Staff Recruitment
Human Resource Management
Background:
Human resource alignment is achieved through the integration of decisions about people with decisions
about the results or outcomes the organisation is trying to obtain.
By integrating human resource management into the organisation’s planning processes, emphasising
human resource activities that support the broad goals of the organisation and building a strong
relationship between the management and employees, we can ensure that the individual and groups
contribute to the goals of the organisation.
Aims:
Within the context of equal employment opportunity and selection on merit, the aim of this policy is to:
o Establish a recruitment process that is fair and equitable;
o Ensure consistency in recruitment, selection and development of staff; and
o Provide guidelines to assist decision-making processes.
Responsibilities
The Board of Management is responsible for:
The Board of Management has delegated to the General Manager the responsibility for the day-to-day
management of Burnett Respite Services Inc.
This includes but is not limited to responsibility for:
 the employment and management of staff;
 the contracting out of programs,
 the coordination of programs,
 service delivery;
 administration of the organisation;
 service promotion and community liaison;
 Liaison with funding bodies on day to day operational issues.
The General Manager is directly responsible to the Board of Management.
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Staff Recruitment
The recruitment of quality, dedicated staff is fundamental to the high standards of service delivery
expected of this organisation. To recruit the best possible person for each vacancy, the organisation
ensures that:
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all staff are recruited according to the Equal Employment Opportunity Principles below;
all permanent positions will be advertised externally and as widely as practicable in any given
situation;
the General Manager is responsible for the recruitment of all staff;
the Board of Management is responsible for the recruitment of the General Manager; and
Where appointments are to be made to positions providing direct service user support,
recruitment and selection processes will be aided by the input of service user/supports wherever
possible.
Selection panel for the General Manager should consist of a minimum of three (3) people, including the
President, and/or another Board, a representative from the primary funding body and at least one
member from a relevant community service or agency.
Equal Employment Opportunity
Burnett Respite Services aims to choose the best person to fill every position that becomes vacant. For
this reason all positions will be filled by a merit process, which will NOT have regard for
discrimination on the grounds of:
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race, colour or national origin;
physical, intellectual or psychological impairment including HIV and AIDS;
gender;
marital status (including de facto)
parental status (including pregnancy)
religious or political beliefs, activities or practices.
Notwithstanding sections 1 to 6 above, all positions must be filled with the best interests of the client,
and the Health, Safety and well-being of all current and future staff in mind.
The General Manager will establish and monitor all employment policies, practices and procedures to
ensure the equal opportunity principles are implemented in the best interests of the service, service
users, staff and future applicants, and this will include but not be restricted to:
 advertising of job positions;
 job descriptions and selection criteria;
 interview panels, questions and processes;
 appointment procedures;
 staff training and development; and
 Disciplinary action and dismissals.
The General Manager will provide information and training to all staff and Board of Management
members involved in the staff advertising, selection and appointment process.
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Recruitment Process paid staff
1. clarify the need for, and role of the position and develop or review the position description;
2. identify participants to be involved in the short listing and interviewing panels;
3. advertise the position;
4. send applicants a copy of all information necessary for a complete application;
5. shortlist applicants on the basis of the response to selection criteria;
6. interview;
7. select the most suitable applicant based on response to interview and referee checks;
8. advise the successful applicant directly and forward letter of offer;
9. advise unsuccessful applicants directly giving feedback where possible;
10. sign employment agreement with successful applicant; and
11. Provide induction for the new employee.
Notwithstanding sections 1 to 7 above, there may be times when the General Manager uses his or her
discretionary powers to employ a person or persons to fill a position on short notice. Recruitment
processes may include the following:
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Use of the internet to advertise and shortlist possible applicants;
Use of employment agencies to seek and shortlist potential applicants’
Use of employment presentations to community agencies and groups; and
Where appropriate, “walk-in” type applicants may be accepted.
Nepotism
Carinbundi will operate a ‘merit’ selection process when employing staff. This means that, at times,
family members of current staff may be employed within the organisation, even within the same work
group or unit.
Responsibilities:
The Board of Management through the General Manager will ensure that:
1. all staff employed are in fact employed on merit in response to an identified vacancy;
2. no staff member takes part in a selection process where a family member of the staff has applied
for a position; and
3. no staff member is placed in a position where he or she is solely responsible for the supervision
or performance appraisal of a family member.
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Employee Induction
Carinbundi will ensure that all employees, when appointed receive an induction that is appropriate and
meets the needs of the employee and employer.
Responsibilities:
The employee and their supervisor/manager are responsible for ensuring that induction occurs.
The General Manager will:
 provide an induction process that supports and enables employees in adapting to their new
position as smoothly as possible;
 ensure that any induction program is effective and flexible and reflects the principles of
equity and fairness and takes account of the employees past experiences, skills and
knowledge;
 ensure that all employees are provided with any and all job related information necessary for
them to carry out their duties effectively;
 provide all new employees with all relevant Association and Workplace Health and Safety
information on commencement of their employment;
 ensure all information provided to employees is accurate and up to date; and
 begin the personal and professional development of all staff at the time of induction.
Personal Development and Support
Burnett Respite Service Incorporated (Carinbundi) is committed to supporting staff in improving each
individual’s efficiency and effectiveness. Staff are expected to perform their duties to the best of their
ability and to show a high level of personal commitment to providing a quality, professional service at all
times.
