Date: 2011
Presenter: Sarah Lean
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Determine job descriptions
Plan for selection
Assess and select applicants
Appoint and induct successful candidate
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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?
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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
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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
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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.
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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
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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
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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
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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)
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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.
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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
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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
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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
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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
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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
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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…..
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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?
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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
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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
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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
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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
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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
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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.