing involvement of mature age persons in the
workforce and other productive work.
Legislative framework: Recruitment agencies are required to comply with all
relevant statutory obligations, including in relation to age discrimination under
Commonwealth, state and territory anti-discrimination legislation and the Fair Work
Act 2009 (Cth). Where recruitment agencies discriminate against mature age job
seekers, whether through their own practices or by aiding or permitting an employer
to do so� for example by following an employer�s discriminatory requests or
practices�such agencies may face potential liability under anti-discrimination
law.12 In addition, the general protections provisions under the Fair Work Act
extend protection from discrimination on the basis of age to prospective
employees.13 As a result, recruitment agencies that discriminate against a
prospective employee on the basis of their age are in breach of their obligations
under both anti-discrimination law and the Fair Work Act.
Regulatory framework: While private recruitment agencies operate under contractual
arrangements with individual employers, a number of elements of the regulatory
framework are relevant, including anti-discrimination and industrial relations
legislation, industry codes of practice and state and territory licensing regimes.
Code of conduct: All members of the Recruitment and Consulting Services Association
(RCSA) are bound by its Code for Professional Conduct and associated Disciplinary
and Dispute Resolution Procedures, which are authorised by the Australian
Competition and Consumer Commission. The RCSA Code requires members to observe a
high standard of ethics, probity and professional conduct which requires not simply
compliance with the law; but extends to honesty, equity, integrity, social and
environmental responsibility in all dealings and holds up to disclosure and to
public scrutiny. Similarly, AHRI members are required to comply with a code of
ethics and professional conduct.

v) Explain why terms and conditions of employment are important aspect of

recruitment.
Answer: Terms and conditions of employment are important aspect of recruitment
because of following reasons:
� Written terms conditions help to create certainty as to the agreement
� Terms and conditions help to minimise legal disputes and the chances of you
being taken to court
� It helps you to cover all the important matters and not overlook the things
that are less obvious
� It helps you to enforce your agreement
� It helps you to provide good customer service
� It helps to provide mismatched expectations
� It helps you comply with the law
vi) Explain the relevance of psychometric and skills testing programs to
recruitment.
Answer: Psychometric tests and skills tests are often used in job selection. Both
can be vital tools to help us find the best people for the job. Psychometric
testing refers to the process of measuring a candidate's relevant strengths and
weaknesses. This form of measurement is primarily employed to assess employment
suitability, including company-candidate fit. The aim of psychometric tests is to
gain an accurate bearing of the candidate's cognitive abilities and
personality/behavioural style. This allows recruiters to predict, based on
objective data, which candidates will be most suitable for specific roles.
Psychometric testing is a bimodal process. To increase the validity of the
psychometric testing process, both cognitive and personality tests are used in
order to accurately predict role suitability.
Skills tests assess a candidate�s current level of knowledge, skill or ability in a
specific area, for example mathematical skills or computer software competencies,
to determine whether they can meet the technical requirements of a role. Research
indicates that a significant proportion of candidates lie, embellish or
misrepresent their skills on a resume or in an interview situation. Objective,
standardised skills testing allows us to ensure that a candidate has the core
skills that are critical to the role. This adds more rigour to our recruitment
process and helps us find our best candidates more quickly.

5. A training evaluation form:

Task description Competent Not yet competent

1.
2.
3.
4.
5.
Method of delivery (please circle):
1) Presentation e.g. lecture
2) Workshop e.g. classroom
3) One-one instruction
4) Online interactive
5) Other (please specify)

Rate the training:

Unsatisfactory
Satisfactory
Was sufficient time allowed for session? 1 2 3 4 5
Were there adequate resources? 1 2 3 4 5
Was method of delivery engaging? 1 2 3 4 5
Was instruction clear? 1 2 3 4 5
Was sufficient time allowed for discussion? 1 2 3 4 5
Were supporting documents useful? 1 2 3 4 5