Ongoing support is important to ensure that staff are confident in their work and that their work is carried
out effectively.
Responsibilities
Staff should contact their supervisor where issues arise that need to be dealt with urgently.
The President of the Burnett Respite Service Inc (or other nominated Board member) is responsible for
providing support to the General Manager. The Board member responsible will have relevant skills and
experience.
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Staff Development, Education and Training
Burnett Respite Service Inc is committed to enhancing organisational and individual performance through
professional development and training, which leads to a skilled, confident and responsible workforce.
All Burnett Respite Service Incorporated (Carinbundi) staff will receive training appropriate to their
position. By providing opportunities for staff development, and encouraging staff to expand their
knowledge and skills, Burnett Respite Service Inc realises that the improved abilities of its staff will be
reflected in the continuing improvement of services provided.
Staff development, education and training are tied into the performance appraisal and staff supervision
process.
Responsibilities:
The General Manager is responsible for:
 Establishing and maintaining an environment where staff are encouraged and supported to
plan, and access the professional development and training required for each to obtain
and/or enhance relevant knowledges and skills needed to perform their role in the
organisation.
All employees are responsible for:
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considering their own career goals and work performance; and
Sharing responsibility with their supervisor for planning and initiating their training and
development program.
The General Manager will:
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ensure the annual preparation of the organisation’s priorities for professional development
and training which is consistent with the strategic aims of the organisation and/or funding
bodies; and
monitor the delivery of professional development and training to ensure effective programs
are in place.
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Basic Training Requirements
The training needs of staff should be discussed with the General Manager on recruitment, at the annual
staff performance appraisal or at Personal Development sessions.
The Organisation is responsible for ensuring that all mandatory and/or basic training needs of
staff/volunteers are met. This may be through:
 the provision of a staff orientation kit and/or procedures manual;
 referral to an external training course;
 the provision of 'in-house' training sessions or on the job training.
Basic training for staff will ensure that:
 All new staff have induction training through an orientation session. This will cover the staff
orientation kit and the content and use of any and all Policies and Procedures Manuals;
 staff receive training in first aid;
 staff receive training on occupational health and safety issues and in the use of equipment;
 staff receive training regarding the legal responsibilities associated with their work; and
 staff receive training related to the needs of the client group;
Staff Development Opportunities
Burnett Respite Service Inc will support its staff in staff development, education and training activities,
which are relevant and of benefit to the organisation. Support may include:
 staff attendance at workshops, seminars and conferences run by Carinbundi or other agencies;
 flexibility of working hours to participate in an accredited course of study part-time or externally at a
recognised educational institution; or
 Purchasing resources such as videos and research literature.
On completion of general training activities, attendees should report back to the staff with a full outline of
the skills and/or knowledges developed.
Any staff wishing to participate in staff development opportunities should discuss these with their
immediate supervisor as needs arise for inclusion in the next round of budget/operational planning.
First Aid Training
All staff are to receive training in first aid to the level of receiving a First Aid Certificate.
Training is to be arranged as required and all staff are to attend a refresher course as required.
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Code of Conduct
Preamble
People with disabilities and children are among the most vulnerable of all in our community in relation
to abuse, assault and neglect.
This organisation has a clear obligation to ensure that all people in our community especially people
with a disability and children, have their rights met as equal members of society. These rights include
the rights to feel safe and live in an environment free from abuse, assault, neglect and exploitation.
A key strength of Burnett Respite Services Inc. is the strong commitment of all staff and management
to the development, support and caring of all persons with a disability. Because of the contribution each
employee makes, we can be justifiably proud of the high-quality service that has been developed at
Carinbundi.
Underpinning our efforts must be professionalism and the adherence to the highest standards of ethical
behaviour in all that we do. If this service is to maintain the high standards of conduct in an
increasingly complex and challenging environment, we must clearly articulate what is expected of each
of us in the way we conduct ourselves and perform our work.
This Code of Conduct aims to achieve this by stating clearly the principles, obligations and standards
that apply to each of us as employees, volunteers and management.
This Code of Conduct is to be neither threatening nor onerous. Most employees have already developed
professional practices and principles consistent with this document. While compliance with this Code is
expected, the document should primarily be a source of guidance to each of us in the making of ethical
decisions especially in circumstances where the best or ‘right’ decision may not be so obvious.
Values:
Carinbundi, its management and staff are committed to:
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Professional and Ethical Behaviour – we will act in a manner that demonstrates
professionalism based on sound, ethical behaviour;
Diversity – we will celebrate diversity and promote inclusiveness, ensuring all who come in
contact with the organisation participate and enjoy success;
Accountability – we will demonstrate personal accountability for our work, and financial
accountability for all public money we control;
Respect and Dignity – we will treat ourselves, each other, our community partners, and
service users with respect and dignity.
Empowerment – we will strive to empower all individuals in their choices and decisionmaking, through the provision of information and support.
Promotion – we will promote the principles of community participation and integration and
the ability of people with a disability to fulfil valued roles in the community.
This document should be read and implemented in conjunction with the following:
o
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Client Protection Policy
Critical Incidents Policy
Anti Discrimination Policy
Child Protection Policy
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o Staff Handbook
Who does the Code of Conduct apply to?
o
Duty of Care Policy
Service User’s Rights Policy
Confidentiality Policy
Preventing and Responding to Abuse,
Assault or Neglect Policy
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This code applies to all employees of the association paid and unpaid, regardless of employment
conditions or type. The code also applies to any and all members of the Board of Management of the
association.
