Manage recruitment selection and induction processes

Manage recruitment selection and induction processes
Unit Code: BSBHRM506A
Unit purpose
This unit describes the performance outcomes, skills and knowledge required to manage all aspects of the recruitment
selection and induction processes in accordance with organisational policies and procedures.
Elements and performance criteria
Element Performance criteria
1. Develop
recruitment,
selection and
induction
policies and
procedures
1.1. Analyse strategic and operational plans and policies to identify relevant policies and
objectives
1.2. Develop recruitment, selection and induction policies and procedures and supporting
documents
1.3. Review options for technology to improve the efficiency and effectiveness of the
recruitment and selection process
1.4. Obtain support for policies and procedures from senior managers
1.5. Trial forms and documents that support policies and procedures and make necessary
adjustments
1.6. Communicate policies and procedures to relevant staff and provide training if required
2. Recruit and
select staff
2.1. Determine future human resources needs in collaboration with relevant managers and
sections
2.2. Ensure current position descriptors and person specifications for vacancies are used by
managers and others involved in the recruitment, selection and induction processes
2.3. Provide access to training and other forms of support to all persons involved in the
recruitment and selection process
2.4. Ensure that advertising of vacant positions complies with organisational policy and legal
requirements
2.5. Utilise specialists where necessary
2.6. Ensure that selection procedures are in accordance with organisational policy and legal
requirements
2.7. Ensure that processes for advising applicants of selection outcome are followed
2.8. Ensure that job offers and contracts of employment are executed promptly and that new
appointments are provided with advice about salary, terms and conditions
3. Manage staff
induction
3.1. Provide access to training and ongoing support for all persons engaged in staff induction
3.2. Check that induction processes are followed across the organisation
3.3. Oversee the management of probationary employees and provide them with feedback
until their employment is confirmed or terminated
3.4. Obtain feedback from participants and relevant managers on the extent to which the
induction process is meeting its objectives
3.5. Make refinements to induction policies and procedures
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 2 of 14
Pre-requisite/Co-requisite units
Nil / Nil
Assessment overview
General information
o All TAFE students are eligible to apply for Recognition of Prior Learning (RPL). For more information go to
http://www.nci.tafensw.edu.au/futurestudents/recognition-prior-learning/default.htm
o If you have a permanent or temporary condition that may prevent you successfully completing the assessment task(s) you should immediately talk with your teacher
about ‘reasonable adjustment’. This is the adjustment of the way you are assessed to take into account your condition and may include providing a support person or
extra time. The assessment criteria cannot be altered.
o If you do not agree with the result given for your assessment task, you may appeal the assessment decision. You should first discuss the assessment result with your
teacher. If you are not satisfied with the outcome of that discussion you can access the appeal process through the staff in the campus administration office.
o For more information on assessment, refer to ‘Every Student’s Guide to Assessment in TAFE NSW’ which is available on the TAFE internet site at:
https://www.tafensw.edu.au/courses/assessment/assets/pdf/assessment_guide.pdf
Assessment Range and Conditions
Range
Conditions
Submission date
TAFEnow students have rolling enrolments. You should discuss a timeline with your facilitator for completion of this unit.
Student is required to provide materials and equipment
o PC
o Internet access
Teacher is required to provided material and equipment
Nil
Additional resources
Nil
Facilitator support and supervision
There is no supervision for this assessment task. If you are unclear about any aspect of the assessment events please contact your teacher for guidance.
Student collaboration
Student collaboration is not permitted.
Submission Instructions
Students should upload their submission on the link provided in the Online Learning Management System.
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 3 of 14
Range
Conditions
Assessment Attempts
Two attempts. The subsequent assessment event submitted can only be successfully graded at a competent level.
Unit outcome
This unit is graded. Your result will be recorded as AC (achieved competence) or CC (Credit level competence) or CD (Distinction level competence) or NC Not competent.
Assessment plan
There are 2 assessments required to complete the unit BSBHRM506A Manage recruitment selection and induction processes. You must successfully complete both assessments
to demonstrate competence in this unit.
o Event 1 – Business Report
o Event 2 – Question and Answer
You must successfully meet all competent criteria across the two (2) assessment events to be recorded as AC (achieved competence).
Grading Information
It is not mandatory for you to attempt the graded criteria.
Should you attempt the grading criteria, please note that across the two (2) graded events in this unit you will need to:
o Successfully meet at least of 28 out of 32 Credit criteria to be recorded as CC (Credit level competence),
o Successfully meet at least 28 out of 32 Credit criteria and successfully meet at least 19 out of 23 Distinction criteria to be recorded as CD (Distinction level
competence).
Note: Some criteria may not have an option for a credit or distinction.
