Question

Summative Assessment 2 - BSBHRM506 - Human Resources:

Develop a range of policies and accompanying procedures for recruitment, selection and induction in a new organisation.

Describe the organisation and its core business then explain how and why you would analyse strategic and operational plans and policies before developing recruitment, selection and induction policies and procedures.

Make a list of the legislation and the regulations that are relevant to the policies and procedures.

Develop and list the supporting documentation or forms you will need to create, explaining the function of each.

These support documents and forms should be industry relevant.

Explain: who you will consult with and why how you will gain support from senior management what technical applications will be of benefit to the development process

Will you base the policies and procedures around the utilisation of internal staff in the recruitment, selection and induction procedures or will you use external recruitment agencies?

Explain. When and how will you trial forms and documents that support policies and procedures in order to identify any need for adjustments?

Once you have finalised the policies and procedures they will require ratification by senior management and you will need to present them to employees in the organisation. How will you do this?

What action will you take if employees need extra training in order to comply with the policies and procedures for recruitment, selection and/or induction?

Submit or upload the policies and procedures you have developed and the answers to all of the questions. (2,000–2,500 words)

Answer 1

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The organisation is an Indian cuisine restaurant. Our main business is dine in and take away food. We provide an authentic north Indian dining experience through our modern combination of spices, meats and curries. We have a large well established restaurant that offers a function room perfect for corporate or private events and catering is available.

A strategic plan is generally documented and progress toward achievement is monitored by the management of the organisation. The strategic planning document can be used to communicate to the staff within the company the organisations goals and the actions needed to achieve those goals. Operational plans support strategic plans and rely on budgets to ensure that the resources needed to perform work are available. Strategic and operational plans and policies must, therefore be analysed in order to make an accurate determination of staffing requirements.

This means that policies or processes that work today may not meet the organisational objectives of the next twelve months. The business world and the legislation that works within are in a constant state of change. Review and revision of processes is an ongoing task that should be documented in organisational policies and procedures. Your analysis of your organisations strategic plans, policies and objectives may have revealed gaps in the employee competency and workforce. Recruitment may be part of your strategy to overcome these shortfalls.

Your policy will need to include the legal requirements for selecting staff, including anti-discrimination, fairness, equity and equal opportunity, privacy and confidentiality. Measures will need to be in place to ensure that state and federal laws are complied with.

Employees and their representatives will also have an interest in fair, non-discriminatory recruitment and selection policies, and they should be fully consulted when new procedures are introduced or existing procedures reviewed.

These include:

· Workplace Relations Act 1996 (Commonwealth)

· Racial Discrimination Act 1975 (Commonwealth)

· Disability Discrimination Act 1992 (Commonwealth)

· Sex discrimination Act 1984 (Commonwealth)

· Human Rights and Equal Opportunity Commission Act 1986 (Commonwealth).

Supporting documentation or forms I will need to create include:

· Application forms - is a template that employers require job candidates to fill out, typically comprising previous positions held, education and contact information.

· Interview questions and guidelines –

- Tell me about yourself. ...

- What is your greatest strength? ...

- What is your greatest weakness? ...

- Why should we hire you? ...

- What are your salary expectations? ...

- Why are you leaving or why have you left your job? ...

- Why do you want this job? ...

- How do you handle stress and pressure?

· Checklists – a list of items required, things to be done, or points to be considered, used as a reminder.

· Relevant legislation – relating to fair/ unfair recruitment and selection procedures.

· Position classification - is a system for objectively and accurately defining and evaluating the duties, responsibilities, tasks, and authority level of a job.

· Working hours and conditions - cover a broad range of topics and issues, from working time (hours of work, rest periods, and work schedules) to remuneration, as well as the physical conditions and mental demands that exist in the workplace.

· Job and person specifications – are a description of the qualifications, skills, experience, knowledge and other attributes (selection criteria) which a candidate must possess to perform the job duties.

· The recruitment and selection procedures manual - The purpose of this document is to ensure that a standard approach is adopted for the recruitment of all vacant positions.

· A range of position descriptions -is a document that describes the general tasks, or other related duties, and responsibilities of a position.

· A request to advertise - is a request for an advertisement resulting of a user’s action on a web page or within an app.

· The selection committee/ panel report – is a form used to record the outcomes of the interviews and any other selection activities and gain consensus on the preferred candidate(s) from all members of the selection committee.

· The short–listing report - is the official record of the selection process. The main purpose of the selection report is to convey the panel's recommendation, and provide enough information for the delegate to make an informed and fair recruitment decision.

· New employee handbook - sometimes called an employee manual, staff handbook, or policy manual is a document given to employees by their employer which outlines both the company's policies, culture & expectation of employee behaviour and work.

· Induction procedures - is the process used within many businesses to welcome new employees to the company and prepare them for their new role.

· Forms acknowledging participation in an induction - is a form used to record that a new employee or contractor has received induction into the company's safety systems and procedures.

