Recruitment, Selection, and Induction Framework - Assignment Example

Name Class Unit Assessment Activity 1: Recruitment, selection and induction framework Task 1 Critical analysis The analysis of the current university recruitment and selection policy shows that it is capable of meeting its objectives. The framework used is competency based hence ensuring that the university is able to attain the best workers. This is a framework that supports the university strategy and is aimed at delivering the goals. From the university recruitment policy, it is clear that the skills and competencies have three main components. The components used are knowledge, skills and competencies. Knowledge us vital in ensuring that the job is selected based on the ability to perform (Lievens & Chapman, 2010). Skills are required in carrying out the functional role and in this case include the management skills. Behaviours and patterns underpins the ways in which people carries their role in the job. According to the 2015-2016 human resources operational plan overview, it is evident that UGA believes in attaining excellence through use of human resource. This is through use of Human Resource Division (HRD) which ensures that there is strategic and operational planning, staff recruitment, payroll, policies application and development and ensuring employees’ safety. Through use of the 2015-2016 human resources operational plan the university will be able to enhance their operational efficiency. This can only be attained through being able to attain the operational plan objectives (Costen, 2012). The objectives that are vital in this case includes being able to attain a rich learning environment, grow research capacity, establish WHS and diversity, recruit, select and induct staff and create a competitive workforce. New staff induction policy Purpose This is an induction policy aimed at ensuring that there is effective induction. The university believes that effective induction is vital in ensuring that the staff are able to help in attaining the university mission and are aware of the legal obligations as the university workers. UGA is committed to providing effective induction to all new workers on the university. The university recognises that induction should be a shared responsibility between the supervisors, new workers and the colleagues working in different areas at the university. Application of policy This policy is applicable to the new employees reporting for their first day at work in the university. This policy will be applied based on the specified time frames. There will be selected supervisors to carry out the tasks based on the agreed timeframes. The key employees and supervisors involved are: Nominated supervisor: local workplace induction for the new employees. This will take the first three weeks and will normally include: Job requirements WHS Workstation and communication systems Workplace customs Working conditions Probation Selected senior employee- the selected employees will help in e induction for the new employee. This is through providing the new staff with the updated information about the university and supplements the information gained at the workplace. It will also include the use of online modules for the new staff. This will take place in the second month of induction. Roles and responsibilities The human resource division will appoint a supervisor who will help in the induction process. The supervisor is expected to provide induction on WHS a week before the employee starts their work. Induction program Local workplace induction The local workplace induction will start will pre arrival. This is where some induction will be provided in advance. This will occur when the candidate accepts appointment. This will involve familiarisation with the university and provision of pre-arrival information. At the university level, the new employee will be inducted into the university culture. Job induction will be carried out to ensure that the staffs have an understanding of their roles and responsibilities in the workplace. University wide induction All staff at the university participates in an integrated university wide induction. This will be aimed at professional development and in line with their personal duties and performance standards. The university wide induction will ensure that the new employee is conversant with the university procedures and work ethics. Work health and safety induction The new employees will be inducted to the university WH&S. This will ensure that safety is enhanced at the university and new employees are able to work in safe environment. There will be a complementing of the WHS induction through reaching the new staff in safety and injury management. The new workers will be trained on general responsibilities as employees of the university and how to ensure team safety. This will be done both online and face to face. There will be face to face training as well as online training. This will also include risk specific training based on health and safety risk. Time frame First day In the first day, the HRD will handle all important matters and ensure that the employee enthusiasm is high. This will ensure that the new workers have a feel for the university, its brand, culture and values. It will start with: Introduction Arranging a meeting with the supervisor Arrange for a meeting with the mentor Tour the university Introduce the employee to WHS First week The induction will continue with main focus on giving the employee information on the job. This will start with the introduction on the