Manage Selection And Induction Process: Case Study
BSBHRM506A – Manage recruitment, selection and induction processes
Name
Larissa-jay hardy
Email address rissajay@hotmail.co.uk BSBHRM506A Case Study
Please read through the following situation, then prepare a comprehensive report (minimum 600 words, approximately 2 pages) to the Director of HR services of the organisation.
Where possible, quote relevant legislation and risks for any organisation that does not have a Recruitment, Selection and Induction policy in place. Also consider different templates and resources available from your own research which could be referenced in your report.
There are currently no induction policy or procedures in place within this organisation. The HR Director is new and not sure of what the value of such …show more content…
a policy (and procedures) would be. You have been asked to advise, so please assume any additional information which you may require, and identify current risks for this organisation.
Situation
A large convenience store employs over 85 employees. Some employees are long-term, but they are always advertising for cashiers, or counter staff, or deli assistants in part-time positions. The store offers a large range of services, and is increasing its market share and business. Errors and mistakes have previously been made by new staff, who have told customers that they either did not know, or were never told how to complete some jobs.
This store has been operating for over 25 years and has a good reputation for providing high-quality services, although complaints are frequently made about newer staff giving out incorrect information about products.
However, the store has a plan to extend its premises and wants to build on its current reputation of excellence in service. Employees have observed some inappropriate behaviours, when newer and younger staff are dealing with customers.
After meeting with some of the long-term employees, their comments include:
• ‘The younger ones don’t seem to know what to do.’
• ‘Newer staff are not told the basics of different jobs.’
• ‘Some newer employees should never have been appointed, they were the wrong people for the wrong job!’
• ‘We have lost new employees, who were overwhelmed with the volume of work they had to do.’
• ‘Some of them, who have left, didn’t know lifting was going to be involved, and some of the loads are heavy!’
The HR Director is keen to make any changes required, but wants to know that those changes reflect input from all staff and customers. Where information is not available, please make your own assumptions and research relevant legislation and available templates.
Writing a Case Study
A Case Study is designed for you to demonstrate your skills in reading, accurately interpreting and providing workable responses and strategies.
Check that your response provides:
1) introduction
2) key facts and information which is relevant, and
3) recommendations/actions as the final paragraph.
Also ensure appropriate use of headings and formats to reflect a professional presentation.
You can download the Case Study Template from eCampus, in the same area where this document is located.
Note: Please use this template as a guide only; you are required to design and prepare your own report format.
Title of Report:
RECRUITMENT, SELECTION AND INDUCTION POLICYS
Officer who has prepared report LARISSA-JAY HARDY
Date:
06/05/2015
Purpose of the report ADVISING ON LEGISLATION AND RISKS FOR ORGANISATIONS THAT DO NOT HAVE A RECRUITMENT, SELECTION AND INDUCTION POLICYS IN PLACE.
INTRODUCTION/OVERVIEW
A large convenience store employs over 85 employees. Some employees are long-term, but they are always advertising for cashiers, or counter staff, or deli assistants in part-time positions. The store offers a large range of services, and is increasing its market share and business. Errors and mistakes have previously been made by new staff, who have told customers that they either did not know, or were never told how to complete some jobs.
This store has been operating for over 25 years and has a good reputation for providing high-quality services, although complaints are frequently made about newer staff giving out incorrect information about products.
However, the store has a plan to extend its premises and wants to build on its current reputation of excellence in service. Employees have observed some inappropriate behaviours, when newer and younger staff are dealing with customers.
There are currently no induction policy or procedures in place within this organisation.
The HR Director is new and not sure of what the value of such a policy (and procedures) would be, however is keen to make any changes required.
WHY IT IS IMPORTANT FOR ORGANISATIONS TO HAVE A RECRUITMENT, SELECTION AND INDUCTION POLICIES IN PLACE
So people working in an organisation can have a framework for actions that help them get on with the job they need to do. So people in the organisation don’t have to keep on discussing the same issues every time they arise – one well thought out decision can be applied to many similar cases for efficiency. Reduces the organisational risk through mandating compliance. So legal and other requirements can be met and as a quality improvement tool.
