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Recruit, select and induct staff

Diploma of leadership and management (Taft College)

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To have the right people in your organization is not just a case of good luck; the key to success is skilful
recruitment of people with the attributes that your organization requires. To understand the type of
people you need, you must understand the goals of the organization and develop a recruitment and
selection policy that will help meet those goals. Your policies will need to work within the requirements
of relevant legislation and make use of all available avenues to attract the best people to fill your vacant
positions.

Recruitment, selection and induction are part of an ongoing cycle for organizations that focuses on filling
vacant positions and preparation for future growth, change or replacement of staff.

An effective recruitment, selection and induction processes mean retention of employees in an

organization. A person who can manage these processes is a valuable asset in any workplace. Managing
the ongoing cycle of recruitment, selection and induction processes in an organization is an essential
and important role. This role may be filled by human resources manager or personnel in a large
organization or by a supervisor or manager in a smaller organization.

The knowledge and skills associated with managing recruitment, selection and inductions processes
involves; developing processes, training and supporting staff to implement these processes and
monitoring and evaluating these processes. These varied knowledge and skills can be acquired through
experience, study and training. The more you learn the more proficient you will become at managing
these processes.

In order to develop recruitment, selection and induction policies and procedure, the Human Resources
team must plan on managing these processes.

Analyzing plans to identify relevant policies and objective

The human resource management strategies that your organization develops to recruit and select staff
play a vital role in helping your organization to achieve its objectives.

The policies directly support and enable the objectives of all the organization’s operations to be met.

Therefore putting the right people in the right job will help to ensure that each department meets its
goals and objectives.

Before you develop your human resource management strategies, you need to understand the
organization’s goals. You can then translate the organization’s operational and strategic plans and
policies into specific and workable human resource management policies and procedures.

Most organizations recognize how important it is to involve human resource management in the
development of its strategic plans, procedures and objectives. When this happens, human resource
management strategies are formulated alongside, and in support of, the organization’s overall
strategies. This is an efficient method of working as the organization can identify what skills and
knowledge are needed to achieve the goals, how well the current personnel is able to support the
strategic plans and where there are shortfalls in competencies.

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The strategy will be judged on whether it creates value for the organization. Value creation for human
resources means that the department contributes to achieving the organization’s strategic goals in a
measurable way. Human resources recruit appropriate personnel to achieve these goals.

Recruitment Procedures:

Develop and use current position description and person specifications

Documentation of the recruitment process is an area that should also be included in the policies.
Provide guidelines for the design, retention and review of the forms and documents used in recruiting.
These will include a job analysis, selection criteria, application forms, advertisements, position
descriptions and interview schedules, as well as the retention and handling of submitted documents
such as résumés and work samples.

Some of the documents that need to be prepared are:

-Human Resource Plan: These are the policies and procedures for managing human resources in the
organization. The plan outlines the recruitment, selection and administration processes that managers
are to follow.

-Organizational Chart: This is a diagram of the organization’s structure and positions. This is a useful
design tool and reference tool for planning and administration.

-Job analysis result: This should document; why the job/jobs exist and in what department/area is the
job located? How is the job positioned within the organization, and how is it related to the
organization’s strategic objectives? What responsibilities does the worker undertake? What resources –
time, human resources, money and equipment – are required for the job? What qualifications does the
appointee have to hold? When is the job performed? How is the worker’s successful performance
recognized?

-Job Description: This should explain a summary of the duties, responsibilities and tasks of a position in
the organization. To check a job’s current status, many organizations regularly conduct job analyses and
skills audits to break the job down into its various components – activities, tasks and responsibilities.

-Job Specification: A job specification goes beyond a mere description. It details the skills, knowledge
and personal qualities required to perform the job.
Job analysis, description, and specification can provide useful information to a business in addition to
serving as recruitment instruments.

Selection Procedures

Selection involves procedures to identify the most appropriate candidates to fill posts. An effective
selection procedure will therefore take into consideration the following:

 Keeping the costs of selection down

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 Making sure that the skills and qualities being sought have been identified,

 Developing a process for identifying them in candidates

 Making sure that the candidates selected, will want the job, and will stay with the company.

Keeping the costs of selection down will involve such factors as holding the interviews in a location,
which is accessible to the interviewing panel, and to those being interviewed. The interviewing panel
must have available to them all the necessary documentations, such as application forms available to
study before the interviews take place. A short list must be made up of suitable candidates, so that the
interviews do not have to take place a second time, with new job advertisements being placed.

The skills required should have been identified through the process of job analysis, description and
specification. It is important then to identify ways of testing whether candidates meet these
requirements. Testing this out may involve:

 Interviewing candidates

 Asking them to get involved in simulated work scenarios

 Asking them to provide samples of previous work

 Getting them to fill in personality and intelligence tests

 Giving them real work simulations to test their abilities.

Induction procedures

The induction of new staff into an organization 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 organizations, the induction may be carried out by one person; in large organizations 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.

Even experienced managers and supervisors need training to update their knowledge regarding the
organization’s policies and procedures, and to ensure they comply with current legal requirements.

Staff involved in the recruitment process benefit from ongoing training in: job analysis, writing job
descriptions as well as preparing advertisements.

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It is a legislative requirement that new employees are advised of their obligations before they
commence work. There are a number of legislative obligations they need to be made aware of.

Make sure all staff involved in inducting a new staff member knows what legislation to discuss and how
it affects the person’s job role.

