BSBMGT402A IMPLEMENT OPERATIONAL PLANPRESENTATION 2

2.1 RECRUIT AND INDUCT EMPLOYEESStaff recruitment needs to be strategically planned and managed in order to attract appropriate people for your organisation. If recruitment is not properly managed, it can be highly damaging.

2.1.1 RECRUITMENT PLANNING MEETING

The first step is to plan the recruitment. This can be achieved by holding a recruitment planning meeting with the recruiter, the human resource leader, the hiring manager and possibly a co-worker or internal customer.

2.1.1 RECRUITMENT PLANNING MEETING

At the planning meeting you should:

• Determine the need for the new hire.

• Develop a job specification from a job analysis and job description.

• Use the job specification and your experience of other staff who have worked successfully in similar roles to determine and rank the most important qualities, education, experience and characteristics for the new employee/worker to possess.

• Determine where to advertise the position.

2.1.1 RECRUITMENT PLANNING MEETING

• Plan the interview process, including determining who will conduct the interviews.

• Decide on screening questions for candidates for telephone screens.

• Assign interview topics to each of the staff members who will conduct the interviews.

• Decide if testing is required.

• Identify appropriate questions for the post-interview assessment of candidates by each interviewer.

2.1.1 RECRUITMENT PLANNING MEETING

Using the information from the recruitment planning meeting, you will then need to develop and prioritise the key requirements needed for the position.

This includes the special characteristics, traits, experience and education you require the candidates to possess.

2.1.2 JOB ANALYSIS

A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes and work environment for the position.

The recruitment planning meeting is part of the job analysis process.

2.1.2 JOB ANALYSISOther activities that might be involved in the job analysis process include:

•Reviewing the responsibilities of current employees/workers.

•Conducting internet research and reviewing the job descriptions of similar jobs.

•Analysing the work tasks, duties and responsibilities that the new recruit will need to accomplish.

•Researching and sharing with other companies that have similar positions.

•Identifying the most important outcomes or contributions needed from the position.

This information will be summarised in the job description.

2.1.3 JOB DESCRIPTION

You will then need to work with human resources to develop a job description for the position.

Job descriptions are written statements that describe the duties, required responsibilities, required qualifications and reporting relationships of a position. The job description should be based on the job analysis.

The job description should clearly identify the responsibilities of the position. It should also provide information about the working conditions, tools, equipment used, knowledge and skills needed and the relationship to other positions.

2.1.4 SALARY RANGE

The next step is to determine the salary range for the position. Your human resource department should be able to help you with this.

The salary offered will need to consider federal and state awards, enterprise bargaining agreements, industrial agreements and organisational requirements.

2.1.5 ADVERTISING THE POSITION

At the recruitment planning meeting you will have discussed potential advertising outlets for the position. You will need to determine if you are going to advertise internally, externally or both.

Advertising the position internally can be highly beneficial, even if it is an entry-level position. Employee/worker referrals can be highly valuable. Positions can be advertised through staff newsletters, on noticeboards, through the organisation’s intranet or by circulating an email or simply by word of mouth.

2.1.5 ADVERTISING THE POSITION

There are various ways to advertise externally. Advertisements can be placed in newspapers, online job search websites, magazines, local papers or on the organisation’s website. Your organisation may have preferred advertising media.

Also consider your organisation’s policies and procedures regarding the structure and appearance of advertisements.

2.1.6 SCREENING APPLICATIONS

Once you have a pool of candidates you will need to screen them.

Resumes and cover letters need to be reviewed with the job description in mind.

You will need to select candidates that have the required qualifications and experience you outlined.

2.1.6 SCREENING APPLICATIONS

When screening:

• Review the presentation, spelling, grammar and attention to detail in the cover letter and the resume.

• Look at the easily visible qualifications.

• Look at the reason the candidate has applied for the job.

• Review the candidate’s previous experience.

• Review the accomplishments and contributions made in the candidate’s most recent positions.

• Review the selected resumes against your criteria.

• Group resumes into those that you want to contact, those you do not want to contact and those that you are unsure about.

2.1.7 TELEPHONE SCREENING

Telephone screening is a useful way to filter suitable resumes and choose candidates for interview. This allows you to determine if the candidate’s experience, qualifications and expectations are suited to the position and your organisation.

You will need to ask questions to determine if the person is a viable candidate. Plan your questions in advance and take notes during the screening. It is a good idea to have a set of written questions on a form that you use for each candidate.

2.1.8 INTERVIEWS

After the telephone screening, select those who you would like to invite to an interview.

When scheduling interviews, make sure you allow enough time so that you are not rushed.

Remember to allocate time for the candidate to ask questions.

2.1.8 INTERVIEWS

The interview is the most powerful tool in determining the candidate’s cultural fit and in understanding the candidate on a personal basis.

The team conducting the interviews should have been selected at your recruitment planning meeting and their roles allocated. Those on the interview panel should be well prepared.

2.1.8.1 INTERVIEW QUESTIONS

The questions asked at the interview will depend on the information you are trying to obtain.

You can ask direct questions about the candidate’s experience, about their knowledge or skills in a particular area, behavioural questions or put forward scenarios.

During the interview, the interviewers should be watching both the candidate’s verbal and non-verbal communication.

2.1.8.1 INTERVIEW QUESTIONS

The questions should have been determined at the recruitment planning meeting.

There are some questions that you are not allowed to ask at interviews.

Before conducting interviews make sure you are familiar with your organisation’s policies and procedures as well as relevant legislation.

2.1.8.2 CANDIDATE EVALUATION

After each interview, the interviewers should complete a job candidate evaluation form.

In some cases you may want to conduct a second round of interviews. You will need to determine who will conduct these interviews. It may include co-workers, internal customers, the hiring manager or human resources. Only people who have a say in the hiring decision should be included.

2.19 BACKGROUND CHECKS

Once you have determined potential candidates you will need to conduct background checks. This may include contacting the candidates’ referees or references. Plan the questions you are going to ask before contacting these people. Make sure the questions are relevant to the position.

Other checks, such as reviewing the candidates’ qualification documents, may be required.

In some cases, further checks such as police checks may be required.

2.1.10 MAKING A DECISION

You will need to come to a consensus with human resources and the hiring supervisor as to who best fits the position.

If there is no suitable candidate, you will need to review why no suitable candidate was found and start the process again.

Once a decision has been made, an offer can be made to the candidate.

2.1.11 STAFF INDUCTION

Inductions serve several purposes, including:

• Getting the new worker started.

• Ensuring new recruits receive accurate information.

• Developing good work habits in your new employee/worker.

• Making the new recruit feel relaxed and welcome.

Induction is the process of introducing new employees/workers to their jobs, the organisation and the people.

2.1.11 STAFF INDUCTIONAn induction should cover:

2.1.11 STAFF INDUCTION

Your organisation may have specific induction procedures or checklists for you to use. Always consult with the human resource department or review the procedures before starting an induction.

2.2 IMPLEMENT PLANS TO ACQUIRE PHYSICAL RESOURCES AND SERVICES

When acquiring physical resources, you will need to ensure you follow organisational policies and procedures.

Some organisations have preferred suppliers or require multiple costings.

Workplace forms, such as purchase orders, may need to be completed when acquiring physical resources.

2.2 IMPLEMENT PLANS TO ACQUIRE PHYSICAL RESOURCES AND SERVICES

In some cases, it might be possible to obtain resources from within your own organisation. This might provide a cheaper alternative then outsourcing work.