ASSESSMENT TASK 2
1. An HR staffing plan
This Human Resources/Staffing Plan is intended to accomplish the following:
� Establish a clearly defined resource management strategy;
� Establish a clearly defined organizational structure and leadership team;
� Establish clearly defined program and project positions� roles and
responsibilities and their requisite skills and experience levels;
� Establish a clearly defined support staff positions and associated
identification of the personnel; and
� Establish a clearly defined on boarding and attrition/turnover plan.
2. Relevant recruitment and selection policies and procedures
a) Policy purpose: Organization attracts and retains high performing staff to
achieve its strategic goals and who are aligned to the values and ethos of its
Identity and Mission. Organization achieves the alignment of business and staff
utilising principles outlined in the Recruitment and Selection Policy (the Policy).
The Policy simultaneously ensures organization meets all legislative and regulatory
obligations, in the provision of well-managed operations, a culture of excellence
and a workforce mix and profile appropriate to its business needs and
sustainability.
b) Scope of policy: This Policy applies to continuing and fixed-term
appointments of Academic Level A to D and Professional Staff Levels 1 to 9. The
Recruitment and Selection Guidelines (the Guidelines) provide specific advice on
normal practice.
c) Policy statement: Organization appoints high performing staff using a
competitive process underpinned by the principles of merit, equity, and
transparency. In doing so, organization practices ethical, fair and impartial staff
selection procedures, free from conflict of interest, and characterised by
confidentiality and respect for the privacy of an applicant�s personal information.
A Position Description describes the inherent requirements of the position to be
performed. Selection Criteria describe the qualifications, competencies skills,
knowledge and experience, required to perform the inherent requirements of the
position. Selection Criteria therefore form the basis of assessment of an
applicant�s capability to perform the inherent requirements of the position through
the short-listing, interview and referee checking process.
d) Merit: Appointment is based on merit assessed against the Position
Description Selection Criteria. At the point of short-listing, the Selection
Committee must be satisfied that applicants are capable of performing the inherent
requirements of the position through a comparative assessment of each applicant
against the selection criteria.
e) Equity: All University staff involved in the recruitment and selection
process are expected to practice the principles of equal opportunity and anti-
discrimination which is consistent with the essential characteristics of the
organization�s mission and concern for social justice and equity. All Selection
Committees must have at least one representative of each gender. Human Resources
may nominate an observer to any organization recruitment and selection process.
f) Confidentiality: The confidentiality of the staff selection process must be
maintained under all circumstances. Applications and referee reports must be
stored securely and details of applications, interviews or any other aspect of the
selection process should not be discussed outside of the Selection Committee.
Breaches of confidentiality and their impact on organization and individuals are
regarded as serious matters. Application and personal information collected from
applicants for advertised positions must only be used to complete the recruitment
and selection process.
g) Conflict of interest: A person who has or has had a close personal
relationship with an applicant, or who has had any other non-work-related interest
shall not take part in any aspect of the selection process as it could lead to a
potential or actual conflict of interest. In these circumstances, a person must
decline an invitation or nomination to join a Selection Committee. Conflicts of
interest may arise in situations where a person's private arrangements, benefits,
interests (whether pecuniary or otherwise), personal circumstances or personal or
family relationships could, or could be perceived to impinge on a person's ability
to act impartially. If such a situation becomes apparent after applications are
received, the selection committee member must notify the Chair and withdraw from
the process at the earliest possible stage. The Chair shall seek a replacement
from the same category of membership.
h) Appeals: Any appeals in relation to the recruitment and selection process
will be addressed in accordance with the Staff Appeals Policy.
i) Approvals: The approval authorities for the recruitment and appointment of
staff are documented in the organization�s Delegations of Authority Policy and
Register as approved by Senate. All continuing positions and fixed term positions
