Axv2resources432339 PDF

Learner guide
Recruit, select and induct

staff
SITXHRM004
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Copyright 2016
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Contents
Overview ........................................................................................................ 3
Section 1: Identify recruitment needs ............................................................. 3
Section 2: Administer recruitment ................................................................ 27
Section 3: Select staff .................................................................................. 53
Section 4: Plan and organise induction programs ........................................ 87
Glossary ....................................................................................................... 97
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SITXHRM004 Recruit, select and induct staff
Overview
Have you ever been excited about starting a new job and then weeks into it thought, ‘Hey,
this isn’t what I signed up for!’
Have you ever hired someone only to find they just didn’t fit in, weren’t motivated, or didn’t
have the skills you thought they should have?
You’ll be surprised to learn how much these lost opportunities can really cost the
business. Having quality employees is critical to business success. People are the heart
of the business: they turn ideas into reality and connect with your customers.
You want people who are a good fit to both the job and your organisation. It’s about
having the right staff, with the right skills, at the right time!
Let’s learn how to improve your chances of making that happen by effective recruitment
selection and induction.
Let’s look at what you will learn on completion of this unit.
Section 1: Identify recruitment needs
Section 2: Administer recruitment
Section 3: Select staff
Section 4: Plan and organise induction programs
1
Section 1:
Identify recruitment needs
In this section you will learn the following.
• How to identify recruitment needs.

• How to consult others about staffing needs and job descriptions.
• How to obtain approval for recruitment.
• How to use job descriptions to develop clear and concise selection criteria.
• How to incorporate customer service attitude and experience into criteria.
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Pitfalls of the recruitment process

Click on the employees to learn about the impact of poor recruitment, selection and
induction.
Harry
I was really excited to start this new job. I was told there would be lots of scope to create
and design, which is a big reason why I was attracted to the position in the first place. I’m
disappointed to find this isn’t true and I feel a bit misled. I think I’ll start looking for another
job.
Ahmed
I’ve only been here three weeks. I’m finding it hard to fit in and work out the systems and
procedures here. Everyone is so busy and not very friendly. I thought I’d get more training,
but basically I was just left to figure things out for myself. I feel embarrassed when I can’t
help some of the customers.
Jenna
I’ve been given the responsibility of coaching Jackson, the new guy. My manager said
Jackson had previous experience in this role and so it wouldn’t take me too long to train
him up. I think someone’s exaggerated, because Jackson seems to lack a lot of basic
skills. It’s really frustrating training him and it’s going to take ages to get him on board.
Frederick
I’m worried about my business. We recently expanded and hired several new staff. Since
then, there has been an increase in customer complaints, particularly about how
telephone enquiries are managed. It’s really hard to get people with the right attitude for
intensive customer service roles.
Karen
It’s so frustrating. I can’t seem to get good support service staff. Each time I hire
someone, they don’t seem to last more than a few months. I just don’t have the time or
money to keep hiring new people.
Theresa
I manage the finance department here. It’s hard to find skilled employees who fit in with
the culture of the organisation. We’ve got a good team, but employee turnover is higher
than I’d like it to be.
Who is responsible for staffing?

Staffing or Human Resource Management (HRM) is an essential element of every
manager’s job and, to some degree, every supervisor or team leader’s job. Many medium-
to large-sized organisations have a separate department called Human Resources (HR)
to create policy and oversee and coordinate human resource functions.
Click on the icon to learn more about human resource management.
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Staffing or HRM supports the policies and practices needed to carry out the people or
personnel aspects of a management position. These include recruitment, selection,
training, induction, terms and conditions of employment and evaluating and rewarding
performance.
There are many resources available to help coordinate and manage the HR functions of
your role. Belonging to an employer association such as AHRI (Australian Human
Resource Institute) or VECCI (Victorian Employers’ Chamber of Commerce & Industry)
can help with most HR needs.
Extend your learning

Visit the websites of both AHRI and VECCI. Familiarise yourself with their services. Look
at the section called ‘member resources’. What templates and resources are available?
What are the fees for joining these organisations?
Note
Recruitment is about creating a pool of quality candidates.
Selection is about picking the best person for the job.
How is planning a part of human resource management?

