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Recruit, select and induct staff

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1 Recruit, select and induct staff
With Sue Cameron MBA AFAIM TAE Session 15 Summaries and Revision Part B

2 Agenda Session 15 Assess and select applicants The selection tests
The Interview process Marks from Assessment 125 (Part 2) Appoint and induct successful candidate Preparation for the exam

3 Assess and select applicants
This element includes; Participate in the interview process and assess candidates against selection criteria Discuss assessments with other selection panel members Correct any biases or deviation from agreed procedures and negotiate for preferred candidate Contract referees for referee reports

4 Assess and select applicants
Prepare selection report and make recommendations to senior personnel for appointment Advise unsuccessful candidates of outcome and respond to any queries Complete all necessary documentation in accordance with organisational procedures Secure agreement of preferred candidate Reference: BSB07 Business Services Training Package (V1)

5 Selection Tests Pre- employment tests fall into three categories, medical tests, aptitude and skills tests and psychological tests Medical tests These are carried out by the organisation’s nominated medical practitioner (GP) The purpose of these tests are to ensure that the candidate can physically and mentally do the job

6 Selection Tests Aptitude and skills tests
These measure such factors such as verbal reasoning, numerical ability, spatial skills, abstract reasoning, the ability to check detailed information, mechanical comprehension and the aptitude to program computers

7 Selection Tests Aptitude and skills tests continued
These work tests are usually given at the screening or preliminary interview

8 Selection Tests Psychological Tests
These tests seek to find out if the applicant has the potential or capacity to handle the requirements of the job and the attributes needed to do it well They include psychometric tests which measure intelligence, aptitude, and personality traits

9 Selection Tests These personality traits can include extroversion / introversion, sociability and values, integrity etc. Video on Police Department Applicant Physical Fitness Test - Rapid City, SD Successful Psychometric Testing

10 Selection Tests All these tests assist with checking that the candidate can do the job, has the right sort of attitude and will fit in to the organisation

11 Selection Panels Many managers find themselves part of a panel of interviewers where two of more people are in the selection interview and decision Panel interviews require pre-planning to: determine who will chair the interview

12 Selection Panels determine the procedure by which each panel member will ask questions Agree on the ranking criteria for candidates against the personnel specification Video on How to Handle a Panel Interview : Job Interview Tips

13 Group Interviews These involve several applicants being interviewed together as a group by one or more interviewers This type of interview usually takes the form of the applicants interacting with each other, as well as the interviewers

14 Group Interviews This technique is often required when the personnel specification requires ‘people skills’ such as good communication, tact, poise, leadership and the ability to cope with stressful situations Consider assigning the role of a recorder to one person and be well prepared

15 Employment Interviews
The six steps in recruitment interviewing are: Prepare for the interview Put the interviewee (candidate) at ease The body of the interview Close of the interview Evaluate the candidate’s suitability Follow up

16 1. Prepare for the interview
Design a selection criteria form Carefully plan your opening questions and a few key questions Use the job description and person specification as a guide in preparing the questions Gather any information that you may need at the interview, such as hours of work, pay, conditions etc

17 Prepare for the interview
Prepare for each candidate by reviewing their resume and listing additional questions and points to cover Go over the letter of application and work history and application form (if used) Ask yourself what information would you like to follow up or check on from these documents

18 5. Evaluate the candidate’s suitability
Although you will have taken a few notes during the interview, take a few minutes after the interview to gather your thoughts What was your overall impression? Where did the candidate match the personnel specification? Where was there a poor match?