greater than two years duration shall normally be advertised externally except as
defined in the accompanying Guidelines.
Organization reserves the right to make no appointment to positions which have been
advertised, to invite persons to apply for advertised positions, to appoint by
invitation or to make a direct appointment to a position without recourse to
advertisement in order to meet the organization�s business requirements and needs.
j) Review: From time to time organization may make changes to this Policy and
relevant Guidelines to improve the effectiveness of its operation.
3. Job descriptions:
The job description is a critical document for every position. A good job
description performs a number of important functions:
� It describes the skills and competencies that are needed to perform the role;
� It defines where the job fits within the overall company hierarchy;
� It is used as the basis for the employment contract; and
� It is a valuable performance management tool.
The way to write a job description that is clear, concise and accurately define
role are as follows:
a) Job title: The first fundamental element of the job description is the job
title. A good job title will have the following qualities:
� It accurately reflects the nature of the job and the duties being performed
� It reflects its ranking order with other jobs in the company
� It does not exaggerate the importance of the role
� It is free of gender or age implications
� It is generic enough that it can be compared to similar jobs in the industry
for the purposes of equity in pay and conditions
� It is self-explanatory for recruitment purposes (in most online job searches,
the job title is the main keyword searched).
An example of a good job title is �Parking Inspector�. An example of a bad job
title for the same position would be �Council Enforcement Officer�. This title
gives you no indication of what is being enforced. In this case, the word �parking�
would be a mandatory requirement in the job title.
b) Duties: The job description should contain a list of the duties and
responsibilities associated with the role, along with the amount of time expected
to be dedicated to each task. This should be represented as a percentage (i.e.
filing 20%, data entry 40% etc.). Descriptions of duties should be no more than two
or three sentences in length and should be outcome-based, containing an action, an
object and a purpose (e.g. �compiles monthly reports to allow monitoring of the
department�s budget�). The list of duties and responsibilities will vary in length,
but as a rule, should be as short as possible, otherwise the document becomes an
operational manual rather than a job description. Roles in smaller companies (e.g.
office manager) may have more tasks associated with them, due to their �all-
rounder� nature, but you should still aim to keep your list to around fifteen tasks
and preferably less.
c) Skills and competencies: Skills and competencies should be listed separately
from each other, as they are two quite separate things. Skills are activities the
candidate can perform based on what they have learned in the past, or from
qualifications they have obtained. Competencies are the traits or attributes you
expect the candidate to display in the role. An example of a skill is the ability
to give effective presentations. It is a skill that can be learned through study
and practice. An example of a competency, on the other hand, is strong
communication, which is an innate characteristic displayed by a person. The modern
trend towards competency-based job descriptions means extra weight is given to
behavioural competencies such as leadership, teamwork, flexibility, communication
and initiative.
d) Relationships: It is important to include reporting lines and working
relationships in your job description. Reporting lines clarify the responsibilities
of the position by showing who the candidate reports to and who reports to them.
This is important, not only in relation to compliance issues, but also to give the
candidate an insight into the hierarchical structure of the organisation and how
their position fits into it. Working relationships are the people and departments
the position requires the candidate to work closely with. It is a good idea to give
an indication of the size of such departments and the extent of interaction. An
organisational chart is a good way to represent relationships in a job description,
with vertical lines between boxes demonstrating reporting lines and horizontal
lines showing working relationships.
e) Salary: Rather than assigning a particular salary to the position, work out a
salary range to include in the job description that is competitive with similar
positions in other organisations and allows for variations in education and
experience. Obviously, this would need to be updated from time to time, in line
with changing pay scales.