Examples of legislative requirements that need to be understood are:

-Privacy and confidentiality: Employees engaged in the induction process need to know the particulars
of privacy legislation in the territory or state/s that the organization operates in. This includes the
collection, recording and storing of personal information (both internal and external clients), payroll
data, contracts and day-to-day dealings. Privacy laws and procedures embedded in the organization’s
privacy policy and procedures statement need to be current and written in plain English.

-Equal Employment opportunity: Your staff must understand principles and requirements of relevant
anti-discrimination legislation and how they are embedded in your organization’s policies. An
organization’s Equity Officer is the first contact for anyone with an equity or harassment complaint. This
officer should have the training to conduct equity and anti-discrimination awareness training. Staff
specifically involved in induction will need to be confident they can explain the legislation and
requirements to new employees.

-Ethical standards: It is useful to run refresher courses in workplace codes of conduct, workplace culture
and any other work practices deemed important by your organization. Areas should include duty of care,
honesty, trust, and people’s rights, respecting people’s values and being non-judgmental. This might be
done through an analysis of current legislation and workplace policies; brainstorming sessions; role
plays; and discussions based on anecdotal evidence.

-Industrial relations: Being involved in staff induction and training requires you to be familiar with
existing workplace relations legislation and have access to the stakeholders involved in
employee/employer negotiations (unions and workplace collectives).

Health and safety is a crucial area. All staffs need to be kept up to date with legislative changes. The
consequences of failing to comply with safety legislation can include an unsafe work environment, low
staff morale, accidents and fines. Your organization is required to have a work, health and safety (WHS)
policy in place and all employees are required to receive WHS awareness and risk management training
regularly. If your organization is large enough to have a dedicated health and safety officer, they will be
able to conduct regular awareness training and training for your inductees as required.

Staff members must also be trained in reporting any safety requirements in the workplace.

A month after the induction, managers, supervisors and workers should be surveyed 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.

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Advertise vacant positions in compliance with organizational policy and legal requirements

The most appropriate method of attracting applicants for a position vacancy is external advertisement.
This may include advertising in newspapers, on the Internet or through employment agencies or
relevant professional associations. An advertisement should include information on:

-the organization

-the position and its role and responsibilities

-the skills, attributes, qualifications and experience required

-the salary

-contact details for obtaining further information

-information about how to make an application

In preparing advertisements it is necessary to be aware of the requirements and constraints of all

relevant legislation. The cost of advertising is related to the level of appointment. Advertising costs
should also take into account the organization’s financial state. Scarcity of good applicants may also
affect how much is to be spent on advertising.

When advertising, print and electronic media advertisements may use different styles to attract
attention, for example: display may use layout, type styles or graphics, line advertising is to the point
and inexpensive, narrative uses a story, and persuasive encourages the reader to envisage themselves in
the position and entertaining uses humor. Examine a range of above advertisements from both the print
and electronic media. Select one of each of the following types of advertising styles and consider how
the style used has been used to attract the reader's attention and ‘sell’ the job.

Selecting People

Prior to the interview, applicants may be asked to complete a job application form. The application form
is a useful screening tool. It helps to collect consistent information from each applicant in a standard
format. It provides clue about each of the candidates.

Applications received must be ranked and then shortlisted on the basis of the key selection criteria. This
maintains the objectivity of the staff selection process. There are four steps to follow in the selection
process;

1. Read the application and resume/curriculum vitae of each applicant.

2. Sort the applicants into those who meet the key selection criteria and those who do not;
applicants who do not meet the key selection criteria will not be considered further.

3. Rank the applicants who meet the key selection criteria according to the number of desirable
criteria also met.

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4. Identify the top applicants to be interviewed.

All applicants need to be informed of the outcome of the selection process. Unsuccessful applicants
need to be thanked for their interest in the position.

Successful applicants should be contacted to:

 determine their continued interest in the position

 arrange a suitable time for testing (if applicable)

 notify the applicant about the time and place for the interview.

Note that some organizations ask applicants who have been shortlisted to telephone and make an
interview time. The person answering the telephone can be asked to complete a checklist noting any
requests

The Interview

The interview is considered the most frequently and extensively used technique for staff selection. The
purpose for an interview is for an employer to have the opportunity to obtain first-hand information
about the applicant and to compare the applicants, and for the applicant to have the opportunity to
meet the potential employer and to discuss the position in detail.

A successful interview needs preparation. The position description and selection criteria are used to
develop interview questions and to assess the applicants. This helps to ensure the validity and
objectivity of the interview process. Selecting the successful applicant requires reviewing notes taken at
each interview. The selection process is complete after the successful applicant accepts the job offer.
The offer is usually made in person, by telephone or by other chosen communication media. There may
be a need for negotiation of salary or terms and conditions.

Once the terms are agreed, the arrangements need to be confirmed in writing through a letter of
appointment, which may also act as the employment contract. The applicant may be asked to sign the
letter to confirm their acceptance.

Employment documentation

Before the new employee takes up the position they should receive: a letter of appointment and a
contract of employment. The appointment document should; welcome the new employee, state the
position title and salary, state the starting date, start reporting details and the person of contact on the
first day at work, state employment type as either contract based or permanent, state details of any
probationary period.

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How could you identify any issues with the induction process?

As a manager, you will encounter a number of common problems with organizational recruitment,
selection and induction processes. Issues of induction process may include;

- Lack of compliance with relevant legislation

- Poor application form management

- Poor use of available technology

-slow issuing of employment contracts

-Supporting documentation inaccurate, incomplete and/or inaccessible

- Lack of monitoring procedures in place

-Policies and procedures not communicated to staff effectively

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