While this code is not binding on any consultant or contractor, it is anticipated that any further
association with this organisation is dependent on the observance and adherence to this document.
When and where does this Code of Conduct apply?
While the code applies primarily to the carrying out of work duties both paid and unpaid, it should be
noted that any misconduct, including improper conduct in a private capacity that reflects negatively on
the organisation may constitute a breach of this Code.
For example, the breaching of client confidentiality while not at work would be seen as misconduct and
subject to this code.
What if I breach the Code of Conduct?
A breach of this code will not incur disciplinary action where there is a reasonable excuse for the
breach. This is not the same as mitigating circumstances, which may still incur liability for discipline.
The overarching principle when enacting this code is that all employees should be treated fairly,
equitably and with due regard to natural justice. In determining whether disciplinary action is warranted
in regard to a breach of this code, an examination of all the facts and circumstances, including an
explanation from the employee concerned will take place.
Breaches of this code without reasonable excuse may be subject to a range of penalties including but
not limited to:
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Verbal warning noted on employee file;
An official written reprimand;
Reduction of salary level;
Period of suspension; and
Termination of employment.
As employees who hold positions of trust, we are at all times accountable for our actions. Minor or
technical breaches of this code may be dealt with internally with final appeal resting with the Board of
Management.
Where a breach of this code may also be subject to a penalty under any court jurisdiction, the breach
will be referred to the appropriate authorities for possible action.
What if I am not sure?
There may be times when an employee needs to exercise judgment in regard to conflicting courses of
action. In these circumstances, if there is uncertainty about the right choice you can:
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Raise the issue with your supervisor or the General Manager;
Refer to the organisation’s Policies and Procedures;
Raise the issue at a staff meeting or other appropriate forum;
Consider any potential benefit or loss to yourself, the service user, or others affected by the
decision; and
Consider the potential outcomes and how others may view the various courses of action.
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What principles should you apply in making a decision?
1. Respect for the law.
o You must uphold the laws of the State and Commonwealth and carry out decisions and
policies faithfully and impartially.
2. Respect for persons.
o Treat people honestly and fairly and with proper regard for their rights and obligations;
o Be responsive.
3. Personal integrity
o Maintain and enhance the community’s and our stakeholders confidence in the integrity
of our decision making;
o Don’t improperly use powers or position, or allow them to be improperly used;
o Ensure that any conflict between personal interests and official duties is resolved in
favour of the organisations and/or the service user;
o Disclose fraud, corruption and maladministration if and when you become aware of it.
4. Due diligence
o Exercise proper diligence, care and attention; and
o Seek to achieve the highest standard of personal performance.
5. Personal economy and efficiency
o Ensure that the organisation’s resources are not wasted, abused or used improperly or
extravagantly.
(Public Sector Ethics Act 1995)
FINALLY:
Consider the following.
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Is what I am about to do legal?
Is what I am about do ethical and in the best interests of the client?
Is what I am about to do consistent with the organisation’s Policies and Procedures;
Is it the right thing to do?
Can the action be reasonably justified by objective standards?
Will the outcome stand up to public scrutiny?
What will be the outcome for:
o The organisation and the public interest;
o My colleagues;
o Others; and
o Me
(Adapted from the Criminal Justice Commission)
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Staff Performance Dispute Procedure
The staff performance dispute procedure is the procedure for dealing with issues of poor performance
involving any staff member. The procedure provides staff with an opportunity to improve their
performance through training and trial periods.
Responsibilities:
The General Manager is responsible for ensuring all staff performance assessments and actions taken to
improve performance are carried out in the spirit of fairness, equity and following the processes of
natural justice.
The Board of Management is responsible for monitoring all practices and procedures to ensure staff are
not disadvantaged unfairly.
Procedure:
The following is the procedure for dealing with a staff performance dispute not involving
misconduct, which may result in instant dismissal.
Step 1: Verbal Warning
The employee will be told as soon as possible of any complaint/concern regarding the performance of their work
and provided with an opportunity to discuss the complaint/concern.
The General Manager will, in consultation with the employee, identify how the employee might best improve their
performance. Any assistance needed by the employee to improve their performance will be identified and provided
where possible.
A date to review the employee’s performance will be set.
Step 2: First Written Warning
If at the time of the review set in Step 1, the employee's performance is still unsatisfactory, there will be further
discussion with the employee. This will include the employee, a representative of their choice, the General
Manager and the President or other delegate of the Board of Management where necessary.
Any further assistance needed by the employee to improve their performance will be identified and provided where
possible.
The complaint against the employee and plans for improvement will be put in writing and a copy given to the
employee clearly stating that a lack of improvement by a given date will result in a final written warning.
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Step 3: Final Written Warning
If at the date set in Step 2, the employee's performance has not improved, there will be further discussion with the
employee. This will include the employee, a representative of their choice, the General Manager and the President
or delegate where necessary.
The complaint against the employee and plans for improvement will be recorded in writing and a copy given to the
employee clearly stating that a lack of improvement by a given date may result in termination of employment.
Step 4: Termination of Employment
If the problem still persists after the date set in the final written warning, the employer may terminate the
employment of the employee.
Detailed notes of these meetings will be recorded on the Staff Performance Interview Note Sheet.
A copy is included over.
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Burnett Respite Service Inc.