Effective recruitment procedures for any role can be a competitive advantage for an organisation. Ineffective recruitment and selection procedures can result in increased costs, time wasted, disruptions to current operations, reduced productivity and potential interpersonal difficulties which can negatively impact on the success of the …show more content…
business.
Effective recruitment and selection, within any organisation, is a very important part of a manager’s role and responsibility. Any outcomes will determine and contribute to the level of success for an organisation. Recruitment and selection, of any employee, requires a specific set of skills, knowledge and attributes.
Organisations and managers are required to demonstrate competencies in recruitment, selection and induction. This will enable them to:
• Professionally prepare and manage corporate recruitment and selection
• plan and prepare for selecting candidates, according to available corporate specifications
• identify strategies to attract the right candidates, in line with corporate policy
• Effectively select, determine and record processes undertaken
• recognise HR processes for ‘making an offer’
• enable provision of feedback to unsuccessful candidates
• evaluate processes and, where required, provide recommendations or suggestions for improving these, within the organisation.
Matching people and positions:
Matching people with positions requires a great deal of thought and consideration. Everyone involved with recruitment and selection needs to understand what the organisation is looking for and ensure that this is acknowledged, throughout the process. This can be achieved through the use of up-to-date job descriptions, and breakdowns of requirements and criteria.
A recruitment, selection and induction policy, clearly stated and accessible by all personnel, is more likely to ensure correct procedures are followed. The policy should include references to the need for reviewing and understanding of both the person and position specifications.
CURRENT RISKS FOR YOUR BUSINESS WITHOUT RECRUITMENT, SELECTION AND INDUCTION POLICIES
Where relevant staff training on Health and safety procedures has not been implemented, will increase the risk for both your employers and employees and can be subject to penalties for serious
breaches.
Without a recruitment, selection and induction policy in place the company is at risk of not adhering to legal requirements for selecting staff, including anti-discrimination, access and equity and privacy and confidentiality. It can also can result in increased costs, time wasted, and disruptions to current operations, reduced productivity and potential interpersonal difficulties which can negatively impact on the success of the business, and a high turnover of staff.
Engaging a person, with no experience of management or the industry for a supervisor’s role; this can lead to serious consequences for both employer and employees
Engaging an individual, who does not have the empathy or people skills within a service industry; this can lead to loss of business and increased risks for customers and employers
Appointing any employee to operate plant or equipment, for which they have no licence; this is a significant risk for employers and all employees.
There is a direct correlation between induction (or the lack of) and early employee turnover. Turnover in the early stages of employment is costly to the employer because of the following reasons:
•Cost of recruitment – initial advertising expenditure and recruitment costs will not have been recouped and will be doubled by having to repeat the process.
•Loss of return on investment – if an employee leaves within the first three months of employment, the company will receive little, if any, return on investment for the training and resources provided.
•Loss of productivity – duties/priorities of other employees will need to be reorganised to cover the duties of early leavers.
•Cost of temporary replacement – temporary staff may be hired to fill the gap, bearing an additional cost to the company. Temporary staff will need to undergo initial training and, depending on the nature of the work, may be unable to work on long-term projects, thus affecting productivity further.
What is the cost of a poor recruitment and selection process?
A poor recruitment and selection process increases the probability of a poor hire and this can have a significant impact on the organisation financially and non-financially.
The financial cost of hiring a poor recruit extends beyond the costs involved in appointing the person. It also extends to the ongoing salary costs of the person and, where a probation period is not managed efficiently or where a position turns out to be quite different to the position that was advertised, legal costs.
A poor recruitment decision can also have a demoralising effect on staff as their roles may be affected while time, money and effort are spent bringing the recruit up to standard, impacting the motivation to carry out their own roles and possibly the productivity of the organisation.