Careful planning is essential. This involves a good knowledge of the goals and future
business plans for your area. Do you expect a growth or decline in business? Do existing
employees have the necessary skills, knowledge and attitude to provide the services and
products your company provides, not just for now, but in the future?
Click on the pictures to learn about the factors that influence recruitment needs.
Service standards
What level and depth or range of services does your business provide? Do you provide
five-star and VIP treatment, or more of a budget experience? Do you expect customers to
have to wait for service, or not? Will you be changing your standards in the future?
Productivity and efficiency

What outcomes or amount of work do you expect employees to achieve, for example,
KPIs (glossary) to be met, sales per hour, rooms cleaned per hour/day, customers served
per hour?
Demand
How busy is demand for your products and services? Do you think demand will grow or
decline over the following months?
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/Technology
How does technology influence the job roles now and potentially in the future? Do you
now require employees with skills in computer software, social media, or systems
management? Has technology reduced the scope of some positions?
Financial
What financial resources are available? There may be considerable constraints on how
recruitment needs are met, according to financial limitations.
Labour supply
How easy is it to get skilled staff? Certain jobs and industries can experience skills
shortages. Consider how a skills shortage could affect your business should you lose key
personnel.
Labour market changes

The labour market has changed a lot over the past twenty years. We have an aging
population, more women in the workforce, and acceptance of diversity. This could mean
evaluating current notions about the type of person you think will best fit a particular job
role.
Current skills
Are you satisfied with the current level of skills and abilities within your organisation? How
do you keep track of the current skills and abilities of your staff? Do you have succession
plans in place for key positions and replacement charts for coping with short-term
replacements? Let’s look at this in more detail on the next screen.
In a nutshell
Recruitment planning is an essential part of human resource planning and should align
with the overall strategy of the organisation.
What is a skills inventory?

A skills inventory tracks the current skills and future skill requirements for all employees.
Information from the employee’s résumé, such as current qualifications and skills (usually
broken into categories, such as computer skills, languages and specific job skills), short
courses, projects, seminars, as well as desired career paths and job preferences are
noted.
Employees may be asked to update their own ‘skills inventory’ on an annual basis, for
example, at performance appraisal time.
Skills inventories help to identify skills gaps within departments and the organisation as a
whole, which is helpful in determining the future needs of the organisation.
Click on the tabs to learn more.
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Training needs
Organisations may conduct training needs analysis. This involves assessing the skills and
knowledge of each employee against the department needs and the goals of the
company. Each employee is aware of any skills gaps and can plan training and
professional development to address this.
Recruitment needs
Training gaps and future skill needs provide direction for the hiring needs of the company.
For example, should a company discover they are short on staff with particular software
skills, they can redesign jobs and place these skills as a priority for future hiring.
Succession planning
This involves identifying key leadership positions within the organisation and developing
current employees to potentially take over these roles.
Note
Many organisations will use a Human Resource Information Management System to help
manage employee records. This software is essentially a data-base that makes it easy for
management to access employee records and assist with HR planning.
Service and productivity standards

Understanding service and productivity or efficiency levels is a key part of HRM planning
at a team or department level.
Click on the pictures to refresh your memory regarding the meanings of service and
productivity standards.
‘Service standards’ are the quality level, depth and range of services offered.
‘Productivity standards’ are the expected outcomes or specific measures to be achieved.
So, how do organisations predict how busy they will be? Generally the business will
consider historic trends and future bookings. Techniques used to predict demand vary
depending on the industry.
How do you monitor and predict service and efficiency levels?

Click on the icons to learn how organisations’ predict demand.
Historic trends
Look at previous sales, bookings held, occupancy rates or whatever is appropriate to your
business. Historic trends are a guide only. For example, a business may have been quiet
last January, but this year it is unexpectedly busy.
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Future bookings
What months are beginning to look busy? Technology such as Property Management
Systems, Reservations Management Systems and Apps can be used to track and predict
busy periods.
Marketing
Are there any new marketing campaigns planned that could have a significant effect on
business? These could include discount promotions and advertising campaigns targeting
new markets.
External factors
There are many other factors that can affect business, particularly at the strategic
planning stage. These include economic changes, legislation, government policy and
changing social trends.
Hot tip
Predictions are an educated guess. While no one can accurately predict the future, you
stand a better chance of being adequately staffed if you practise regular planning.
What are the results of poor planning?