When the deficiencies require an adjustment of policy it may be necessary to discuss the proposed adjustment with the senior manager who approved the original policy. It is the management team/ senior management and the CEO of an organisation who drive the organisations goals and intentions, therefore the development of the organisations policies. When HR department staff are asked to develop the policies and procedures necessary for supporting organisational activity, the CEO and senior management in the organisation must be involved in their development and must ratify these documents. These people will determine which policies are applicable to the organisation and they will determine the organisations focus with regard to policies and the ways in which they are implemented.

When preparing the brief for senior management you will need to present evidence.

Evidence to provide for proposed changes include:

· Justification for making the adjustment

· Results of this and previous evaluations

· Deficiencies in employee performance as a result

· Breakdown in procedures

· Proposed changes to policy and processes

· Anticipated results from the adjustment

Technical application products that can improve the efficiency and effectiveness of the recruitment and selection process include:

· Applicant Tracking Systems (ATS)

· Hiring Management Systems (HMS)

· Talent Management Software (TMS)

· or other recruitment software products

Will you base the policies and procedures around the utilisation of internal staff in the recruitment, selection and induction procedures or will you use external recruitment agencies? Explain.

Will I utilise internal recruitment or external recruitment agencies? Put simply, it depends. I’d need to look at factors unique to our organisational situation and make a strategic decision based on them, considering the criteria outlined below.

When hiring employees for the business, I want the people who bring the greatest skill sets to our organisation. Sometimes, that means external recruiting, or hiring someone from the outside; at other times, it means identifying an existing staffer who has the knowledge, experience and ability to move into a new role. If I decide I’ve got the right in-house talent to fill an open position, I’ll be tasked with recruiting internally, which has both pros and cons. I know the people who are working for me -- including their strengths, weaknesses and ambitions. I know if they’re reliable, hardworking and team oriented, based on personal, first-hand experience. This gives me a better edge in determining if they’d be a good fit for the job.

When I hire externally, I have the opportunity to bring in an entirely new perspective. This can infuse the company with new ideas, novel approaches and fresh blood. It can also reduce the potential for in-fighting, which could occur if I promote one existing staffer to a new role over his or her colleagues. I’d have to advertise for the job or hire a recruiter to assist me in my efforts. This can be time-consuming and costly. Background checks and reference checks also take time. Additionally, even with a well-vetted candidate, I won’t have a true indication of his or her performance capabilities until they’re in the workplace. It will also take more time to on-board an outsider than it would to bring in someone already familiar with the company.

There’s also a chance that an internal candidate won’t be as eager to bring change to the workplace as someone new -- they might be content to go along with business as usual -- which can deprive the company of fresh ideas.

When and how will you trial forms and documents that support policies and procedures in order to identify any need for adjustments?

The best way to proactively tackle policy and procedure review is just to build it into the corporate calendar. As a general rule, every policy should be reviewed every one to three years. But most experts recommend reviewing policies annually. Trailing a new policy or procedure can provide the company with an insight into why there might be successes or failures with the new adjustments. If the policy did not accomplish its intended purpose, then improvements need to be made, based on the data provided in the evaluation. If it is a success, the policy will continue to be monitored and evaluated as the marketplace and legal environments change. Adopting the changes into your policies as soon as possible helps you start to adjust your workplace to the new regulations. If you build them into your policies early on, you’ll have a smooth transition into compliance when the new laws go into effect.

Once you have finalised the policies and procedures they will require ratification by senior management and you will need to present them to employees in the organisation. How will you do this?

Once you have received approval in principle from senior management for your proposed adjustments, you are now required to draft the changes to the policy and procedure documents. This may be as easy as changing a couple of words or as complex as writing or rewriting a complete procedure. Any forms or templates associated with the policy will need to be adjusted to incorporate the policy and procedure changes. Once the adjustments have been written and formatted for the existing policy documents, they should be forwarded to the senior manager for approval to publish them. Where policies are significantly changed they should be re-issued to staff and the changes explained to ensure staff understand the organisation’s new directions. Whether you’ve developed an employee handbook, a policy manual, or some other form of documentation of your company’s HR policies, it is crucial to communicate the contents of these documents to your staff. All staff should be advised why it was created, what the purpose is and how the document will be used in the company. It is important to keep employees informed of the process to encourage their interest, buy-in and input. It is important for staff to read the document to become familiar with the company’s policies. Request each employee sign-off on having read the document and issue a copy of the sign-off to be placed in the employee’s personnel file. This also applies when updates to policies are being made.

What action will you take if employees need extra training in order to comply with the policies and procedures for recruitment, selection and/or induction?

Employers may offer training and encouragement to any under - represented groups. Examples include pre-application assistance for those who do not have English as their first language, or management development training for women where they are under-represented in management grades. Job advertisements may also state that the employer encourages applications from those groups that are under- represented in the organisation. In some cases, staff might require training with regard to implementation. New procedures in particular might mean that changes are significant and training or re-training is necessary so that staff will have the requisite skills to follow them. To ensure that employees read and understand policy updates, have them sign off on the new policy.

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