LEGISLATION’S THAT NEED TO BE CONSISDERED
Legislative requirements; some employment-related laws include a requirement for a policy to be in place, to meet certain specifications. For example, Work Health and Safety Act (WHS Act) requires specific actions and records to be maintained by employers. Not having such a policy constitutes an offence, under WHS statutes.
Your policy will also need to include the legal requirements for selecting staff, including anti-discrimination, access and equity and privacy and confidentiality. Measures will need to be in place to ensure that state and federal laws are complied with. For example, if an applicant perceives that you have discriminated against them in some way, your policies should describe how the human resource department will manage strategies such as mediation and court action. Clear policies will lessen the impact, which could include the cost of legal representation, time for personnel being away from the workplace and time spent resolving the dispute.
Staff Recruitment
1. Policy & Processes for recruitment of staff
2. Equal Employment Opportunity/Workplace Harassment Policies
3. Anti-Discrimination Laws:
Federal Racial discrimination Act 1975
Federal Sex Discrimination Act 1984
Federal Disability Discrimination Act 1992
Relevant State legislation
There are 4 main steps to ensuring compliance with legislation, policy, procedure and/or guidelines
* Ensuring that employees comply with legislation, policy, procedures and guidelines, requires consultation between the responsible officer and staff so that staff is made aware of and understand the policies.
* Employees should be made fully aware of the processes with regards to the recruitment process.
* Instructions must be publicised and provided to all existing and new employees with an explanation as to how staff can comply. The information can also be reiterated and discussed with staff regularly at staff meetings to ensure they remain relevant to staff.
* Copies of policies should also be easily accessible and kept in folders in a central location or staff areas, in staff manuals and available on a shared registry electronically.
Recruitment and selection practices are subject to legislation and legal requirements, mostly concerned with discrimination and equal opportunities.
INDUCTION POLICY
The induction of a new employee is important for legal reasons because it provides an opportunity for an employer to make clear to a new employee the standard of performance and behaviour expected of them at the workplace. It is also important for the morale of new employees.
Induction policy documents will state the key requirements and processes for new employees. Inductions are intended to introduce new employees into a system, or work environment. Enabling new employees to identify their key roles, responsibilities and team members they are working with, should enable them to settle and quickly familiarise themselves with protocols and the work environment.
Once the new employee is appointed, a comprehensive induction program should be presented. The intention of any induction program should be to:
• familiarise the new employee with the location and work environment
• introduce them to their colleagues and people who will support them
• confirm roles and responsibilities
• familiarise themselves with work culture
• secure access to tools and equipment, required to undertake work
• know who the manager is, and agreed communications for engagement
• allow the employee to efficiently and effectively perform the job agreed to, as soon as possible.
Induction is an important aspect of orientation, encouragement, acceptance and validation for agreeing to and undertaking a new role.
Recruitment, selection and induction require a significant investment of money, time, labour, resources and levels of support. To demonstrate any return on investment (ROI) to the organisation, inductions are basically intended to enable the employee to be effectively and efficiently operating, in a healthy and safe way, in the shortest time possible.
There are numerous corporate issues of context, rules and protocols to absorb, be aware of and comply with. Induction is a process of introduction, in the most supportive methods possible.
HR is usually held responsible for regular reviews and monitoring of HR policies and procedures, to ensure they meet legal requirements. Feedback and ongoing support from managers will also support and enable effective policies to be in place.
Implementation
have a professionally written induction plan in the form of a checklist which highlights clearly all that a new employee needs to know: starting from the introduction to the corporate vision, mission, values, structure and rules and regulations, to departments and teams he/ she will be interacting with to all various aspects of the new job and finally a timetable for the induction period. Make sure the list also specifies who will be the responsible “mentor” for different items on the checklist – so that both the new employee and the mentor can track learning and progress throughout the timeframe allotted for the induction. Most importantly, get your induction template officially approved and pushed by Management (you can always tweak it to suit different joiners), in order that the process is treated with diligence by all current and new staff.