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 4 of 14
Assessment tasks
Assessment event 1 – Business report
Instructions for Learner
You should present all your written work (unless otherwise instructed) so that:
• It is easily printed on A4 size paper
• There is at least a 2 cm margin around the text on each page for comments from the assessor.
Format Business Report
Length Minimum 1500 words to maximum 2000 words
You are required to write a report on the recruitment, selection and induction framework of employment within your organisation or an organisation of your choice. In
addition you are required to develop policies and procedures for the recruitment, selection and induction of employment. These policies and procedures are to be
included as appendices in your report.
Specifically you address the following criteria:
• Identify and analyse the linkage of recruitment, selection and induction practices to the organisation’s strategic and operational plans
• Develop recruitment, selection and induction policies for the organisation
• Develop procedures for the organisation that outline the processes involved for each of the following: recruitment, selection and induction
• Explain how the organisation ensure that policies and procedures meet the requirements of relevant legislation on equal opportunity, industrial relations and anti-
discrimination
• Explain how relevant managers will be consulted regarding the introduction of new policies, procedures or forms
• Describe how policies, procedures and supporting documentation for recruitment, selection and induction will be evaluated.
• Identify how future human resources needs are determined in collaboration with relevant managers
• Explain the role of position descriptions in the recruitment process
• Describe how training and other forms of support are provided to employees involved in the recruitment and selection process
• Explain how advertising of vacant positions is compliant with organisational policy and relevant industrial legislation
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 5 of 14
• Identify the selection methods used and explain how these methods are in accordance with organisational policy and relevant industrial legislation
• Explain the role of psychometric assessment in the selection process
• Identify the role of specialists in the recruitment, selection and induction process
• Define the purpose and content of an employment contract
• Provide suggestions for improvements in the recruitment and selection process
• Explain how the organisation addresses diversity management in recruitment, selection and induction procedures
• Explain how induction processes are implemented across the organisation
• Explain how the probationary period of employees is managed
• Describe the process used to train and provide ongoing support for employees engaged in staff induction
• Describe how feedback is gathered from participants and managers on the effectiveness of the induction process
• Explain how improvements to induction policies and procedures are made
Marking criteria
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
Recruitment, selection and induction processes and policies and procedures for the organisation
? Develops policies and procedures for recruitment
? Develops policies and procedures for selection
? Develops policies and procedures for induction
? Workplace examples or relevant documents support the narrative
? Identifies relevant legislation
? Uses theory to support the narrative on recruitment policies and procedures
? Uses theory to support the narrative on selection policies and procedures
? Uses theory to support the narrative on induction policies and procedures
? Uses sources beyond the prescribed text
? Candidate has provided an in depth critique of their organisation’s recruitment policy and procedures
? Candidate has provided an in depth critique of their organisation’s selection policy and procedures
? Candidate has provided an in depth critique of their organisation’s
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 6 of 14
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
induction policy and procedures
? A range of sources have been used to provide background to the critique
Identify and analyse the linkage to the organisation’s strategic and operational plans
? Identifies and analyses how recruitment, selection and induction policies link to the strategic plan
? Identifies and analyses how recruitment, selection and induction policies link to the operational plan
? Provides at least 2 examples for each of the above
? Identifies relevant recruitment legislation
? Uses theory to support rationale behind linkage to the organisation’s strategic plan
? Uses theory to support rationale behind linkage to the organisation’s operational plan
? Uses sources beyond the prescribed text
? Candidate has provided an in depth critique of how a linked recruitment, selection and induction strategy to strategic and operational plans optimises the
performance of the organisation
? Provides a flow chart demonstrating the linkages between the recruitment, selection and induction strategies and the strategic and operational plans
? A range of sources have been used to provide background to the critique
Advertising is compliant with organisational policy and legal requirements
? Review current procedure for advertising of vacant positions
? Identify if procedures are compliant with organisational policies
? Identify if procedures are compliant with legal requirements
? Provide two examples of legislation pertaining to advertising job
N/A
N/A
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 7 of 14
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
vacancies
Training and other forms of support
? Identify and explain who the stakeholders are that require training in the recruitment, selection and induction process
? Describe the training strategies used to ensure stakeholders are compliant with organisational policies and procedures and legislative
? Describe the training strategies used to ensure stakeholders are compliant with legislative requirements
? Provide 3-4 workplace examples of training and support provided to relevant stakeholders
? Theory used to provide current thinking on and best practice for recruitment and selection processes
? Uses sources beyond the recommended text