19 5. Evaluate the candidate’s suitability
Write down everything you need to help you to remember the candidates suitability for the job – it’s easy to confuse candidates if you do this only at the end of all the interviews Then compare all the candidates and find who best suits your selection criteria

20 5. Evaluate the candidate’s suitability
Some organisations check references at this stage or after making the job offer to your most suitable candidate (making it clear that the offer is subject to reference checks) Generally you conduct reference checks on your short listed top 3 candidates, as this assists with screening and confirming the candidates competency

21 The purpose of reference checks
confirm any information and details on the application materials check for any prior discipline problems; learn new information about a candidate; and ask questions that may predict a candidate’s performance Reference and How to conduct a reference check

22 6. Follow Up Once you have made your decision, make a written offer to the candidate you have selected Inform whoever needs to be informed (e.g. HR, salary department, your boss, your organisations’ nurse etc)

23 Follow Up Be sure that the letter of offer and contract of employment are sent to the new employee’s home and they know where, when and whom to report to on their first day at work

24 Follow Up When your offer has been accepted, tactfully let the unsuccessful candidates and applicants know, thanking them for them once again for their interest and wishing them success in their careers

25 Follow Up Keep all the details of all job applicants and interview notes confidential, as you may use them in the future for other positions

26 Follow Up Have a probationary (trial) period of up to three months for junior positions and six to twelve months for senior or key roles This allows the new employee time to help them fit in and perform well

27 Follow Up During this period you conduct regular performance reviews to check their progress

28 The drawbacks of Interviews
As we all have our own biases and prejudices, which affects our screening and selection skills we have to be aware of this If we hear what we want to hear and have a positive attitude towards the candidate this is called the halo affect However on the other hand it is negative this is called the ‘horns affect’

29 The drawbacks of interviews
Both of these attitudes can affect your selection decision in a non objective way You should be assessing their skills, attributes and characteristics Also don’t make up your mind within the first few minutes of the interview as sometimes first impressions can be wrong

30 The drawbacks of interviews
You must ask the candidates all the same questions relating to the job requirements That is way you must be prepared for the interviews and have a set list of questions ‘Getting the right approach’ read last paragraph on page 349

31 Assessment Marks Having marked your assessments this afternoon
Generally everyone put in a good effort

32 Appoint and induct successful candidate
Provide successful candidate with employment contract and other documentation Advise managers and staff of starting date and make necessary administrative arrangements for pay and employee record keeping

33 Appoint and induct successful candidate
Advise manager and work team of the new appointment Arrange induction in accordance with the organisational policy Reference: BSB07 Business Services Training Package (v1)

34 Information to include in Induction
Introduction to the organisation (page 361) General background information Lines of communication General industry information Working environment , rules and work practices Awards, agreements, superannuation etc

35 Information to include in Induction
Pay systems, deductions, saving opportunities Sources of advice and assistance Organisation’s policies on smoking, alcohol, holidays, sickness and being late A tour of the organisation An overview of the grievance procedure etc

36 Information to include in Induction
Introduction to the department Assigning the new employee a physical work space or work station Health and safety requirements Hours of work, beaks and finishing time

37 Information to include in Induction
Time-keeping and recording procedures Security systems (e.g. fire drills, emergency procedures Amenities, toilets, café or staff-room, car park Tour of department , the work layout and new colleagues

38 Documentation for new employees
Prior to the new employee commencing work ensure that they have a: Letter of offer and have replied Contract or Enterprise agreement Job Description

39 Additional Videos Go to Video on e-learning (under YouTube) called ‘Selecting the right people’ Also a video on e-learning called “Elements of Successful Induction Training’

40 Interview videos Interview Dos and don’ts
How to Conduct A Job Interview - Conducting Interviews – Vook Funny Example of a Bad Interview Monty Python Silly Job Interview Sketch (4.07 mins)

41 Screening & Selection Videos
Pre-Screening Phone Call: Top 3 Phone Interview Questions Even a Monkey Should Know! Pre-screening using video

42 Wednesday’s exam Study, study, study Get a good night’s sleep
Have a good breakfast & lunch Bring a pen Good luck Thank you for being a fun class Merry Christmas and a Happy New Year

43 Next Session 16 5pm Last minute revision 6pm Exam (10 questions)

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