Poor HRM planning can affect a business enormously.
Click on the chalk tabs to learn more.
High turnover
Some businesses like to refer to it as ‘wastage’ because losing good staff is a waste!
Dissatisfied customers
Poor customer service can result from a lack of employee skills and product knowledge. In
today’s world of social media, it can quickly lead to poor image and reputation.
Dissatisfied staff
Poor morale and lack of team work. Some industries are very small and word will spread
that your business is not great to work for. This can make it hard to attract quality staff.
Direct costs
These are the obvious costs in finding new staff, such as advertising, wage costs for time
spent on the recruitment and selection process, and training new employees.
Indirect costs
These costs are difficult to calculate. They can include errors made by incompetent staff,
loss of productivity, poor reputation, legal costs, loss of intellectual property and business
knowledge.
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What is the cost of employee turnover?

The costs of turnover can be directly linked to poor recruitment, selection and induction
policies. These costs should help keep you focused on the importance of getting the
process right!
Research demonstrates that when you take into account direct and indirect costs, it can
be up to 150% of the annual salary of the employee being replaced. For a salary of
$50,000 per year, that is $75,000!
Click on the icon to learn more
How do you calculate turnover percentage?

This is calculated by dividing the number of resignations by the average number of
employees for a given period, displayed as a percentage.
For example: Imagine there were 43 resignations in a year out of an average payroll of
220 employees.
43/220 x 100/1 = 19.50%
What is a good turnover figure?

This is difficult to answer. What is acceptable can vary greatly between industries and
even companies. For example, it is normal for a hotel located on an island to have a
higher turnover than a hotel in the city. Organisations should try and compare their figures
to competitors’ figures to gauge if they have a problem.
It’s worthwhile calculating the turnover for different groups of employees, for example,
departments, age groups, and male and female employees. This could help target
particular turnover problems.
Many organisations aim to be an ‘employer of choice’. This term is used to describe

employers who have policies, practices, culture, benefits and general working conditions
that make them attractive to work for, resulting in low turnover.
Note
Turnover figures can be an indicator as to whether management is doing their job
properly!

Conduct an Internet search for the term Employer of Choice (EoC). There are companies
such as the Australian Human Resource Institute and MyCareer.com which have annual
EoC awards. Also, try looking for the top 10 companies to work for. Identify why these
businesses receive EoC awards. Is it all about monetary benefits? Could you put any
strategies in place to improve your attractiveness as an employer?
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Another resignation
Click on the manager to hear his situation.
‘Helen, I understand your reasons for resigning, but let me just say, I’m unhappy to be
losing you. You’re a valuable part of this team!
Are you sure there isn’t anything I can say that will make you stay? Do we really need to
start looking for a replacement?’
Do you really need to replace Helen?
Finding new staff is not always the answer. Click the icon to find out why.
Retaining staff
Before rushing to replace a staff member, ask yourself the following.
• Are there underlying reasons, such as poor management, low morale, conflict, poor
equipment and resources or lack of training, that are causing staff to leave? If so, these
need to be addressed.
• Are there other options, such as up-skilling existing workers, changing job structures
and roles?
• What would happen if you didn’t replace the position immediately? Can the department
do without it?
• Can you turn the position to part-time, contract or casual?
• Staff may be experiencing conflict or personal issues affecting their performance. Can
they be supported through this time, by using paid and unpaid leave?
What employment arrangement can organisations use?

Organisations have a number of options in terms of employment arrangements.
Click on the pictures to learn more.
Modern awards
Awards are part of the national workplace relations system and cover the wages
(glossary) terms and conditions of employment for an industry or occupation, for example
the Hospitality Industry Award.
Enterprise agreement
An enterprise or collective agreement is a contract for terms and conditions of
employment negotiated between the employer and employees and their representatives
(unions, if requested). Agreements can be specific to one workplace, or a number of
businesses within a company. Generally, enterprise agreements include specific flexibility
around roster arrangements and working conditions for that company.
Minimum wage
The national minimum wage applies to employees who are not covered by an award or
agreement.
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Common law contract

Salaried (glossary) positions, such as management and professional roles and those
earning over $100K, often fall outside an award or agreement. People in these positions
generally negotiate their own employment contract.
Where can I go for help?