4. Evidence of consultation:

5. An action plan for carrying out the recruitment and induction process:
The aim of recruitment is to ensure people with the best possible fit with
Expertise, Knowledge, Skills and Ability in the market are attracted to the
organization and the role in question, and encourage them to make application for
the role. Planning the recruitment, selection and appointment activity in advance
will support an appropriate, thorough, and timely activity for organization,
organization�s employment reputation, and importantly the new employee.
? Conducting a �job brief� with HR/recruitment professional: Adequate planning
in relation to all matters relating to recruitment and selection will help to
ensure that the recruitment process occurs in an efficient manner. This has
advantages for both potential applicants and the relevant work area. One in
particular, is being mindful through the planning process that the best way to
recruit and select the best applicants for a role may be different for each role.
The purpose of the Job Brief is to devise recruitment and selection activities
specific to the role in question. The Job Brief intends to help identify potential
sources of applicants, the likelihood of national or international recruitment, and
consideration in advance of the logistical and financial planning for the selection
exercise and if relevant, the relocation of the successful applicant. Conducting a
Job Brief helps you to not restrict the potential pool of applicants by narrow or
traditional approaches to recruitment. It allows you to think ahead and devise the
best format for recruitment and selection, including advertising and sourcing
means, selection methodologies, the interview structure, how you will communicate
with the applicants, etc., and plan in advance the timeframes and logistical needs
for all of the activities.
? The selection committee:
I. Role of selection committee chairperson: One member of the Selection
Committee should be identified to act as Chairperson and assume responsibility for
the effective operation of the selection exercise. At the completion of the
Recruitment and Selection exercise, the Chairperson is responsible for obtaining
authority for an appointment, and to ensure relevant material is provided to the
Human Resources Consultant to enable an employment contract to be prepared for the
successful applicant. The Chairperson is required to keep all selection related
documentation and information for a minimum of three years.
II. Role of the selection committee: The core role of the Selection Committee is
to assess an applicant against the Key Selection Criteria for a role, and to make a
recommendation to the HR Delegate for appointment. They do this through a variety
of selection techniques specifically chosen for their appropriateness to assess
against the Position Key Selection Criteria. After each selection technique,
particularly the interview, the selection committee members will discuss and rate
the applicant�s responses relevant to the selection criteria. This rating could be
through a variety of ways � numbered ratings, yes/no similar to shortlisting within
eRecruit or Competitive/Not as competitive, whichever you use the weighting
allocations should be consistently used against each criterion. It is important at
this stage to write notes about why someone is unsuccessful. This can be very
helpful should an internal applicant ask for feedback. Each member of the Selection
Committee must assess each applicant for all selection techniques undertaken.
III. Composition of the selection committee: The Selection Committee must, where
possible, be diversity inclusive. Consider the composition of the committee in
terms of representing the applicant pool, for example you will likely always have
male/female and diversity in ages within the applicant pool so the Committee must
be represented accordingly. Areas of consideration are gender, race, age, level of
position and campus. Where Aboriginal Australians and Torres Strait Islanders are
likely to be applicants for a position, it is desirable to have at least one member
of the Selection Committee who is an Australian Aboriginal and/or Torres Strait
Islander or has knowledge of Australian Aboriginal and Torres Strait Islanders
culture. Additionally, the Human Resources Consultant can provide advice on any
special arrangements needed for applicants with disabilities or special needs.
IV. Changes to selection committees: Except in exceptional circumstances, the
membership of the Selection Committee should not be changed after the initial
short-list. If a replacement for a member who was involved in the short-listing
process is required, this member must be given the opportunity to review all
applications and may propose the addition of any applicants to the short-list for
consideration. Inclusion of such applicants should be at the discretion of the
Chairperson. A Selection Committee member who is not able to attend all interviews
is ineligible to contribute to the recommendation for the appointment of any
applicant.
V. Confidentiality: A Selection Committee will maintain confidentiality during
and after the selection process and will not share information privy to him/her as
a selection committee member, unless required by HR to assist in providing support
and advice within the Recruitment process.
VI. Conflict of interest: A Selection Committee should avoid conflict of interest
during the selection process. A conflict of interest within the Selection process
occurs when the selection committee member�s ability to fairly assess and select
candidates in an unbiased manner is potentially compromised. This may be where the
candidate is known to the panel member either through professional or personal
networks or affiliations. All members of the Selection Committee must identify any
conflict or potential conflict of interest to the chair of the Selection Committee
who will then consider whether the circumstances are likely to influence the
selection decision and determine appropriate action. The Chairperson will consider
if any further action is required, in consultation with their HR Professional.
Further action may include the selection committee member stepping down from the
committee where the conflict of interest may preclude him/her from making an
objective assessment.
VII. Selection committee training: It is recommended that the Chairperson of the
Selection Committee approach their Human Resources Consultant for coaching before
commencing the recruitment and selection activity. Other selection committee
members can also request coaching from their Human Resources Consultant. In the
future, it is intended that there be Selection Committee training for all
Chairpersons and where possible all selection committee members. Future development
of self-paced training and formal training will be developed for selection
committee members.
? International recruitment: Should you be intending on sourcing international
applicants, there are a number of considerations, including:
I. Logistics of the recruitment and selection process
II. Visa requirements, visa processing and visa processing timeframes if
applicant is successful
III. International relocation arrangements and costs
IV. Human Resources can engage a registered Migration Agent to liaise with the
Department of Immigration and Citizenship to process visa sponsorships on behalf of
organization.

6. Evidence of training
� checklists
� recorded notes
� follow-up conversations with trainees
� observation, e.g. direct, indirect
� online completed tests and forms
� review and appraisal
� surveys and polls � hard copy and electronic
� official forms, e.g. logging, evaluation
� oral/written feedback.