RELEVANT RECOURCES THAT WILL BE HELPFUL DURING THIS PROCESS
Here is a list of relevant resources Templates to assist in planning your recruitment selection process:
A planning template is available to record actions, and timeframes.
An assessment plan template provides guidance on planning recruitment and selection techniques that will be used to capture necessary information to underpin an informed and appropriate decision
Workforce planning and development plan – to determine forecasted and future needs for the company.
A position description template Job analysis helps to identify the key selection criteria and inform the position description, which are both key aspects in attracting suitable candidates. A poor job analysis is likely to adversely affect the quality of outcomes, irrespective of how well the rest of the selection process is executed.
Reference check templates are available to record the questions posed and responses made must be made and archived, as evidence of the process undertaken.
Consider the use of a criteria matrix, which could be completed by any personnel engaged and appointed to assist in the selection procedure.
A recruitment advisory form is the initial indication or advice to HR that a position is available
Process schedule template is a typical schedule which would be designed and prepared, prior to advertising any position by HR. It would normally be approved by the officer requiring recruitment.
An overview of position template, for reference by interviewing panel members
A checklist for preparing for recruitment, selection and inductions Prior to any consideration or assessment of an individual, the person specification should be considered, in line with the job description
A person specification form
Some organisations use an internal check-listing template, to work out who is compliant and who is not.
A template that allows you to record individual applicant scores to rate each assessment and then combine all ratings for each assessment activity for each applicant throughout the recruitment and selection process to provide the basis for a decision
Short-listing form is used to reduce the number of applicants for a vacant position into a smaller, more manageable pool. Using a standard application form allows for an equitable short-listing of applicants (i.e. comparison of applicants is based on content of their application). The use of a standard application form provides a more transparent and objective approach to recruitment than traditional résumé screening as it reduces the risk of assessing applicants on non-job relevant criteria e.g. résumé style/presentation.
Job offer, a job offer is an invitation for a potential employee to become an employee in an organisation. The job offer contains the details of the employment offer
An Induction Compliance Checklist which will be completed filed in the staff member’s personal file. Induction Forms:
Corporate Induction Checklist
Local Induction Checklist
OHS Induction Checklist
RECOMMENDATIONS/ACTIONS
In conclusion I recommend identifying the current risks for non-compliance, such as policies for EEO, recruitment and selection and induction. Each of these could be developed in-house. They all must be shared with all staff this will lessen the risk of inappropriate appointments whilst confirm roles and responsibilities to be undertaken by all staff.
An induction policy should be introduced to determine the minimal areas or requirements to be shared, or provided to a new employee. The policy document should clearly determine key areas to be covered, within the induction procedures to be followed.
When starting the recruitment process I suggest the business should look at the current business needs and look at its business goals to achieve business growth. The initial recruitment process should involve an analysis of what level of staff support you will need, the hours required (e.g. part time, casual, contractor, full time, trainees etc.), tasks to be performed in this role, is it within the budget, being clear and organised of what you want out of this recruitment process, developing a position description including a bit background about your business and the correct avenues of advertising the position. Your recruitment policy needs to be introduced to ensure effective recruitment and should apply to all employees. A clear policy will also ensure your practice is fair, efficient and transparent. The policy should take into account current employment legislation and should be development and implemented in conjunction with an Equal Opportunities Policy.
A selection policy should be introduced to ensure that the best person or people are appointed to the role or roles using effective, fair and equitable assessment activities. The selection process should be done by matching the best applicant to the profiled job description, this will place people into jobs so that your organisation can meet their strategic and operational goals.
I suggest the use of Templates, checklists and organisational charts as they will be helpful throughout the recruitment, selection and induction process; refer to section: RELEVANT RECOURCES THAT WILL BE HELPFUL DURING THIS PROCESS.