Employers and employees can visit the website of the Fair Work Ombudsman for help in
any employment matter. The Fair Work Ombudsman is the independent statutory office
created by the Fair Work Act 2009 to promote harmonious, productive and cooperative
workplace relations and ensure compliance with Commonwealth workplace law.
Important!
Regardless of the employment arrangement, all employers must comply with the National
Employment Standards. Click to the next screen to learn more.

Visit the Fair Work Ombudsman website and familiarise yourself with information found
under each of the tabs. Look under the ‘resources’ tab for the Best Practice Guidelines.
Click through the resources available for small to medium businesses.
The National Employment Standards (NES)

Pay and terms and conditions of employment can be found in whatever award or
enterprise agreement (or minimum pay standards) your organisation complies with. The
award or agreement will make reference to the ten NES. These are minimum
requirements; however, a company may choose to provide above these entitlements.
Employment or workplace relations law is an area that changes regularly, particularly in

times of new government. For example, currently there is discussion about extending the
right to request flexible work arrangements to all employees. Note: the paid parental leave
scheme is separate to the NES.
Click on the icon for a summary of the NES.
The Ten National Employment Standards

1. Employers to provide a copy of the Fair Work Information Statement to all new
employees.
2. Maximum weekly hours of 38, plus reasonable additional hours.
3. Requests for flexible working arrangements. Parents and carers can request change
to working arrangements to care for children not yet at school, or under 18 with a
disability.
4. Parental leave and related entitlements. Up to 12 months unpaid leave and the right
to request another 12 months.
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5. Personal/carer’s leave and compassionate leave. This includes sick leave and
bereavement leave.
6. Community service leave. This includes jury service and voluntary emergency work
leave.
7. Long service leave.
8. Public holidays.
9. Notice of termination and redundancy.
10. Fair Work information statement for all employees.
(Source: Fair Work Ombudsman. Accessed 2013.)
Important!
All new employees must be given a copy of the NES in the form of a Fair Work
Information Fact Sheet. Copies can be downloaded from the Fair Work Ombudsman site.

Go the webpage for the Fair Work Ombudsman and look up the National Employment
Standards. Download a copy of the Fact Sheet and a full copy of the NES. Answer the
following questions.
1. What is the difference between termination and redundancy?
2. If you have worked at a company for six years and decide to leave, how much notice
would you need to give?
3. How many weeks of annual leave are shift workers entitled to?
Note
It is important for managers and supervisors to have a sound knowledge of employee’s
rights under the Fair Work Act and the NES. Misunderstandings around pay, rosters and
entitlements can be avoided, with clarity around these standards.
What are the different modes of employment?

There are different modes of employment that affect employees’ conditions of
employment, entitlements and rate of pay. An understanding of these will help you make
staffing decisions.
Click on the different employees for a brief overview of each employment type.
Full-time
Hi, I’m Ted and I work full-time. Let’s learn what’s expected by a full-time employee.
A full-time employee generally work 38 hours per week. They are typically employed in
positions that have an ongoing, regular and somewhat predictable workload.
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Permanent full-time employees are entitled to the minimum NES and other statutory rights
such as superannuation and paid parental leave. For example:
• 4 weeks paid annual leave (5 weeks for shift workers)

• 10 days paid personal/carer’s leave per year
• Regular employer contribution as a percentage (currently 9.25%) of the wage to
superannuation
• Public holidays
• Notice when they lose their job
Click on the icon to learn what a full-time ordinary week is.
Full-time ordinary week

