BSBHRM506

Manage recruitment selection

and induction processes
Unit Assessment Student Pack

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Instructions to Student
Assessment instructions
Overview
Prior to commencing the assessments, your trainer/assessor will explain each assessment task and
the terms and conditions relating to the submission of your assessment task. Please consult with
your trainer/assessor if you are unsure of any questions. It is important that you understand and
adhere to the terms and conditions, and address fully each assessment task. If any assessment task
is not fully addressed, then your assessment task will be returned to you for resubmission. Your
trainer/assessor will remain available to support you throughout the assessment process.

Written work
Assessment tasks are used to measure your understanding and underpinning skills and knowledge of
the overall unit of competency. When undertaking any written assessment tasks, please ensure that
you address the following criteria:

 Address each question including any sub-points

 Demonstrate that you have researched the topic thoroughly

 Cover the topic in a logical, structured manner

 Your assessment tasks are well presented, well referenced and word processed

 Your assessment tasks include your full legal name on each and every page.

Active participation
It is a condition of enrolment that you actively participate in your studies. Active participation is
completing all the assessment tasks on time.

Plagiarism
Plagiarism is taking and using someone else's thoughts, writings or inventions and representing them
as your own. Plagiarism is a serious act and may result in a student’s exclusion from a course. When
you have any doubts about including the work of other authors in your assessment, please consult
your trainer/assessor. The following list outlines some of the activities for which a student can be
accused of plagiarism:

 Presenting any work by another individual as one's own unintentionally

 Handing in assessments markedly similar to or copied from another student

 Presenting the work of another individual or group as their own work

 Handing in assessments without the adequate acknowledgement of sources used, including

assessments taken totally or in part from the internet.

If it is identified that you have plagiarised within your assessment, then a meeting will be organised
to discuss this with you, and further action may be taken accordingly.

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Collusion
Collusion is the presentation by a student of an assignment as their own that is, in fact, the result in
whole or in part of unauthorised collaboration with another person or persons. Collusion involves
the cooperation of two or more students in plagiarism or other forms of academic misconduct and,
as such, both parties are subject to disciplinary action. Collusion or copying from other students is
not permitted and will result in a “0” grade and NYC.

Assessments must be typed using document software such as (or similar to) MS Office. Handwritten
assessments will not be accepted (unless, prior written confirmation is provided by the
trainer/assessor to confirm).

Competency outcome
There are two outcomes of assessments: S = Satisfactory and NS = Not Satisfactory (requires more
training and experience).

Once the student has satisfactorily completed all the tasks for this module the student will be
awarded “Competent” (C) or “Not yet Competent” (NYC) for the relevant unit of competency.

If you are deemed “Not Yet Competent” you will be provided with feedback from your assessor and
will be given another chance to resubmit your assessment task(s). If you are still deemed as “Not Yet
Competent” you will be required to re-enrol in the unit of competency.

NOTE – Re-assessment:

Students will have a maximum of two (2) reassessment attempts if competency is not achieved in
the first instance.

Additional evidence
If we, at our sole discretion, determine that we require additional or alternative
information/evidence in order to determine competency, you must provide us with such
information/evidence, subject to privacy and confidentiality issues. We retain this right at any time,
including after submission of your assessments.

Confidentiality
We will treat anything, including information about your job, workplace, employer, with strict
confidence, in accordance with the law. However, you are responsible for ensuring that you do not
provide us with anything regarding any third party including your employer, colleagues and others,
that they do not consent to the disclosure of. While we may ask you to provide information or
details about aspects of your employer and workplace, you are responsible for obtaining necessary
consents and ensuring that privacy rights and confidentiality obligations are not breached by you in
supplying us with such information.

Assessment appeals process

If you feel that you have been unfairly treated during your assessment, and you are not happy with
your assessment and/or the outcome as a result of that treatment, you have the right to lodge an
appeal. You must first discuss the issue with your trainer/assessor. If you would like to proceed

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further with the request after discussions with your trainer/assessor, you need to lodge your appeal
to the course coordinator, in writing, outlining the reason(s) for the appeal.