7. Evidence of advertising
A variety of methods are used to attract applicants and to specific roles. The
approach is dependent on a variety of factors, including the scarcity or abundance
of suitable applicants in the market, the location of the likely applicants, and
the likelihood of them being passive or active applicants.
? Advertising and sourcing: General and targeted marketing campaigns are
coordinated by the Recruitment team throughout the year to ensure organization�s
employment brand is attractive and well-known in the applicant market. In order to
increase the applicant pool for positions at organization, a variety of mediums are
available to engage and encourage applicants to make application for roles at
organization. The Recruitment team collect and review information to advise
managers in relation to the cost-benefit of advertising and sourcing; to better
understand particular advertising and sourcing avenues and the likelihood of
sourcing and attracting suitable applicants from the different mediums. To provide
career advancement for employees, the organization encourages positions to be
advertised internally in the first instance. All continuing positions and fixed-
term positions greater than 12 months, at HEWL 2-5 will normally be internally
advertised for a period of at least 7 days. Where a position is a possible
redeployment opportunity this clause may not apply until the redeployment process
is complete.
? Placing advertisement: The Human Resources Directorate also coordinates the
placement of all internal and external recruitment advertisements and is available
to provide advice in relation to recruitment matters. All jobs will be
automatically loaded to organization�s website. Generally, an advertisement will
include the remuneration value of the role, however in some circumstances, it may
be acceptable to exclude the role level and remuneration value, in order to create
a larger application pool but this information would need to be communicated
transparently and clearly within the selection process. Selection Techniques should
already have been decided when placing the advertisement, this will allow you to
notify applicants using eRecruit what is required to apply for the position.
Depending on your Job Brief a standard application process could include a Resume
and Cover Letter, but additional requests could be included.
? Sourcing/advertising mediums: The best medium to use is relevant to the
applicants you are wishing to attract to the role. Consider where applicants are
likely to be looking for positions and if they are passive applicants what circles
of influence or what professional papers, websites and /or forums do they access.
We could use a variety of the following mediums:
I. Print media
� Regional and Metropolitan Newspapers
� Professional Journals
II. Online media
� Online Job Board (such as Seek.com) and sourcing avenues (such as LinkedIn,
Twitter, Facebook)
� Higher Education Specific Job Boards (such as Research Jobs, Education Jobs
and Health Services Jobs)
III. Other media
� Targeted mediums for diversity groups, including Aboriginal Australians and
Torres Strait Islanders applicants
� Radio advertising
� Career Fairs / Days
IV. Professional networks
� Sharing job opportunities via professional networks, such as emailing the
advertisement information to professional colleagues, or via professional network
groups.

8. Evidence of conducting recruitment and selection

� promotions
� transfers from other departments
� vacancy bulletins, ads on intranet
� human resource database
� employee/employer referrals
� former staff members
� positions merger.
� promotions
� transfers from other departments
� vacancy bulletins, ads on intranet
� human resource database
� employee/employer referrals
� former staff members
� positions merger.
ASSESSMENT TASK 3

1. Induction guidelines drafts: original and later drafts refined after feedback
on performance.
A policy or process that works today may not meet the organisational objectives of
the next twelve months. The business world and the legislation that it works within
are in a constant state of change. Review and revision of processes is an ongoing
task that should be documented in organisational policies and procedures. When
creating policies, we will therefore need to include a method of evaluation.
The starting point for an evaluation is receiving input from everyone who has a
stake in the objectives of the induction process.
Obtain feedback from these stakeholders:
� Inductees
� Supervisors
� Workers
� Administration staff
� Managers
� Human resources personnel
� Trainers
� Health and safety personnel