According to the NES, an ordinary week for a full-time employee consists of an average of
38 hours, which can be worked in a number of different ways, depending on the award
agreement in place. Below are some of the ways a 38 hour week can be averaged.
• A nineteen day month, of eight hours per day (thereby accruing one fully paid day off
per month)
• Four days of eight hours and one of six hours
• Four days of nine and a half hours per day
• Five days of seven hours and 36 minutes per day
• 152 hours per each four week period with a minimum of eight days off per each four-
week period
• 160 hours per each four-week period with a minimum of eight days off per each four-
week period plus a rostered day off
Part-time
Hi, I’m Casey and I work part-time. Let’s learn what’s expected by a part-time employee.
Part-time employees work less than 38 hours per week, but receive the same entitlements
as full-time employees, on a ‘pro rata’ basis. For example, a part-timer working 18 hours
per week is entitled to five days of carer’s leave and ten days of annual leave per year.
What hours are worked and how the week is structured may be negotiated between the
employer and employee. Some awards and agreements will set out the minimum number
of hours a part-time employee can work in a shift and/or week.
Employing part-time staff is an effective option when there is regular work that is not
sufficient for a full-time employee, for example, employing someone from 6 am to 10 am
five mornings per week. This option may be effective when covering full-time employees
on their rostered days off.
In addition, part-time employment allows the establishment to offer hours to employees

who wish to work fewer hours because of family, study or other commitments, or for those
wishing to job-share a full-time position. Part-time offers job security and predictability to
both employee and employer.
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Casual
Hi, I’m Todd and I work as a casual. Let’s learn what’s expected by a casual employee.
Casual employees are employed on a casual basis and paid by the hour, or part thereof.
As a casual employee, there is no guarantee of future ongoing hours of employment. In
fact, the contract of employment is terminated at the end of each engagement or shift.
When casual staff are first engaged, they must be told of the terms of their engagement,
and in particular, that they are employed on a casual basis with no entitlements to paid
leave (sick, personal or annual), or promise of ongoing hours or shifts.
To compensate for the lack of security and entitlements, casual employees receive a
minimum of 25 per cent loading on the ordinary hourly rate of pay and for all standard
hours. Most awards and agreements direct that a minimum shift is two hours.
Employing casual staff offers employers maximum flexibility and is an effective option to
help meet the service needs during busy times or peak periods, or to cover part and full-
time staff while on leave or sick. However, casual positions may not work well in high
skilled jobs requiring detailed product knowledge.
Contractors
Hi, I’m Doris and I work as a contractor. Let’s learn what’s expected of a contractor.
Contractors are employed to perform a specific job for an agreed price, for example, an IT
specialist employed to develop the company’s website.
Contractors get paid for the job they are hired to do. They are not guaranteed additional
work and are not paid leave or superannuation. They set their own work hours, pay their
own tax and are usually responsible for their own insurance.
Volunteer
Hi, I’m Shelley and I work as a volunteer. Let’s learn what’s expected of a volunteer.
A volunteer is someone who offers to do a particular task of their own free will. This
happens in not-for-profit sectors, in education for work experience placement or
internship.
Volunteers are not entitled to guaranteed work hours, leave or superannuation.
Important!
It is illegal for employers to ask potential job candidates to complete unpaid trial work. Visit
the Fair Work Ombudsman site for more information.
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Apprentices and trainees

Hi, I’m Ange and I work as an apprentice or trainee. Let’s learn what’s expected of an
apprentice.
Apprentices and trainees participate in a combination of work and training in order to

receive a trade or qualification, for example, Certificate II in Hospitality. An employee
cannot be classed as a ‘trainee’ just because they are unskilled or new to a job.
Apprentices and trainees are entitled to receive a minimum rate of pay, usually dependent
on how many years of their qualification or trade they have completed, and the number of
hours spent at work or in training.
Apprenticeships and traineeships can be full-time, part-time or school-based. Generally,

they are entitled to the same workers compensation, superannuation and other
entitlements as part-time and full-time employees.
The federal government provides financial incentives to workplaces that employ

apprentices and trainees, and additional payments if the trainee or apprentice has a
disability, is a mature-aged worker, is employed in a declared drought area or skills
shortage area. All incentive payments are subject to certain conditions.
For more information you can refer to the Australian Apprenticeships website
www.australianapprenticeships.gov.au.
Permanent or temporary
Hi, I’m Charlie and I work as a temp, but hope to go permanent. Let’s learn what’s
expected of a temp.
Employees should be engaged on a temporary basis if the nature of work they are
required to undertake is of a temporary nature, for example, to fill a position while a full-
time employee is on leave, or to complete a temporary project such as the management
of a function or event.
It is not appropriate to use temporary engagements as a means of trialling employees or

managing probation periods.
Remember, permanent positions are those that are ongoing. They can also be full-time or
part-time depending on the needs of the organisation.
Note
For more information about the different modes of employment, minimum standards and
rates of pay, refer to the Australian Government Fair Work Online website
www.fairwork.gov.au.
Before recruiting, who do you need to consult?