other employees. This will include: Introduction to other workers Profile of the university Introduce employee on the job role Start the job Discuss employment terms and conditions Explain the job rules and regulations Information on WH&S First month In the first month, the main focus will be ensuring that the employee is able to gain a good grasp on the university and their role. Provide more specific support to the employees Give employee more responsibilities Provide employees feedback regularly Regular meetings with the managers and supervisors Task 2: Develop a local WH&S induction checklist to be used on the first day of a new employee commencing work WHS INDUCTION CHECKLIST Introductory notes This checklist is supposed to be used by the new staff. The first and second topics should be addressed in the first day of reporting at work. The other areas are supposed to be addressed before engaging in the related work. The checkbox should be ticked off when completed by both the new employee and the supervisor as soon as completed. Emergency and evacuation Showing the new staff on the location of the fire exits Showing the new staff on the emergency assembly points Explaining on the emergency alarms and alerts Explain the new employees on the evacuation procedures and alerts Give information on the First Aid Officers and their location Give contact details on the security services Explain on the means for reporting incidences, hazards and injuries Injury and First Aid Educate employees on the common injuries that requires first aid Teach the new employees on how to offer first aid on the common workplace injuries. Teach the new employees on how to keep the first aid kit fully stocked Show the new employees on the appropriate location of the first aid kits Show all items that should be kept in the first aid kit Train new employees on the basic first aid skills Ergonomics and workstation The ergonomics and workstation checklist will look at the office chair provided, keyboard and mouse, work surface and accessories. Office chair Is the seat height, back and seat adjustable? Are the feat fully supported by the floor when seated? Is the chair supporting the lower back? Does the armrest allow one close to the workstation? Keyboard and mouse Is the keyboard, mouse and work surface at the elbow height? When using the keyboard and mouse, is it possible to have the arms relaxed? Is the mouse close to the keyboard and at the same level? Work surface Is the monitor placed directly in front of the worker? Is the monitor free from glare? Is there appropriate light for reading the documents? Accessories Are there adequate desks and writing spaces for the new worker? Are there document holders in the new workers workstation? Work environment Does the environment provide safe workplace? Does the workplace ensure there is no harassment and discrimination? Does the workplace respond to the concerns raised? Does the workplace ensure there is career growth and advancement? Is the new worker provided with tools and resources to do their job best? Does the work environment ensure work life balance? Hazard and incident reporting Discuss with new workers the WH&S risks associated with their jobs Provide information on the WH&S and the safe work procedures which are relevant to the job Explain the procedures required to minimise the handling of risks and hazards. Identify the vital training needs on the WH&S Give the incident reporting procedures for the new employees Confirmation of completion of Local WHS Induction Name Signature Date New Worker Supervisor Job Task 3: Technology review To enhance recruitment and selection process, there are several technologies that can be used. This will ensure that there is effective selection and recruitment. The different technology options are; use of LinkedIn, Facebook, video recruitment, online forums, Psychometric testing, social media checking, resume data base and applicant tracking technology, online testing. Technology Advantages Disadvantages Resume data base and applicant tracking technology Streamlining the recruitment and selection procedure. Track candidate information Easily schedule interview dates and times Save time and money Immediate communication between applicant and firm 0verflow of information. Lack of personal touch Mass application which may not be fully qualified High response rates online testing Low costs Takes less time than traditional testing Efficient screening of the applicant No geographical boundaries limitless Lacks personal touch Hard to determine the interviewee behaviour compared to traditional testing May lead to cheating on tests. Psychometric testing Easy to learn on candidates behaviours, decision making abilities before hiring them Enhances recruitment process Ensures best workers are selected Expensive Not final decision making tool Requires qualified psychologist Social media checking Can provide information on personality and culture Easy to access Low costs Controversial due to ethics Not all social information is reliable Assessment activity 2: Recruitment and select staff Task 1-job analysis and advertising Advert Post: Assistant human resource manager. Service: Human resource. Salary: $81,900, including superannuation, paid every fortnight. Fulltime/part-time: Full time. Reporting to: HR manager. Role: the main role of the post is to support university in its staffing needs. This is through provision of HR administration and advising the applicants, staff and the management. Main duties Recruitment and selection. To offer the administration based on