? Candidate has provided an in depth critique of the link between a professionally and legally prepared interviewer panel and effective recruitment outcomes
? A range of sources have been used to provide background to the critique
Improvements in the recruitment and selection process
? Outlines a minimum of two improvements for the recruitment and selection process
? Justify the rationale using theory for these improvements and expected outcomes
? Theory used to support the identified improvements which have been assessed against best practice methods
? Uses sources beyond the recommended text
? Candidate has provided an in depth critique of how these recommended improvements will impact the organisation a strategic level
Evaluation
? Outlines the current evaluation of recruitment and selection forms and documents
? Identify the procedure for trialling new forms
? Identifies how stakeholders are updated on new
N/A
N/A
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 8 of 14
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
documents and forms
Feedback
? Outlines the current method/s for collecting feedback from managers and staff on the induction process
? Explain the analysis process used to identify gaps between identified objectives and actual outcomes
? Outline relevant legislation for induction processes
? Make recommendations for improvement in the induction process
? Theory used to provide current thinking on and best practice around induction processes
? Uses sources beyond the recommended text
? Candidate has provided an in depth critique of how the induction process can maximise organisational efficiency
? A range of sources have been used to provide background to the critique
Legislatively compliant
? Outline the auditing procedures that are in place to ensure that policies and procedures are legally compliant
? Provide a gap analysis of areas of non-compliant
? Make recommendations for improvement
? Uses sources beyond the recommended text
? Candidate has provided an in depth critique on the organisation legal compliance
Diversity management
? Provide an overview of how diversity management is built into the policy and procedures of the organisation
? Include a list of relevant legislation
? Provide or make recommendation for two examples
N/A
N/A
Psychometric assessment
? Explain the role of psychometric testing in the recruitment and selection process
? Provide or make recommendation for
? Theory used to provide further discussion on the advantages of psychometric
? Uses sources beyond the recommended text
? Candidate has provided an in depth critique of practices in psychometric testing and evaluates the effectiveness of this practice for the
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 9 of 14
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
two examples
organisation
? A range of sources have been used to provide background to the critique
Selection methods
? Identities different selection methods available for recruitment
? Outlines the advantages and disadvantages for each selection method and their impact on finding the best talent.
? Submission shows depth of research, going beyond the prescribed text
? Industry benchmarks or relevant management theory have been used to enhance the submission
? Submission uses a wide range (over 5) of sources. and clearly contextualises theory into practice
Identify the induction process and its impact on the new employees
? Outline the current induction process
? Outlines the impact of an effective induction process on the productivity level of the new employee
? Outlines the impact of an effective induction process on employee retention
? Submission shows depth of research, going beyond the prescribed text
? Industry benchmarks or relevant management theory have been used to enhance the submission
? Submission uses a wide range (over 5) of sources and clearly contextualises theory into practice
Analyse and summarise the data collected and provide suitable recommendations
? Analyse and summarise the data collected on the organisation’s policy and procedure framework
? Make a minimum of 5 recommendations for improvement
? Use theory to support your recommendations
? Submission shows depth of research, going beyond the prescribed text
? Industry benchmarks or relevant management theory have been used to enhance the submission
? Submission uses a wide range (over 5) of sources and clearly contextualises theory into practice
Presentation
? Provides a bibliography of sources used to complete this assessment activity,
? Each assessment is presented in the required format
? Report of high quality analysis using a number (at least four)
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 10 of 14
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
using the Harvard Referencing System
? Each assessment is grammatically correct and free of spelling mistakes
? Each assessment is within the required word count range + or – 10%
sources
? Recommendations for improvement are linked to the organisation’s strategic and operational plan
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 11 of 14
Assessment event 2 – Case study
The ideal staffing officer
Instructions for Learner
You should present all your written work (unless otherwise instructed) so that:
• It is easily printed on A4 size paper
• There is at least a 2 cm margin around the text on each page for comments from the assessor.
Format Question and Answer
Length Minimum 1200 words to Maximum 1500 words
Read the following Case Study – ‘The ideal staffing officer’ from the text – Dessler et al HRM 3e, Theory/Skills/Application – 3rd edition, Pearson Education
Australia, 2007. Chapter 5 Attracting and Recruiting Staff, page 201.
Then answer the three (3) questions that appear at the end of the case study.
The Ideal Staffing Officer
‘We have a problem,’ said Bob. “We are hiring the wrong people. Where did it all go wrong?’
AutoAccess is the manufacturer of automotive accessories. The accessories they make are generally ‘extras’, not safety fittings such as seat belts or air bags, however
AutoAccess feels that these extras assist drivers to relax and concentrate on their driving. They have a philosophy of being in business to assist people to travel in
comfort and with greater safety. AutoAccess has also adopted a more people focused approach to the way it does business in the last few years. This includes
identifying people who will fit into a highly co-operative, mutli-skilled, empowered and flexible workforce.