You cannot decide individually to recruit a new staff member. There are certain people
and departments you need to consult when confirming recruitment needs.
Click on the pictures to find out who they are.
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Management
Review the current job description and person specification (glossary) with the manager
and supervisor directly responsible for the position. Would they recommend any changes
to the role?
Seek approval to hire at the appropriate management level. In some companies, this may
need to go to the top level of management.
If relevant, seek approval to negotiate pay for salaried positions and terms and conditions
of employment, such as additional annual leave and flexible work arrangements.
The finance department

As is the case with every area of business, spending money requires approval. You can’t
go about employing new staff without careful consideration as to how this will impact the
establishment and department budgets. You may need to confirm the labour budget
allocation with senior management and the finance department.
The HR department
If your company has an HR department, they will guide you through the organisation’s
recruitment and selection procedures.
HR can help you:
• locate the bank of existing job descriptions and specifications you can use as a guide
in the planning process
• create appropriate job advertisements in approved media
• understand essential workplace relations considerations such as pay rates, leave
entitlements and the relevant award/agreement
• locate standard templates and pro formas
• understand relevant laws relating to equal employment opportunity (EEO) and
workplace health and safety (WHS)
Other
There may be other employees or parties who might be directly affected by the decision,
for example, trainers and employees who are being temporarily replaced, such as those
on extended leave.
What do I need to do to gain approval?

Many companies use internal forms, such as an employee requisition, that need to be
completed whenever a recruitment need is identified.
Some forms may also include an approval receipt which is signed by the relevant
authority/authorities within the business, such as the business owner, general manager or
human resource manager.
Such forms provide a summary of the position and may include the following details.
• The position title, responsible department and manager.

• The reason the position needs to be filled. Has an employee resigned? Is there a new
business need?
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• The estimated rate of pay.

• A summary of duties or key skills.
• Employment commencement date.
• Nature of employment.
• Name of the person making the request and the date.
Click the icon to see a sample employee requisition form.
Company XYZ
Employee requisition
Position vacant (insert job title)
Department (insert department title)
Date required
Mode of employment (e.g., casual, full-time)
New or existing position?
(if new, state reason
position required)
Salary or hourly rate
Summary of position
Essential experience and
qualifications
Desirable experience and
qualifications
Additional comments
Request made by Name:
Position title:
Signature:
Date:
Authorisation: Position requisition approved by:
Name: Name: Name:
Position title: Position title: Position title:
Signature: Signature: Signature:
Date: Date: Date:
How do I know what sort of person to look for?

Many organisations have a job description and person specification for all the positions
within the company. These have been constructed through careful job analysis. The job
analysis is a process that determines the duties and responsibilities of a job, including
equipment and technology used and interactions with others in the course of performing
the job.
Click on the icon to learn when you should undertake a job analysis.
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A full job analysis is conducted when the job is established, or when the nature of the job
changes, for example:
• Organisation or department restructuring

• Product or market diversification
• Technological change
• Award restructuring or establishment of enterprise agreements
It is also worthwhile completing a job analysis when taking over a business, to provide a
complete understanding of the job roles and responsibilities. Some companies will
consider it a worthwhile experience to perform a job analysis every couple of years,
regardless of whether or not significant change has occurred within the company.
Hot tip
Although you don’t need to undertake a job analysis each time you replace a job, you
should still review the job description and person specification to check they accurately
reflect the current job.
How do you perform a job analysis?