the University policies and procedures. This will involve liaising with the faculties and departments in the university. The main duties include: Ensuring the job details are correct before being advertised. Preparing job descriptions. Designing the advertisements. Maintaining the advertising websites. Maintaining the recruitment websites. Coordinating the shortlisted candidates. Scheduling the interviews. Maintaining the probation reviews for the new staff. HR administration in the university. Carry out exit interviews for the employees leaving the university. Arrange career development and training in the university based on the policies. Education and training A level or equivalent. HR qualification. Strong processing or administrative background. Experience Office administration. HR administration. Working in higher education. Communication skills. Knowledge Employment law. HR procedures. Administrative procedures. Knowledge on the use of database. Proficient in use of computer applications. Skill Ability to work with no supervision. Excellent organisation skills. Interpersonal skills. Attention to details and accuracy. Personality Team player. Flexible. Reliable. Diplomat. Task 2: Interview and panel decision Individual draft interview questions Tell us about yourself? Which is your career goal? Have you ever worked in a university setting? How much salary do you expect if selected? Why should we give you this post? What experience do you have in human resource management field? Give your greatest weakness? What challenges are you expecting in this position? Have you ever had conflict with other staff or university supervisor? What do you know about this university? Why do you want to work with us? What level of salary do you expect? Selected Interview questions by group Tell us about yourself? What experience do you have in human resource management field? Give your greatest weakness? What challenges are you expecting in this position? Have you ever had conflict with other staff or university supervisor? What do you know about this university? Why do you want to work with us? What level of salary do you expect? Do you have any question you would like to ask us? Invitation letter Senders name: Address: Zip code: Date: Recipient name State ZIP code Subject: Invitation for a Deputy HR interview The university recruitment department has analysed your resume and would like to meet you to find out more. We would especially want to know more about your experience in human resource management and how you will contribute to the university. The interviews are scheduled by Friday 10th November 2016. If you are not able to make on the said date, advise my assistant. The assistant will help in looking for a mutually convenient time. We look forward to meeting you in person. Sincerely Sender’s name: ................................................. Selection outcome After the interview, the candidate scored excellently in all areas. This is based on a Likert scale of 1 to 5. Human resource management-4 Communication skills-4 Computer aplicatns-5 Relevant skills-5 Job fit -4 Task 3: Offer and Appointment Letter of offer Name: Address: City: Zip: RE: Letter of offer-Invitation to the HRD Based on the recent interview, we are delighted to offer you a position of deputy HR manager at the university. You are required to meet with the HR representative and complete the necessary new employee sign-in paper work. The University is an equal opportunity employer and believes in employees’ empowerment. If you join the university workforce, you will become part of a dedicated workforce that works together to promote the university. As a member of the university, we ask for outstanding work and results which are beyond expectations. We expect that you will uphold accountability and good work ethics. In return, we are committed to providing you with an opportunity to improve your potential and grow your career. We are confident that you will find this working environment rewarding as well as challenging. The following part outlines what we are proposing to you. Title: Deputy human resource manager Job description: See attached Start date: 25th November 2016 Salary: $81,900, including superannuation, paid every fortnight . Probation: 6 months Benefits: Medical Insurance (Medibank), On-site gym, Childcare, Dental insurance, Retirement plan, Parking, and UGA Optometrist clinic. Working Hours: 70 hours per fortnight including 1 hr lunch break, fire days during the week excluding holidays During the probation period, a performance review will be carried out every three months. This will access performance and give recommendations where need be. This arrangement is subject to termination through writing by either party and in accordance with the university employment policy. We look forward to having you in our organisation in work environment which is both challenging and rewarding. Sincerely: Name............................ Title: Director, Human Resources Organisation: The University of Great Australia Through the signature below, I accept this letter of offer. Sign ................................................... date................................................. Assessment activity 3: Training and Induction Refined high level workflow diagram 1) Job advertisement and selection References Costen, W. M. (2012). Recruitment and Selection. The Encyclopedia of Human Resource Management: Short Entries, 379-387. Lievens, F., & Chapman, D. (2010). Recruitment and selection. The SAGE handbook of human resource management, 135-154. Read More