STAFF PERFORMANCE INTERVIEW NOTE SHEET
Date
Issues Discussed
Action Agreed To
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Staff Grievance Procedure
The staff grievance procedure specifies the procedures staff can follow if they have a grievance about
their employment/work conditions, other members of staff, their supervisor or the Board of
Management of Burnett Respite Service Inc.
Responsibilities:
The General Manager is responsible for ensuring all staff grievances are heard in a fair and
unbiased manner and dealt with in a timely and open way.
The Board of Management is responsible for hearing, and actioning any grievance made in relation
to the General Manager.
The Board of Management is also responsible for monitoring all practices and procedures to ensure
staff are not disadvantaged unfairly.
Procedures:
Step 1
The employee may approach the General Manager for initial discussion and advice on resolving the
issue. This discussion is confidential.
Step 2
If the problem is not resolved in the first instance, the employee may again approach the General
Manager and request intervention to resolve the issue.
Step 3
If the problem is not resolved in Step 2 the employee may put the issue in writing to the Board of
Management at the next Board meeting.
The Board of Management shall make a decision on the issue and advise the employee within 7 days.
Step 4
If the problem is not resolved in Step 3 the employee may attend a meeting of the Board of
Management and shall be entitled to address that meeting.
A representative of their choice may accompany the employee.
The employee may request that the General Manager or other staff not be present while they address
the meeting.
The Board shall make a decision on the issue and advise the employee of their decision within 7 days.
The decision of the Board is final.
Appeal
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The Board will ensure that their decisions are in line with the relevant Acts of Parliament, which
govern the employment of staff.
If staffs feel that they have been unfairly treated, they may consult with the relevant Union or the
Industrial Relations Commission of Qld
If staff feel that they have been unfairly discriminated against on the grounds of sex, race, etc. they
may refer the issue to the Equal Opportunity Commission.
Staff shall be made aware of their rights to consult with the Industrial Relations Commission or the
Equal Opportunity Commission.
Misconduct
Misconduct includes very serious breaches of organisational policy that may warrant the instant
dismissal of an employee.
Examples of misconduct include:
 theft of property or funds from Burnett Respite Service Inc.,
 willful damage of service property;
 intoxication through alcohol or other substances during working hours;
 verbal or physical harassment or abuse of any other employee or client particularly in respect of
race, sex or religion;
 the disclosure of confidential information regarding the organisation to any other party without
prior permission;
 the disclosure of information concerning service users of the organisation other than the
information that is necessary to assist those persons and to ensure their safety;
 carrying on a private business from Carinbundi premises or using the service's resources for private
business;
 falsification of the organisation's records for personal gain or on behalf of any other employee;
 improper use of IT equipment in contravention of organisational policy.
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Workplace and Sexual Harassment
Burnett Respite Services is committed to ensuring a healthy and safe workplace that is free from
any form of harassment. Workplace harassment is unacceptable and will not be tolerated under any
circumstances.
Sexual harassment is unlawful and will not be tolerated in this organisation at any time, in
any form by any person.
Responsibilities:
Burnett Respite Services undertakes the following organisational actions and responsibilities to
prevent and control exposure to the risk of workplace harassment:
 ensuring all workers are aware of workplace harassment and its impact on the individual
as well as the organisation;
 ensuring all workers are aware of the process for making a complaint, the support
systems available, options for resolving grievances and the appeals process; and
 Regularly reviewing the workplace harassment policy, complaint handling process and
staff awareness of the issue.
Employees must:
It is the responsibility of each employee to behave responsibly by complying with this policy, to not
tolerate unacceptable behaviour, to maintain privacy during investigations and to immediately
report incidents of workplace harassment to the General Manager.
Workplace harassment is defined as:
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A person is subjected to ‘workplace harassment’ if the person is subjected to repeated
behaviour, other than sexual harassment (see sexual harassment policy below), by a
person or persons including the person’s employer, co-worker or group of co-workers of
the person that:
o Is unwelcome and unsolicited;
o The person considers offensive, intimidating, humiliating or threatening; and
o A reasonable person would consider offensive, humiliating or threatening.
 ‘Workplace harassment’ does not include reasonable management action taken in a
reasonable manner by the person’s employer in connection with the person’s
employment.
Some examples of behaviours that may be regarded as workplace harassment are detailed
below; these behaviours must be repeated or occur as part of a pattern of behaviour.
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abusing a person loudly, usually when others are present;
repeated threats of dismissal or other severe punishment for no reason;
constant ridicule and being put down;
sabotaging a person’s work, for example, deliberately withholding, or supplying
incorrect information, hiding documents or equipment, not passing on messages and
getting a person into trouble in other ways;
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leaving offensive messages on email or telephone;
maliciously excluding and isolating a person from workplace activities;
persistent and unjustified criticisms, often about petty, irrelevant or insignificant
matters;
humiliating a person through gestures, sarcasm, criticism and insults, often in front of
clients, management or other workers; and
spreading gossip or false, malicious rumours about a person with an intent to cause
harm.
Is Everything Workplace Harassment?
Certain behaviours are not considered to be workplace harassment. Legitimate and reasonable
management actions and business processes such as, actions taken to transfer, demote, discipline,
redeploy, retrench or dismiss a worker are not considered to be workplace harassment, provided
these actions are conducted in a reasonable way.
What are the Effects of Workplace Harassment?
There are certain recognized effects of workplace harassment on people and the organisation.