Name
Larissa-jay hardy
Email address rissajay@hotmail.co.uk BSBHRM506A Case Study
Please read through the following situation, then prepare a comprehensive report (minimum 600 words, approximately 2 pages) to the Director of HR services of the organisation.
Where possible, quote relevant legislation and risks for any organisation that does not have a Recruitment, Selection and Induction policy in place. Also consider different templates and resources available from your own research which could be referenced in your report.
There are currently no induction policy or procedures in place within this organisation. The HR Director is new and not sure of what the value of such …show more content…
a policy (and procedures) would be. You have been asked to advise, so please assume any additional information which you may require, and identify current risks for this organisation.
Situation
A large convenience store employs over 85 employees. Some employees are long-term, but they are always advertising for cashiers, or counter staff, or deli assistants in part-time positions. The store offers a large range of services, and is increasing its market share and business. Errors and mistakes have previously been made by new staff, who have told customers that they either did not know, or were never told how to complete some jobs.
This store has been operating for over 25 years and has a good reputation for providing high-quality services, although complaints are frequently made about newer staff giving out incorrect information about products.
However, the store has a plan to extend its premises and wants to build on its current reputation of excellence in service. Employees have observed some inappropriate behaviours, when newer and younger staff are dealing with customers.
After meeting with some of the long-term employees, their comments include:
• ‘The younger ones don’t seem to know what to do.’
• ‘Newer staff are not told the basics of different jobs.’
• ‘Some newer employees should never have been appointed, they were the wrong people for the wrong job!’
• ‘We have lost new employees, who were overwhelmed with the volume of work they had to do.’
• ‘Some of them, who have left, didn’t know lifting was going to be involved, and some of the loads are heavy!’
The HR Director is keen to make any changes required, but wants to know that those changes reflect input from all staff and customers. Where information is not available, please make your own assumptions and research relevant legislation and available templates.
Writing a Case Study
A Case Study is designed for you to demonstrate your skills in reading, accurately interpreting and providing workable responses and strategies.
Check that your response provides:
1) introduction
2) key facts and information which is relevant, and
3) recommendations/actions as the final paragraph.
Also ensure appropriate use of headings and formats to reflect a professional presentation.
You can download the Case Study Template from eCampus, in the same area where this document is located.
Note: Please use this template as a guide only; you are required to design and prepare your own report format.
Title of Report:
RECRUITMENT, SELECTION AND INDUCTION POLICYS
Officer who has prepared report LARISSA-JAY HARDY
Date:
06/05/2015
Purpose of the report ADVISING ON LEGISLATION AND RISKS FOR ORGANISATIONS THAT DO NOT HAVE A RECRUITMENT, SELECTION AND INDUCTION POLICYS IN PLACE.
INTRODUCTION/OVERVIEW
A large convenience store employs over 85 employees. Some employees are long-term, but they are always advertising for cashiers, or counter staff, or deli assistants in part-time positions. The store offers a large range of services, and is increasing its market share and business. Errors and mistakes have previously been made by new staff, who have told customers that they either did not know, or were never told how to complete some jobs.
This store has been operating for over 25 years and has a good reputation for providing high-quality services, although complaints are frequently made about newer staff giving out incorrect information about products.
However, the store has a plan to extend its premises and wants to build on its current reputation of excellence in service. Employees have observed some inappropriate behaviours, when newer and younger staff are dealing with customers.
There are currently no induction policy or procedures in place within this organisation.
The HR Director is new and not sure of what the value of such a policy (and procedures) would be, however is keen to make any changes required.
WHY IT IS IMPORTANT FOR ORGANISATIONS TO HAVE A RECRUITMENT, SELECTION AND INDUCTION POLICIES IN PLACE
So people working in an organisation can have a framework for actions that help them get on with the job they need to do. So people in the organisation don’t have to keep on discussing the same issues every time they arise – one well thought out decision can be applied to many similar cases for efficiency. Reduces the organisational risk through mandating compliance. So legal and other requirements can be met and as a quality improvement tool.