Recognised prior learning

Candidates will be able to have their previous experience or expertise recognised on request.

Special needs
Candidates with special needs should notify their trainer/assessor to request any required
adjustments as soon as possible. This will enable the trainer/assessor to address the identified needs
immediately.

Assessment requirements

Assessment can either be:

 Direct observation

 Product-based methods e.g. reports, role plays, work samples

 Portfolios – annotated and validated

 Questioning

 Third party evidence.

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Unit Assessment 3
Assessment type:
Written Questions

Objective: To provide you with an opportunity to show you have the required knowledge for this
unit.

The answers to the following questions will enable you to demonstrate your knowledge of:

 Describe recruitment and selection methods, including assessment centres

 Explain the concept of outsourcing
 Describe the purpose of employee contracts and industrial relations
 Summarise relevant legislation, regulations, standards and codes of practice that may affect
recruitment, selection and induction
 Explain why terms and conditions of employment are an important aspect of recruitment
 Explain the relevance of psychometric and skills testing programs to recruitment.

Answer each question in as much detail as possible, considering your organisational requirements
for each one.

A. Describe in detail your organisation’s recruitment methods. Mention:

 What information is included in job descriptions

 Where jobs are advertised
 What types of interview and screening processes are used.

Answer:

There are various methods of organization’s recruitment methods. Some of the are given as:

 Direct method:

In this method, the representatives of the organisation are sent to the potential candidates
in the educational and training institutes. They establish contacts with the candidates
seeking jobs. Sometimes, some employer establish direct contact with the professors and
information about students with excellent academic records. Sending the recruiter to the
conventions, seminars, setting up exhibits at fairs and using mobile office to go to the
desired centres are some other methods used to establish direct contact with the job
seekers.

 Indirect method:

Indirect methods include advertisements in newspapers, on the radio and television, in

professional journals, technical magazines etc.

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 This method is useful when:

 Organisation does not find suitable candidates to be promoted to fill up the higher
posts.

 When the organisation wants to reach out to a vast territory.

 When organisation wants to fill up scientific, professional and technical posts.

 Third party method:

These include the use of private employment agencies, management consultants,

professional bodies/associations, employee referral/recommendations, voluntary
organisations, trade unions, data banks, labour, and contractors to establish contact with
the job- seekers.

 Information included in the job description are:

 Duties

 Salary

 Working hours

 Department/management system

 Terms and Conditions of employment

 Jobs are advertised in:

 Employers website

 Local newspaper

 Professional/trade journals

 Recruitment agencies

 Sector-specific website

 Professional/trade body websites

 Job centers

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 The types of interview and screening processes used by the organizations for the
recruitment methods are mentioned below:

 Resume screening:

Resume screening is the most thorough method of screening. You get to take a look at
individual factors and create an image of the candidate. Although resumes aren’t the
best indicator of a candidate’s skills, they’re one of the key elements hiring

 Cover letters:

Resumes are a great way for candidates to present themselves, but they can be rather
limiting. If you want them to tell more about who they are early on, you can ask for a
cover letter along with the resume as part of the application process. Besides showing
off their writing skills, here are a few more things you can find out about applicants from
the cover letter.

 Applicant tracking system:

These software solutions automatically run through resumes and find the best candidate
on your behalf. They’re an essential element of the hiring process in enterprise
businesses that get a large volume of applicants per position.

 Online checking:

According to research, about 77% of all employers search their candidates online before
making a decision. By doing a simple search, you can find out if the candidate has a
website, public portfolio, social media profile or if there any relevant articles about them
online. Very easy to do, tells you if there’s something wrong that wouldn’t make you hire
a candidate.

 Skills test:

The number one priority for most employers out there is simply whether the candidate
can do the job or not. However, this is not something that you will be able to tell from
resumes, reference checks and looking up your candidates online. You get to see
candidate performance. There is no bias of any kind. When done right, they can
eliminate lots of bad applicants in very little time.