Workplace harassment can create an unsafe working environment, result in a loss of trained and
talented workers, the breakdown of teams and individual relationships and reduced efficiency.
People who are harassed can become distressed, anxious, withdrawn, depressed and can lose selfesteem and confidence.
Complaint Handling System
Burnett Respite Services has adopted a grievance handling system that includes procedures for
reporting, investigating, resolving and appealing workplace harassment complaints. Any reports of
workplace harassment will be treated seriously and investigated promptly, fairly and impartially. A
person lodging a grievance and/or who is a witness to workplace harassment will not be victimized
or disadvantaged in any way.
Consequences of a Breach of Policy
Disciplinary action will be taken against a person who harasses a worker, or who victimizes a
person who has made or is a witness to a complaint. Complaints of alleged workplace harassment
found to be malicious, or vexatious (i.e. complaints that are deliberately harmful, spiteful, trivial or
unworthy of serious attention or resources) may make the complainant liable for disciplinary action.
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Sexual Harassment
Happens if a person:
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subjects another to an unsolicited act of physical intimacy; or
makes an unsolicited demand or request, whether directly or indirectly
for sexual favours of any type from the other person; or
makes a remark or comment with sexual connotations relating to the
other person; or
Engages in any other unwelcome conduct of a sexual nature in relation to
the other person.
and the person engaging in the conduct outlined above, does so:
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with the intention of offending, humiliating or intimidating the other
person; or
in circumstances where a reasonable person would have anticipated the
possibility that the other person would be offended, humiliated or
intimidated by the conduct.
Sexual Misconduct
During or outside work hours is:
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conduct towards any person that would constitute a criminal offence of a
sexual nature; or
conduct that is sexual harassment as defined in section 119 of the AntiDiscrimination Act 1991; or
any other sexual conduct by an employee, paid or unpaid directed
towards or involving:
o any person under the age of 18 years where a professional
relationship exists; or
o any client, caregiver or their family attending the Burnett Respite
Service or any of its programs.
Sexual conduct is any behaviour that might reasonably be interpreted as being designed or intended
to arouse or gratify sexual desires.
Consequences of a Breach of Policy
Where any employee is alleged to have committed an act of sexual harassment or sexual
misconduct, the incident will be referred to the appropriate authority for investigation.
Any disciplinary action taken by the organisation will depend on the outcome of that investigation.
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Employee File
A personal file will be kept on each employee. It will include their signed Agreement of
Employment, their job description, notes on their performance and any other relevant information.
Employees are entitled to see their file at any suitable time to be arranged with the General Manager.
These files are strictly confidential.
Application for Paid Leave
Any employee taking leave must complete an Application for Paid Leave. If the application form is
not completed payment will not be made for leave taken
The application must be completed and approved before annual leave or long service leave is taken.
The application must be completed immediately after an employee returns to work after sick leave or
compassionate leave.
Sick Leave
A doctor’s certificate may be requested for sick leave of more than 2 consecutive days.
Timesheets
Each staff person is responsible for ensuring their timesheet is accurate and reflects hours worked..
This must be advised to the roster clerk or paying officer by the Monday of each pay week.
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Burnett Respite Service Inc
APPLICATION FOR LEAVE
EMPLOYEE TO COMPLETE:
Name: ..........................................................................
Position:.......................................................................
Type of Leave Requested (tick box)
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Annual Leave
Long Service Leave
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Sick Leave
Compassionate Leave
Unpaid Leave (please attach documentation)
Leave Requested ............................................. (hours)
Commencement Date: ................................................
Return Date: ................................................................
Reasons for leave:........................................................................................................................................................
.................................................................................................................(Sick leave and compassionate leave only)
(Please note a Doctor’s certificate is required for sick leave of more than two consecutive days and it should be
attached to this form.)
Signature: ....................................................................
Date: ............................................................................
(Employee)
________________________________________________________________________________________
ADMINISTRATIVE STAFF TO COMPLETE
Leave Requested:
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Annual Leave
Long Service Leave
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Sick Leave
Compassionate Leave
Unpaid Leave (please attach documentation)
Total number of days entitled to: ...............................
Paid leave recommended:
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Yes
Signature: ....................................................................
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No
Date: ............................................................................
________________________________________________________________________________________
LEAVE APPROVED
Paid leave approved:
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Yes
Signature: ....................................................................
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No
Date: ............................................................................
General Manager to approve – Board of Management to approve leave requested by General Manager
________________________________________________________________________________________
ADMINISTRATIVE STAFF TO COMPLETE
Leave record updated: ................................................
Date: ............................................................................
Signature: ....................................................................
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Employee Exit Procedure
When an employee leaves Burnett Respite Service Inc., the following procedure applies:
 An exit interview is to be held prior to the staff member leaving. The exit interview is conducted
by the staff member’s supervisor or General Manager and provides useful feedback about the
Service for its planning and evaluation processes.
A copy of the Exit Interview Record is included below;
 prepare the employee's termination payment:
-
calculate ordinary wages due or wages in lieu of notice;
calculate annual leave due to the date of termination. This is paid at the
Employee’s current rate of pay;
calculate leave loading in accordance with the employment contract;
check if the employee is entitled to pro-rata long service leave;
check if any allowances are owing (e.g. travel, meals);
check if the employee owes the Service any monies;
prepare a written statement showing the detailed calculation of all monies to
Be paid to the employee;
 make sure there is a letter of resignation from the employee if they resigned, or a letter of
termination from the organisation if they were dismissed. (Copies of these letters should be kept
on file with copies of employee contracts etc.);
 if requested, prepare a written statement of employment detailing the period of employment and
type of work performed.