Effective recruitment procedures for any role can be a competitive advantage for an organisation. Ineffective recruitment and selection procedures can result in increased costs, time wasted, disruptions to current operations, reduced productivity and potential interpersonal difficulties which can negatively impact on the success of the …show more content…
business.
Effective recruitment and selection, within any organisation, is a very important part of a manager’s role and responsibility. Any outcomes will determine and contribute to the level of success for an organisation. Recruitment and selection, of any employee, requires a specific set of skills, knowledge and attributes.
Organisations and managers are required to demonstrate competencies in recruitment, selection and induction. This will enable them to:
• Professionally prepare and manage corporate recruitment and selection
• plan and prepare for selecting candidates, according to available corporate specifications
• identify strategies to attract the right candidates, in line with corporate policy
• Effectively select, determine and record processes undertaken
• recognise HR processes for ‘making an offer’
• enable provision of feedback to unsuccessful candidates
• evaluate processes and, where required, provide recommendations or suggestions for improving these, within the organisation.
Matching people and positions:
Matching people with positions requires a great deal of thought and consideration. Everyone involved with recruitment and selection needs to understand what the organisation is looking for and ensure that this is acknowledged, throughout the process. This can be achieved through the use of up-to-date job descriptions, and breakdowns of requirements and criteria.
A recruitment, selection and induction policy, clearly stated and accessible by all personnel, is more likely to ensure correct procedures are followed. The policy should include references to the need for reviewing and understanding of both the person and position specifications.
CURRENT RISKS FOR YOUR BUSINESS WITHOUT RECRUITMENT, SELECTION AND INDUCTION POLICIES
Where relevant staff training on Health and safety procedures has not been implemented, will increase the risk for both your employers and employees and can be subject to penalties for serious
breaches.
Without a recruitment, selection and induction policy in place the company is at risk of not adhering to legal requirements for selecting staff, including anti-discrimination, access and equity and privacy and confidentiality. It can also can result in increased costs, time wasted, and disruptions to current operations, reduced productivity and potential interpersonal difficulties which can negatively impact on the success of the business, and a high turnover of staff.
Engaging a person, with no experience of management or the industry for a supervisor’s role; this can lead to serious consequences for both employer and employees
Engaging an individual, who does not have the empathy or people skills within a service industry; this can lead to loss of business and increased risks for customers and employers
Appointing any employee to operate plant or equipment, for which they have no licence; this is a significant risk for employers and all employees.
There is a direct correlation between induction (or the lack of) and early employee turnover. Turnover in the early stages of employment is costly to the employer because of the following reasons:
•Cost of recruitment – initial advertising expenditure and recruitment costs will not have been recouped and will be doubled by having to repeat the process.
•Loss of return on investment – if an employee leaves within the first three months of employment, the company will receive little, if any, return on investment for the training and resources provided.
•Loss of productivity – duties/priorities of other employees will need to be reorganised to cover the duties of early leavers.
•Cost of temporary replacement – temporary staff may be hired to fill the gap, bearing an additional cost to the company. Temporary staff will need to undergo initial training and, depending on the nature of the work, may be unable to work on long-term projects, thus affecting productivity further.
What is the cost of a poor recruitment and selection process?
A poor recruitment and selection process increases the probability of a poor hire and this can have a significant impact on the organisation financially and non-financially.
The financial cost of hiring a poor recruit extends beyond the costs involved in appointing the person. It also extends to the ongoing salary costs of the person and, where a probation period is not managed efficiently or where a position turns out to be quite different to the position that was advertised, legal costs.
A poor recruitment decision can also have a demoralising effect on staff as their roles may be affected while time, money and effort are spent bringing the recruit up to standard, impacting the motivation to carry out their own roles and possibly the productivity of the organisation.