Our organisation�s induction policy and procedures should meet the requirements of
the organisation�s strategic policies and objectives as well as specific
legislation requirements. As part of the procedure, we should have developed forms
and checklists to assist the staff involved to progress through the procedure in an
orderly, logical manner. The forms will ensure that the new employee is supplied
the information and they need to carry out the tasks required in the role.
All of these measures are only effective if they are followed.
I. Provide leadership: Motivating the staff to ensure that processes are
followed is one of the skills that a manager needs. Communicating with our staff is
very important. If they understand the value that a correctly conducted induction
has to the operation of the organisation they are more likely to ensure it is
completed. A simple yet very effective motivator for your staff is to let them know
that their efforts are appreciated. Additional incentives or punitive measures may
be applied depending on your organisation�s culture and our own management style.
The incentive-based approach is always the best. Good leadership skills and
communication skills go hand in hand. Ensuring that staff understand the strategic
outcomes and outlining the priorities will help to focus them on the task.
Leadership is more than just communication; a good leader needs to be decisive,
give direction but allow their staff room to do their job. A common model is the
functional leadership model, where a balance between the task, the individual, and
the group (or organisation) is required to meet the overall objectives effectively.
Too much time spent on any one of the dimensions reduces the effectiveness of our
leadership.
II. Meet induction requirements: The induction checklist should include
information that will allow you and others to know that the induction process is
being followed correctly. The form will also be useful for an analysis of the
process if the new staff member has difficulties in their first few weeks. For
example, it may mean that there was not sufficient time given to the induction; the
person who gave the induction was not trained appropriately in the first place; or
the information was too brief. By developing a comprehensive form, the organisation
will have a record of the training completed by each person. To make the checklist
a legitimate record of the process it should also include the requirement to sign
and date as each part of the training is completed.

2. Evidence of providing training or other development support for inductees.

The induction of new staff into an organisation is more than a basic presentation
on its history and a tour of the facilities. There are a number of requirements to
ensure that the new employee is aware of the legal obligations entailed in their
position and administration details that need to be covered. The induction process
will only be as efficient or effective as the people involved in conducting it. In
some organisations, the induction may be carried out by one person; in large
organisations, it may be conducted by a range of people who provide information in
their area of expertise. It may be your job to make sure everyone is up to date
with current legislation and workplace practices and is comfortable with their
induction responsibilities. While induction processes are often well prepared and
implemented for full-time staff, make sure the same integrity and efficiency
applies to part-time, temporary and casual staff as well as volunteers.

3. Evidence of providing feedback, such as emails or organizational reports.

Feedback can be of a positive or negative nature. We generally don�t like giving
negative feedback because it may be construed as being nasty or insulting. Also, we
find difficulty in receiving and handling negative feedback because of the possible
effects upon our self-esteem. Either way positive or negative feedback is part of
the job. Some of the situations in which it may be appropriate to provide feedback
are to correct mistakes, to recognise a person�s accomplishments and to offer
encouragement and support. Regardless of whether we need to give positive or
negative feedback, certain basic rules need to be considered when constructing and
giving feedback.
� Specifically describe the problem you have observed
� Focus on the problem not the employee
� Indicate why it is a concern i.e. implications on the department
� Discuss the causes of the problem - find out the whole story
� Ask for the employee�s help in solving the problem. Identify and write
possible solutions
� Decide on specific action to be taken - by you and the employee
� Agree on a specific follow-up date

4. Evidence of gathering feedback for the purpose of monitoring the performance

of the induction program, such as organisational reporting.
Ask for feedback from new inductees during and immediately after the induction
process to measure their perception of how relevant and effective the induction was
to them. They should be surveyed again after they have been in the workplace for
approximately a month to assess the relevance of the induction to the workplace.
Trainers should be asked to complete an evaluation after they have completed
delivering the sessions. Their focus should be on the relevance and currency of the
material, particularly legislation and how well they believed the information was
received by the new employee. A month after the induction, managers, supervisors
and workers should be surveyed. The focus for these personnel is on how well the
induction prepared the employee for the workplace. In addition, you should survey
administration staff, human resources and health and safety personnel approximately
a month after the induction to measure how well the inductee has been trained in
those areas.
Methods of obtaining feedback:
Regardless of the method we use to obtain feedback, questions will need to be
developed that will provide you with the information we want. Our questions need to
be concise and easy to understand. Keep the language simple and terminology to a
minimum. A popular form of evaluation uses statements instead of questions and the
respondent is asked to indicate on a scale the extent to which they agree or
disagree. Space for the respondent to add any comments will allow them to expand on
their response if they wish. The advantage of this type of questioning is that
statements are usually less likely to be ambiguous.