Over six months ago, after successfully gaining several new contracts, it became obvious that AutoAccess would need to employ 70 more members of staff within six weeks
and that they would need to recruit at least another 380 employees over the coming 12 months. The staffing activity at AutoAccess was going to need much more time and
attention from HR than it usually received if respective line areas were to meet their targets as a result of the new contracts.
After a delay in hearing of their success in landing a major supply contract, AutoAccess had to act quickly to employ an additional member of HR staff to support
supervisors of all areas in ensuring they had the staff they needed to deliver on time. AutoAccess knew they needed a recruitment and selection specialist and, having
met Georgia Banks at several HR-related events, Rhonda Thomas, the HR manager, suggested that they contact Georgia and see if she would be interested in the position.
Bob Deakin, the MD, asked Rhonda why she was so quick to recommend Georgia.
‘Bob, she’s a staffing specialist. The call centre she has been working at for the last three years grew extremely quickly. With three shifts, seven days a week, 52
weeks a year and as many as 80 people on duty during those shifts you don’t need a high turnover rate to be constantly recruiting and selecting staff in that
environment. She claims to have no problem attracting more than enough applicants, enabling them to pick the best from a sizable pool.’
‘OK’, said Bob, ‘Anyone who can succeed in recruiting that many people has got to be good.’
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 12 of 14
Within four weeks Georgia had commenced her role at AutoAccess. Using the recruitment techniques and contacts she had used at the call centre, she had soon attracted
over 150 applicants and the 70 new members of staff were inducted, trained and ready to start on time. As well, she had not been the least concerned when Rhonda told
her that the pressure was on and they would have to put on 25 new people each fortnight for the next 18 weeks, ‘No problems’, said Georgia, “I’m used to it. I know how
to attract the right people.’
Six months later, though, things aren’t going so well. Meeting their contract commitments is proving a real problem for AutoAccess because productivity of the new
employees has not been what they expected and they have already lost 15% of the group of 70, the first new employees that Georgia located. Supervisors were also
complaining that the employees recruited recently were not settling in well and they were just not performing to the required standard. David, a very experienced
supervisor, commented ‘they just don’t seem to be the right sort of people for our environment; nice enough people and smart enough too, but they’re like fish out of
water.’
Bob called Rhonda into his office. ‘What’s going wrong, Rhonda? Your star doesn’t seem to be getting the results she is famous for.”
Case questions:
1. Can you suggest how this situation may have come about?
2. Can the same recruitment sources be used for every industry and for every role? Explain your reasons.
3. What does this situation tell you about matching people to the organisation’s culture as well as the job?
Please ensure that you address the following factors when answering the three (3) case study questions:
• The role of probation as part of the recruitment process
• Recruitment and selection methods, including assessment centres
• Relevant legislation on equal opportunity, industrial relations and anti-discrimination
• The purpose of psychometric and skills testing programs
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 13 of 14
Marking criteria
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
Recruitment and selection methods, including assessment centres
? Outline the current processes used for recruitment and selection in the Case Study
? Analyse the current processes used for recruitment and selection in the Case Study
? Evaluate the current processes used for recruitment and selection in the Case Study against current theory
? Evaluate whether current processes used for recruitment and selection in the Case Study are in line with the organisations strategic and operational plans
? Makes recommendations for improvements on current processes used for recruitment and selection in the Case Study including the use of assessment centres
? Uses at least two theories to support the recommendations on current processes used for recruitment and selection in the Case Study including the use of assessment
centres
? Uses sources beyond the prescribed text
? Candidate has provided an in depth critique of the organisation’s recruitment and selection practices
? A range of sources have been used to provide background to the critique
Identify and analyse the role of probation as part of the recruitment and selection process
? Explains the role and conditions of probation
? Identifies the advantages of the probation for both the employee and employer
N/A
N/A
Unit Assessment Guide
BSBHRM506A-2_UAG_2013_V3.1 Created: 12/11/2012 Revised: 12/12/13 Page 14 of 14
Please note: You must meet all criteria outlined in the Competent column as a minimum. To obtain a Credit or Distinction also address the criteria outlines in those
columns.
Tasks
Evidence
Competent
Credit
Distinction
? Identifies probation as part of the performance management system
? Identifies relevant industrial legislation
Relevant legislation on equal opportunity, industrial relations and anti-discrimination
? Identify and explain equal employment legislation
? Identify and explain industrial relations legislation
? Identify and explain anti-discrimination
? Identifies any breaches to these legislation
? Makes recommendation for improvement
? Identifies the consequences of breaches of legislation for the organisation and the impact on the strategic plan
The purpose of psychometric and skills testing programs
? Outline the role of psychometric and skills testing programs on selection process
? Identifies how these tools have an impact on organisational culture
N/A
N/A
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