LEGISLATION’S THAT NEED TO BE CONSISDERED
Legislative requirements; some employment-related laws include a requirement for a policy to be in place, to meet certain specifications. For example, Work Health and Safety Act (WHS Act) requires specific actions and records to be maintained by employers. Not having such a policy constitutes an offence, under WHS statutes.
Your policy will also need to include the legal requirements for selecting staff, including anti-discrimination, access and equity and privacy and confidentiality. Measures will need to be in place to ensure that state and federal laws are complied with. For example, if an applicant perceives that you have discriminated against them in some way, your policies should describe how the human resource department will manage strategies such as mediation and court action. Clear policies will lessen the impact, which could include the cost of legal representation, time for personnel being away from the workplace and time spent resolving the dispute.
Staff Recruitment
1. Policy & Processes for recruitment of staff
2. Equal Employment Opportunity/Workplace Harassment Policies
3. Anti-Discrimination Laws:
Federal Racial discrimination Act 1975
Federal Sex Discrimination Act 1984
Federal Disability Discrimination Act 1992
Relevant State legislation
There are 4 main steps to ensuring compliance with legislation, policy, procedure and/or guidelines
* Ensuring that employees comply with legislation, policy, procedures and guidelines, requires consultation between the responsible officer and staff so that staff is made aware of and understand the policies.
* Employees should be made fully aware of the processes with regards to the recruitment process.
* Instructions must be publicised and provided to all existing and new employees with an explanation as to how staff can comply. The information can also be reiterated and discussed with staff regularly at staff meetings to ensure they remain relevant to staff.
* Copies of policies should also be easily accessible and kept in folders in a central location or staff areas, in staff manuals and available on a shared registry electronically.
Recruitment and selection practices are subject to legislation and legal requirements, mostly concerned with discrimination and equal opportunities.
INDUCTION POLICY
The induction of a new employee is important for legal reasons because it provides an opportunity for an employer to make clear to a new employee the standard of performance and behaviour expected of them at the workplace. It is also important for the morale of new employees.
Induction policy documents will state the key requirements and processes for new employees. Inductions are intended to introduce new employees into a system, or work environment. Enabling new employees to identify their key roles, responsibilities and team members they are working with, should enable them to settle and quickly familiarise themselves with protocols and the work environment.
Once the new employee is appointed, a comprehensive induction program should be presented. The intention of any induction program should be to:
• familiarise the new employee with the location and work environment
• introduce them to their colleagues and people who will support them
• confirm roles and responsibilities
• familiarise themselves with work culture
• secure access to tools and equipment, required to undertake work
• know who the manager is, and agreed communications for engagement
• allow the employee to efficiently and effectively perform the job agreed to, as soon as possible.
Induction is an important aspect of orientation, encouragement, acceptance and validation for agreeing to and undertaking a new role.
Recruitment, selection and induction require a significant investment of money, time, labour, resources and levels of support. To demonstrate any return on investment (ROI) to the organisation, inductions are basically intended to enable the employee to be effectively and efficiently operating, in a healthy and safe way, in the shortest time possible.
There are numerous corporate issues of context, rules and protocols to absorb, be aware of and comply with. Induction is a process of introduction, in the most supportive methods possible.
HR is usually held responsible for regular reviews and monitoring of HR policies and procedures, to ensure they meet legal requirements. Feedback and ongoing support from managers will also support and enable effective policies to be in place.
Implementation
have a professionally written induction plan in the form of a checklist which highlights clearly all that a new employee needs to know: starting from the introduction to the corporate vision, mission, values, structure and rules and regulations, to departments and teams he/ she will be interacting with to all various aspects of the new job and finally a timetable for the induction period. Make sure the list also specifies who will be the responsible “mentor” for different items on the checklist – so that both the new employee and the mentor can track learning and progress throughout the timeframe allotted for the induction. Most importantly, get your induction template officially approved and pushed by Management (you can always tweak it to suit different joiners), in order that the process is treated with diligence by all current and new staff.