 Phone interview:

Phone screening was one of the major ways of communicating with candidates before
calling them in for a proper interview. They’re still common to this day, and they’re a
good method to learn more about someone without hassling the candidate to come in
and worry about commuting and missing out from their ongoing job if they have one.

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 Video interview (one-way or two-way):

Video interview is the second-best thing for getting to know more about the candidates.
Thanks to a host of video tools available at the moment, you can schedule a video
interview fairly easily.

B. What are the benefits of outsourcing recruitment?

Answer:

Some benefits of outsourcing recruitment are mentioned below:

 Outsourcing recruitment provides candidate of stronger quality for hiring.

 Reduction in cost as outsourcing recruitment can scale up or scale down their recruitment
activity.

 Outsourcing recruitment provide flexibility and can accommodate in every situation. They
can scale their recruitment team up and down as they needed.

 Reduces the time to hire.

 Outsourcing recruitment can present clients with the best candidate for the job. Talent
pooling is refer to all strong candidate actively engaging to create community for future
hiring.

 Recruitment process and assessment design.

 Outsourcing recruitment providers track and trace every stage of the recruitment process
allowing for real-time reporting and detailed insights for prompt decision making. This also
makes it a lot easier for future audits of recruitment activity.

 Enhanced stake-holder engagement.

 Reduces the need for direct advertising.

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C. What is the purpose of employee contracts?

Answer:

An employee contract is a legally-binding document between an employee and employer. It

typically details the expectations of the employment period.

The purpose of an employment contract is:

 To find a common ground of agreement for the employee and employer.

 To ensure that both you and your employer have a clear understanding of what is
expected during the term of employment.

 This document can also serve to eliminate any disputes which may arise at a later date.

 It also helps you to understand what your rights are under the law.

 Both you and your employer are bound to the employment contract until such time that
it ends due to notice given or a change in terms by either party.

D. What legislation affects your organisation’s recruitment processes?

Answer:

Some of the legislation Acts that may affect your organization recruitment processes are given as:

 Fair work Act

 Privacy Act

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  Equality and Human Rights Commission

 Work place health and Safety Act

 Labour hire licensing

 General Data Protection Regulation (GDPR)

E. Why are terms and conditions of employment an important aspect of recruitment?

Answer:

The terms and conditions of an employment are the important aspects of recruitment because of
the following reasons:

 A Terms and Conditions acts as a legally binding contract between employee and your
employer.

 This is the agreement that sets the rules and guidelines that users must agree to recruit
any new staff members.

 Terms and condition defines certain rules and criteria that all the recruited staffs must
follow otherwise he or she will have to face a serious consequences.

 This contract defines all the binding factors between the employee and employer, hence
it is very important for the newly recruited staff to agree on this terms and condition for
further progress.

 Terms and conditions contains series of rules and regulation amendments that must be
satisfied by both contractors

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F. Explain the relevance of psychometric and skills testing programs to recruitment.

Answer:

Some of the relevance of psychometric and skills testing programs to recruitment processes are:

 Psychometric testing can measure a number of attributes including intelligence, critical

reasoning, motivation and personality profile. An interview process can be fairly subjective
and although employers will normally assess skills and experience fairly accurately.

 A psychometric test aims to provide measurable, objective data that can provide a better
all-round view of a candidate’s suitability.

 Psychometric testing offers some credibility and objectivity to the process of recruiting. It
perhaps provides a more fair and accurate way of assessing a candidate, as all applicants
will be given a standardized test.

 Psychometric and skill tests have taken the form of pen and paper, multiple choice
questionnaires, but increasingly they’re moving into a digital realm. This means they can be
quick and easy to integrate into any stage of the recruitment process.

Some organizations often favor psychometric testing as a way of screening large amounts of
candidates at the start of a recruitment drive. In this case, psychometric testing could help to
drastically reduce the hiring manager’s workload, as it helps to swiftly identify a smaller pool of
suitable applicants who have the potential to perform well in the later stages of the interview
process. Hence these are the relevance of psychometric and skills testing program to recruitment
system.

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 End of Assessment

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