If appropriate, prepare a reference;
 complete a Separation Certificate and give it to the employee;
 make sure that property belonging to Burnett Respite Service Inc is returned, including keys, files
and equipment.
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Burnett Respite Service Inc
EXIT INTERVIEW RECORD
Opening of Interview – Name of Staff member leaving_____________________________
1.
Discuss the various ‘housekeeping’ tasks associated with leaving the organisation e.g. when and
to whom to return keys, how they will receive their final eligible termination payment.
2.
Explain the purpose of the exit interview and assure the employee regarding the confidentiality
of the discussion.
Exit Interview Questions
What is your main reason for leaving? .....................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
Did the position meet your expectations? ................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
Are there any changes you believe should be made to the position?.......................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
Did you receive adequate support, including training, in your position? ................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
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Any other comments you would like to make? ........................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
Conclusion of Interview
Wish the employee well and thank them for their time and effort in attending the interview.
Action to be taken
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
...................................................................................................................................................
Signed:
..................................................................
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BURNETT RESPITE SERVICE INC.
RECRUITMENT AND SELECTION CHECKLIST
This Recruitment and Selection checklist is to be used at all times a permanent position is to be filled.
Title of Position looking to be filled: ________________________________________ Date Position vacated: _____________________________
Process
Who is
responsible
Date task
due for
completion
Check box
Identify the need for the position to be filled and develop an analysis of skills/competencies required
Develop job specification based on skills/competencies/knowledge required
Develop position description that articulates duties to be undertaken
Identify the key selection criteria from the core competencies required for the position
Place advertisement, which includes the date for close of applications, and telephone contact for provision
of an applicants’ information pack
Distribute applicants’ information pack to those who inquire regarding the position. The pack should include
clear instructions regarding addressing the key selection criteria in applications submitted.
Close application period
Establish a short-listing and interview panel (these may or may not be the same panel)
Evaluate applications according to the key selection criteria, using a scoring matrix
Short-list the candidates
Brief the panel in interview techniques, EEO principles, ‘Merit’ principles, Interviewer Bias and Interview
Process
Develop structured interview questions from the key selection criteria, and note your expected responses
Weight key selection criteria to acknowledge the relative importance of each predictor
Notify short-listed candidates and arrange interview appointments
Notify unsuccessful candidates.
Conduct structured interviews with short-listed candidates using standard questions and a scoring grid
Panel members to compare their ratings/scores, and make a decision on the successful applicant
Telephone referees, and verify qualifications
Notify successful candidate of offer of appointment, and confirm date appointment will take effect and date
of commencement of induction
Notify unsuccessful candidates.
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Dear Applicant
Thank you for your interest in the position of
Services (Carinbundi).
with Burnett Respite
Please find attached the application package, including:




A position description;
Key Selection Criteria;
Information on completing your application; and
A brochure for Burnett Respite Services.
In your application for this position, we ask that you supply written responses to each of
the Key Selection Criteria, Contact Details for three Referees, and a copy of your
Curriculum Vitae.
Please mark all applications ‘Private & Confidential’ and address to:
The General Manager
Burnett Respite Services
PO Box 2015
BUNDABERG QLD 4670
The closing date for applications is .
Thank you for your interest in this position.
Yours sincerely,
Peter Cullen
General Manager.
Inc.
APPLICANT INFORMATION GUIDE
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Thank you for your interest in applying for a vacancy with Burnett Respite Service Inc (Carinbundi). The
following information is provided to help you understand our selection process and to assist you in the
preparation of your application.
The Job Description
This document provides you with information about how to write your application to promote yourself in the best light
possible, and the process this organisation uses to select suitable applicants. You should address each selection criterion
with a view to clearly outlining your suitability for the position.
Rather than stating that you can meet each criterion, give specific examples, which demonstrate how you meet each
criterion or how you have undertaken similar tasks in the past.
Selection Criteria
Selection criteria are the basis for which a selection Board shortlists and selects the most suitable
applicant for any position. Shortlisting for interview is based on how well applicants meet the selection
criteria. Wherever possible give examples, do not simply state that you meet the selection criteria.
The wording of the selection criteria will indicate the required level of knowledge, skill etc needed for the
position. Common words or phrases are; demonstrated, proven, general ability to rapidly acquire, thorough and sound.
Demonstrated or proven ability means that you should have successfully performed the activity or
used the skill in the past rather than having the potential to complete the task/duty.
General ability, or ability to rapidly acquire implies that you have the potential to acquire the skill or
knowledge. If you have not had direct exposure to these aspects of work, you could demonstrate your
ability by comparing it to similar or equivalent responsibilities, tasks or relevant studies that you
have undertaken.
Thorough or sound gives an indication that advanced skill or knowledge is required.
Use “I” statements where possible – the selection Board is interested in what YOU have done and you should
provide examples of how you achieved what the selection criteria is requiring. It is not enough to
simply say that you can do something – you need to back up your assertions with examples of how you
have done it previously, the tasks you undertook and the outcomes achieved.
The following framework is provided to aid you in deciding what to include in your responses.
When giving an example of your experiences, it is suggested that you use the “S.T.A.R.” method.