RELEVANT RECOURCES THAT WILL BE HELPFUL DURING THIS PROCESS
Here is a list of relevant resources Templates to assist in planning your recruitment selection process:
A planning template is available to record actions, and timeframes.
An assessment plan template provides guidance on planning recruitment and selection techniques that will be used to capture necessary information to underpin an informed and appropriate decision
Workforce planning and development plan – to determine forecasted and future needs for the company.
A position description template Job analysis helps to identify the key selection criteria and inform the position description, which are both key aspects in attracting suitable candidates. A poor job analysis is likely to adversely affect the quality of outcomes, irrespective of how well the rest of the selection process is executed.
Reference check templates are available to record the questions posed and responses made must be made and archived, as evidence of the process undertaken.
Consider the use of a criteria matrix, which could be completed by any personnel engaged and appointed to assist in the selection procedure.
A recruitment advisory form is the initial indication or advice to HR that a position is available
Process schedule template is a typical schedule which would be designed and prepared, prior to advertising any position by HR. It would normally be approved by the officer requiring recruitment.
An overview of position template, for reference by interviewing panel members
A checklist for preparing for recruitment, selection and inductions Prior to any consideration or assessment of an individual, the person specification should be considered, in line with the job description
A person specification form
Some organisations use an internal check-listing template, to work out who is compliant and who is not.
A template that allows you to record individual applicant scores to rate each assessment and then combine all ratings for each assessment activity for each applicant throughout the recruitment and selection process to provide the basis for a decision
Short-listing form is used to reduce the number of applicants for a vacant position into a smaller, more manageable pool. Using a standard application form allows for an equitable short-listing of applicants (i.e. comparison of applicants is based on content of their application). The use of a standard application form provides a more transparent and objective approach to recruitment than traditional résumé screening as it reduces the risk of assessing applicants on non-job relevant criteria e.g. résumé style/presentation.
Job offer, a job offer is an invitation for a potential employee to become an employee in an organisation. The job offer contains the details of the employment offer
An Induction Compliance Checklist which will be completed filed in the staff member’s personal file. Induction Forms:
Corporate Induction Checklist
Local Induction Checklist
OHS Induction Checklist
RECOMMENDATIONS/ACTIONS
In conclusion I recommend identifying the current risks for non-compliance, such as policies for EEO, recruitment and selection and induction. Each of these could be developed in-house. They all must be shared with all staff this will lessen the risk of inappropriate appointments whilst confirm roles and responsibilities to be undertaken by all staff.
An induction policy should be introduced to determine the minimal areas or requirements to be shared, or provided to a new employee. The policy document should clearly determine key areas to be covered, within the induction procedures to be followed.
When starting the recruitment process I suggest the business should look at the current business needs and look at its business goals to achieve business growth. The initial recruitment process should involve an analysis of what level of staff support you will need, the hours required (e.g. part time, casual, contractor, full time, trainees etc.), tasks to be performed in this role, is it within the budget, being clear and organised of what you want out of this recruitment process, developing a position description including a bit background about your business and the correct avenues of advertising the position. Your recruitment policy needs to be introduced to ensure effective recruitment and should apply to all employees. A clear policy will also ensure your practice is fair, efficient and transparent. The policy should take into account current employment legislation and should be development and implemented in conjunction with an Equal Opportunities Policy.
A selection policy should be introduced to ensure that the best person or people are appointed to the role or roles using effective, fair and equitable assessment activities. The selection process should be done by matching the best applicant to the profiled job description, this will place people into jobs so that your organisation can meet their strategic and operational goals.
I suggest the use of Templates, checklists and organisational charts as they will be helpful throughout the recruitment, selection and induction process; refer to section: RELEVANT RECOURCES THAT WILL BE HELPFUL DURING THIS PROCESS.