Date: 2011 Presenter: Sarah Lean

    Determine job descriptions Plan for selection Assess and select applicants Appoint and induct successful candidate

• • • •   Complete a job analysis; Consider what the job is intended to achieve and the environment in which the job is carried out. It involves: Examining the training document for the job Observing the job being done Talking to the people doing it Do you wish to combine or reallocate duties?

   The job description specifies the duties, tasks and activities the job holder is expected to perform Consider what is to be done and at what standard you wish A job description generally lists the internal and external relationships, responsibilities and accountabilities and any other information that is relevant to the job

    Hire for attitude and train for skill It may not be the most qualified person that gets the job It may not be the person with the most experience People can be taught skills but generally you may not teach a positive attitude

  Consider any Legal, Legislation, EEO or Occupational Health and Safety standards and practices that you must adhere to in the selection process Follow your work place practices to ensure you obtain appropriate approvals to advertise the role and liaise with HR during the process.

   The HR department will ask you to do a job analysis, update the job description and prepare the person specification and will then present you with a short list of candidates Advertising the role may be undertaken in newspapers and other print media such as journals, on the company internet and notice boards, on online job portals and on other organisation’s website.

Many use recruitment agencies to filter candidates

       Sourcing information about your short list of candidates is more common practice than ever before.

The list of sources include; Information from the candidates initial letter or email and work history Application forms Selection tests Employment interviews Reference checks

         What you can and can not ask: General information to collect Contact details Education qualifications Employment History Evidence of the applicants legal entitlement to work in Australia Family name and given names Position applied for Referee’s names and addresses

   Other information that may be relevant for certain jobs: ASK FOR THIS INFORMATION ONLY WHERE IT IS JOB RELATED: Age: has the minimum age been reached or is the applicant below any maximum age that may apply to employment law?

Criminal record/traffic convictions and accidents. People convicted of larceny may not be suitable for jobs that would place them in a position of trust (e.g.; job dealing with money or giving them access to people’s homes)

  Languages, questions about which languages the applicant speaks, reads or writes might be relevant in such jobs as police officer or airline attendant Physical ability, where disability would preclude the applicant form performing the duties of the job, or be hazardous to the safety of the applicant or colleagues, clients or public.

        Information that may not be asked: Marital status Medical information, you may ask however if they are able to sit or to stand for as long as the job requires, or to lift loads required by the job National or ethnic origin Organisations to which the applicant belongs Photographs of the individual Race or colour Relatives

    Schedule interviews in an appropriate meeting place Advise relevant personnel of times, dates and venues Have all application forms or processes at hand Explain the recruitment process and how they shall be advised of success or unsuccessful application

   A Screening interview; is used more commonly to screen the applicants. Interviews over the telephone allow the interviewer to compile a short list of applicants A Preliminary interview; allows the list to be created for a short list of the final interview A Final interview; this includes the prospective manager, who decides which candidate to appoint

    Employment interviews can be structured or unstructured People that are untrained in a structured interviews will ask a series of more meandering questions aimed at finding non specific information Structured interviews have a significantly higher chance of making a successful selection decision and are more positively viewed by candidates Behavioural interviews are the most reliable type of structured interview

     Behavioural interviewing: Ask each candidate the same series of questions to help you compare ‘apples’ with ‘apples’ It helps you assess the candidates objectively on specifics rather than on gut feelings It helps you select and eliminate candidates for job –related reasons only Questioning past behaviours helps ensure that the candidate base their answers on fact and it provides reliable insight to their experience, knowledge, values and motivation

• • • • • •  Examples of interview requests and questions: Describe a difficult customer you have encountered and how you handled him or her?

Describe a difficult problem you have encountered and how you handled it?

Describe a situation in which you were able to read another person accurately and successfully deal with them.

Describe a time in your last job where you needed to work without supervision.

Describe the most frustrating part of your job.

Give me an example of…..

• • • • • • • • • Have you ever….

In what areas would you like to expand your skills?

Tell me about….

What are you most interested in learning about?

What has been the most difficult job you have ever tackled?

What happens when……?

Which achievements are you most proud of ?

Where would you like to be in 5 years time?

What are your strengths and what are your weaknesses?

      Prepare for the interview Put the candidate at ease The main part of the interview is where you find out suitability Close the interview, has the candidate got any questions for you?

Evaluate the candidates suitability. Check references and compare the selection criteria to the candidates interview responses Follow Up – inform the individual of their outcome

   Provide the successful candidate with the appropriate paperwork, including contract and any other organisational paperwork required by HR.

Advise the manager and team of the new appointment Arrange an induction with the team member to ensure they have full support with their new role

    Helping the recruits fit in and do well will pave success for everyone Induction allows for the team member to understand their new role and inform them of the resources available to them to assist them in their role.

It speeds up the learning process and increases productivity of the new team member It also assists to calm nerves and get to know the ‘map’ of the office

        Induction into the company: Tour the office Overview on HR procedures and policies General background information How they are paid etc Introduction to lines of communication Provision of how performance appraisals are delivered Sources of advice and assistance within the organisation

       Induction to the department Review the job description Tour the immediate environment Outline the training plan Assign the new employee a physical work station or space and show them where to put their personal belongings Overview the OH&S requirements of their workspace Discuss work hours, breaks and lunch breaks

     Introduce workmates Other details about the job, must, should and could knows Security systems Time keeping forms and recording procedures General information – café locations, local attractions etc.