Click on the pictures to learn what is required to perform a job analysis.
Interviews
The job analyst conducts interviews with individual employees and their supervisors to
gather data. Often open-ended questions are asked, so topic areas can also be explored.
Questionnaires
Structured, job-specific questionnaires are given to employees and their supervisors. This
method can save time and the results can be checked and tested on individuals or groups
of employees.
Observation
The job analyst directly observes, either in person or by video, employees in their day-to-
day operations.
Diaries or logs
Employees are asked to keep a diary or log book of their work activities over a month or
work cycle.
Focus or consultative groups

Employees, supervisors, managers, HR personnel and even union representatives get
together to discuss the job requirements. This is particularly useful in situations of award
restructuring or when establishing an enterprise agreement.
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Hot tip
Remember to include data on any critical incidents the employees need to be able to
handle. Critical incidents can include: irate customers, drunk and disorderly people,
security issues, equipment breakdowns, first aid incidents, etc. Consider what actions or
behavioural responses are best suited to these incidents.
Job description and person (job) specification: what’s the

difference?
Sometimes they may be presented as one document, but the job description and
person (job) specification is not the same thing.
Click on the icon to learn more.
Job description
A job description outlines the duties and responsibilities relating to a particular job or
position.
Here is a list of information typically found in a job description.
• Title of the position

• Who the position reports to (in relation to the organisational structure)
• Purpose and function of the position
• Key objectives and tasks performed by the position
• Review process and expected achievements from the position
Person (job) specification

The person specification relates to the personal skills, qualities, experience, education
and knowledge required to perform a particular job. Where possible, these are often
broken into ‘essential’ and ‘desirable’. Look at the following example.
Experience
Essential: one year’s experience in a similar role.
Desirable: experience in leading a small team.
Qualifications
Essential: Current Responsible Service of Alcohol certificate.
Desirable: Certificate IV in Hospitality, or similar qualification.
Computer skills
Essential: Experience in using a computerised Property Management System.
Desirable: Experience in OPERA Property Management System.
19 2016 Edition
Beware of discrimination!
Does it discriminate?
Care must be taken when determining job specifications to ensure that you do not
unlawfully discriminate. The specifications can relate to both mental and physical
requirements as long as they can be directly linked to the requirements outlined in the job
description.
Specifying that a person must speak Italian discriminates against people who do not
speak Italian, unless this is a requirement necessary to work in the position, such as
conversing with suppliers and tour companies in Italy.
Will I use these documents for anything else?

Did you know that the job description and specification help with more than just
recruitment and selection?
Click on the pictures to learn more.
Performance appraisal
You can’t measure performance without these documents. How can you know if a person
is performing their job if no one has a clear idea of what the job involves?
Job design and legal compliance

These documents help with legal compliance in the areas of Equal Employment
Opportunity (EEO) legislation, training compliance particularly around WH&S issues. If a
person is injured at work, their job description and training plan will be examined.
Remuneration
Remuneration decisions should reflect the scope of duties and responsibilities for the job.
Wage grades are usually noted on the job description.
Induction and training

Qualifications required as a basis of determining who should be employed are outlined in
the person specification and checked in the final selection process.
The induction process should ensure that employees are competent in all areas of the job
description before being left to perform unsupervised.
Career development
They can be used by other employees to show career path options within the company.
2016 Edition 20
How do I write the job description and specification?

In addition to the paid member resources from employer associations such as VECCI and
AHRI, there are free resources available online from your local state or territory
government, for example, Business Victoria. These include sample job description
templates.
Click on the app icons for some useful tips for writing a job description and person
specification.
Clearly outline
Outline the purpose and duties required to perform the job.
Be specific
Be specific about the job requirements. For example, what does the term ‘effective
communicator’ mean? Are you referring to their ability to send and receive emails, write
business letters, communicate in meetings, answer the telephone or deal with customers?
Customer service
Ensure that you include the personal attributes that are necessary for a customer service
role. These can include: a positive approach, professional presentation, ability to remain
calm under pressure, motivation, punctuality, reliability and integrity.
List the essentials

Do not overstate the qualifications required. For example, does the person need to have a
formal qualification to be a food service attendant, or would someone with on-the-job
experience be equally suitable for the position?
Separate essential from desirable

Separate essential skills and experience from desirable skills and experience. This
enhances your search for the right person without discounting people who might be able
to perform the role but do not possess all of the desirable skills.
Be careful with specifics