Situation
What was the situation of the example?
Task
What tasks were involved?
Actions
What actions did you undertake?
Results
What were the results? – was your work approved, implemented, successful?
The Written Application
The objective of your written application is to convince the selection Board that you are the best person for the job, or
at the very least, worthy of interview to further ascertain your skills. Your written application will be assessed by the
selection Board and rated accordingly.
It is recommended that you include the following information in your written application:
� A statement describing how you meet each of the selection criteria as specified in the job
description. It is essential that you address all of the selection criteria.
� A Resume or Curriculum Vitae outlining your work experience, including where you have
worked, with dates, jobs held during your period of employment and major duties performed.
� The names and contact numbers of at least two referees who could provide an objective
assessment of your work performance.
Please submit copies of certificates, qualifications, references etc and NOT ORIGINALS with your
application, as we cannot return them to you. Applications must be received by 5:00pm on the closing date shown
Late Applications
Acceptance and consideration of any late applications is at the discretion of the selection panel. If your
application is late; you cannot appeal against another person being appointed to the position you have applied for.
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The Selection Panel
A selection panel consisting of a minimum of two people, including a Chair, will be convened for
the selection process.
The selection panel will select applicants on the basis of merit to ensure that the best possible
applicant is selected for a job.
The Rating Process
Performance during the selection process is assessed and rated by the selection panel against a predetermined
scale. The selection criteria are generally weighted on a sliding scale.
Selection Process
The selection panel may choose from a number of selection techniques to perform during the
selection process. Selection techniques may include, but are not limited to shortlisting, interviews,
reference checks, work samples, case study and presentations. Detailed below are the most common
selection methods.
Shortlisting
The purpose of shortlisting is to determine which applicants, based on their written application
addressing the selection criteria, possess the strongest claims to the position and will be selected for an interview.
The Interview
All interviewees will be asked the same questions which have been developed from the selection
criteria to assist the selection panel to assess how well you match the selection criteria.
During the interview you will only be asked questions relevant to the job description. Mostly you
will be asked two types of questions:
� Behavioural questions asking for examples of how you have handled things in the past; and
� Situational questions asking how you would handle a particular situation should it confront you.
The interview will be interactive which means that the panel members may ask additional questions to
explore and expand upon issues raised by your responses. Where additional questions are asked of a particular
interviewee, these may or may not be asked of other applicants. This will depend on the responses at the time.
Reference Checks
Referees provided by you may be contacted following the interview to verify information gathered. Referee checks are
usually carried out for applicants with the strongest overall performance. Referees will be asked to provide comment in
relation to your performance relative to the selection criteria. In most cases, the most appropriate referees are your
present supervisor and/or your immediate past supervisor.
The selection panel will not contact any referee or reference source without your consent. If any adverse comments are
made you will be given the opportunity to respond.
The selection Board will document comments made by referees.
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BURNETT RESPITE SERVICES INC.
APPLICANT SHORT-LISTING MATRIX
This matrix provides a guide for evaluating and short-listing applicants for a position, based on their responses to the key selection criteria (KSC). Each panel
member will allocate a score based on the ratings scale in the appropriate cell for that key selection criterion. The total score should then be calculated. (Add
or delete columns according to the number of key selection criteria you are assessing candidates’ against.)
NAME OF APPLICANT: …………………………………………………………………………………
DATE: ……..………………………………………
POSITION APPLIED FOR: …………………………………………………………………………….
PANEL MEMBER: …………………………………
Ratings scale
Exceptional
High level
Above
requirements
Meets
requirements
Meets some
requirements
Limited
KSC1
KSC2
KSC3
KSC4
KSC5
KSC6
KSC7
KSC8
10
9
8
7
6
5
4
3
2
1
Does not meet
requirements
0
TOTAL SCORE: ……………………………………..
COMMENTS: ………………………………………………………………………………………………………………………………………………………
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Employee Screening and Interviewing
The following information is a guide for staff to follow when seeking to ensure that
the recruitment process is one that attracts and recruits the best possible applicant in
a manner that is fair and consistent.
Applicant Screening
Suggestions
Common Questions
We would like to increase our workforce
diversity – how can we effectively work
towards this goal through our recruitment
processes?
How do we begin to screen applicants?
Which aspects of a position description
do we use to screen applicants?
What process of screening will best
protect the organisation from legal
challenge?
What process of screening will yield the
best applicants?
How can we be certain that we really do
use the same objective criteria to screen
each applicant?
How formal do we need to be with the
screening process?
Which applicants do we interview?
How many applicants should we
interview?
Understand why we need to do this – what will
be the possible benefits of a more diverse work
group in the organisation? That understanding
will help you consider candidates through a
broader lens. Also, consider the wording in the
advertising so we attract a more diverse
applicant pool.
Begin by grouping applicants into the following
3 categories:
 Highly qualified
 Qualified
 Unqualified (doesn’t meet minimum
requirements)
Use a recently reviewed position description
that includes:
 Tasks and responsibilities
 A list of minimum competencies and
requirements for the position.
Develop objective criteria for rating applicants
by using the minimum competencies, education
and skills noted on the position description.
Review all materials in response to criteria and
check for consistency of information. (i.e.
responsibilities stated, versus wage levels etc)
Use a rating sheet that can be attached to each
application. (see sample rating sheet)
Rate each application using the objective
criteria developed. (this allows for informed,
constructive feedback if needed)
Rank the applications by score. Interview those
with the highest score.
Plan to interview and reference check at least 3
to 6 applicants.
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Interviewer Bias
Avoiding Bias
By definition, bias is any influence that changes a result or response from what it would be
without the influence. We may show bias in subtle ways, by the way we speak or the tone
of our voice, by our behaviour toward others that shows them we think we are more
"important" or better. These biases should not form a part of the interview setting. Aside
from the ethical concerns, this behaviour interferes with the process, which is designed to
obtain the best applicant for a position based on the individual’s responses. It is essential
that bias be minimised during interviews. The following list of common biases should be
used to raise the awareness of interviewers prior to any interview panel sitting.
1. Stereotyping: The forming of generalised opinions about how people of a given
race, colour, sex, or religion think, act, feel or respond.
2. Leniency: The rating of all candidates favourably.
3. Stringency: The rating of all candidates unfavourably.
4. Halo effect: The interviewer allows one strong point that he/she values highly to
overshadow all other information.
5. Contrast effect: Comparing one candidate against another – a strong candidate
interviewed after weak ones may appear more qualified than they actually are.
6. Negative emphasis: Rejecting a candidate on the basis of a small amount of
negative information.
7. Cultural noise: A failure to recognise responses from a candidate that are more
socially acceptable rather than factual.
8. Similar-to-Me error: Picking candidates based on personal characteristics that they
share with the interviewer rather than on-the-job related criteria.
9. First impression errors: Making snappy judgements and letting first impressions
(positive or negative) cloud the rest of the interview.
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Interview Processes
Interviews are generally not very good predictors of on-the-job performance. However, we
often do not have the luxury of performing other forms of staff selection. For an interview
process to have a chance of success, it needs to be structured and make use of both
experience-based (what did you do when) and situational (what would you do when)
questions.
The following information will ensure the organisation meets its legal and ethical obligations and
attracts the best possible people into the workforce
Preparation:
 Clearly define the role the applicants are being interviewed for;
 Review each applicant’s information and responses to criteria; and
 Assign interviewers a specific role and run through the interview.
Structure:




Ensure, where possible, that the experiences of each applicant are similar;
Use the same structure, format and criteria for each applicant;
Ask only criteria-based behavioural or situational questions; and
Ask more than one question for each criterion.
Conduct of the Interview:





Set the applicant at ease;
Make a statement at the beginning to outline the process and any expectations;
Listen carefully and actively – do not interrupt;
Take notes throughout the interview or not at all; and
End with a statement covering decision-making processes and timelines, advice to all
applicants and provision of feedback.
Questions:





Ask the same questions of each applicant to ensure equity;
Follow-up and probing questions may vary with each applicant where appropriate;
Ask one question at a time;
Use open-ended rather than closed or leading questions; and
Don’t ask questions which encourage applicants to predetermine strengths or
weaknesses.
Rating Applicants:





Rate all candidates on the same criteria using the same scale;
Use separate rating scales for each measure;
Be mindful of interviewer biases in decision making;
Make ratings as soon as possible after the interview; and
Discuss the ratings, once made, with the other interviewers as soon as possible after
each interview.
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BURNETT RESPITE SERVICE
INTERVIEW EVALUATION
Candidate:
Position Applied For:
Date:
Panel Member:
Question/Area
Comments
Please circle a
rating below
Strong
Evidence
Some Evidence
Little Evidence
No Evidence
Strong
Evidence
Some Evidence
Little Evidence
No Evidence
Strong
Evidence
Some Evidence
Little Evidence
No Evidence
Strong
Evidence
Some Evidence
Little Evidence
No Evidence
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Strong
Evidence
Some Evidence
Little Evidence
No Evidence
Strong
Evidence
Some Evidence
Little Evidence
No Evidence
Strong
Evidence
Some Evidence
Little Evidence
No Evidence
Evaluation of other selection methods if applicable e.g. presentation
Excellent
Good
Average
Poor
Summary with justification of decision
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BURNETT RESPITE SERVICE INC.
STAFF INDUCTION CHECKLIST
This checklist is to be completed by the staff member carrying out the Induction of any new employee.
On completion of the Checklist, the officer responsible for the employee’s induction will sign off and place the Checklist in the staff members file.
Personal information






Contract of employment
Position description
Personal Development/Self Evaluation Process (booklet received)
Code of Conduct (accepted and signed)
Allocation of IT access code (where applicable)
Terms and conditions of employment/Award conditions
Documented essential practice guidelines




Review of organisational policies and documented procedures
Quality monitoring and continuous improvement systems
The organisation’s mission, vision and values
Service user participation in service management






Training records/Entitlements
Mandatory training
Premises security
Use of vehicles
Requirements regarding staff meetings
Internal communication mechanisms
Service delivery
 Principles of operation in supporting service users
 Rights of service users and their nominated supports
 Service delivery orientation period completed under supervision
(“buddy” or supervisor)
I confirm I have completed my formal induction process and have
understood my responsibilities in relation to the information provided
Workplace Health and Safety
 Instruction in safe work practice
 Duty of care
 Fire safety procedures
Standard operating procedures
 Time sheets
 Leave requests/Entitlements
Staff member Signed: …………………………………………
Date: …………………..
Officer completing induction Signed ………………………..
Date …………………….
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