Do not specify that the person needs ‘proven experience in a similar role’ if the role can be
performed by someone who has transferrable skills from another position or industry. For
example, does the position of hotel administration assistant need someone with hotel
administration experience, or could the role be filled by someone who has gained office
experience working for a manufacturing company?
Comply with the law

Comply with anti-discrimination laws. Do not refer to personal attributes that are irrelevant
to the position, such as age, gender, race, height and so on.
Consider the role requirements

Sometimes it is necessary to specify personal attributes, such as a minimum age if the
role involves serving alcohol, or previous experience if the role is unsupervised.
21 2016 Edition
Identify restrictions and conditions

Include any restrictions or special conditions that relate to the position, such as the need
to have a drivers’ licence, work overtime, a rotating roster or travel.
In a nutshell
A job description tells you what the job is about; the person specification tells you the type
of person most suited to do the job.

The state government website Business Victoria is an excellent source of assistance for
small business. Each state/territory may have similar sites. Click on the tab ‘operating a
business’, then ‘employing and managing’, and you’ll find information on workforce
planning, recruitment and selection and inductions. Explore these tabs and download the
free job description templates. Complete a job description for a position you currently hold,
have done in the past, or are interested in doing.
Sample job description

The following is an example of a completed job description for a casual food service
attendant position.
Click on the bookmarks to review the job description.
Job description
Position title Food service attendant
Mode of employment Casual
Department Food and beverage
Reports to Food and beverage manager
Date created 1 March 20xx
Position summary To provide quality food and beverage service to hotel guests.
To ensure that the hotel’s customer service standards are maintained at
all times.
Duties and responsibilities
1. Accurately record customer orders.
2. Recommend appropriate products and services to customers.
3. Have full product and service knowledge, including pricing, specials, suitable menu
combinations and ingredients.
4. Respond professionally and appropriately to customer special requests.
5. To effectively apply up-sell and add-on selling techniques.
6. To ensure that all hotel and restaurant sales promotions are understood and communicated
to customers at all times.
7. Encourage customers to complete customer feedback surveys.
8. Provide supervisors and kitchen staff with verbal feedback received from customers.
2016 Edition 22
9. Participate in stocktaking activities as required by the department.

10. Accurately calculate customer accounts and process payments as required. This includes
credit card, EFTPOS and cash transactions.
11. Clear and reset tables in a timely manner and in accordance with establishment standard
operating procedures.
12. Work cooperatively with other food attendants and kitchen staff.
13. Report breakages to shift supervisor in a timely manner.
14. Complete set-up and clean-up duties for the restaurant and private functions as required and
depending on shift allocation.
15. Handle complaints professionally according to organisational policy.
Organisational contribution
1. Comply with all establishment policies and procedures.
2. Comply with all legislative requirements relating to position.
3. Participate in training relevant to the role as requested by management.
4. Advise customers of additional products and services available throughout the hotel.
5. Provide outstanding internal customer service to all employees in every department of the
hotel.
6. Accurately complete and submit timesheets and leave request forms as outlined in
establishment procedures.
Occupational health and safety
1. Comply with all policies, procedures, guidelines and instructions issued to protect personal
health and safety and the health and safety of others.
2. Observe establishment procedures for risk identification, risk assessment and risk control,
including identification and reporting of all health and safety risks, accidents, injuries,
property damage and mishaps in the workplace.
3. Follow safe systems of work developed or implemented by management.
4. Report any personal injuries or near misses to management and accurately complete
required paperwork.
Privacy
1. Show respect for privacy and comply with the laws governing the use of any information
accessible through the establishment’s record management system.
2. Only utilise information necessary for the performance of work duties.
3. Do not share login details or hotel security information with other persons.
Position review periods
This position will be reviewed according to the establishment’s performance review policy on an
annual basis.
23 2016 Edition
Sample job specification

The following is an example of a completed job specification for a casual food service
attendant position.
Click on the bookmarks to review the job specification.
Job (person) specification

Essential personal abilities/aptitudes/skills
1. Friendly, outgoing personality.
2. Team player.
3. Clean and professional presentation standards.
4. Must be able to speak English.
5. Passion for working in a customer service industry.
6. Punctual and reliable.
7. Demonstrates initiative and self-motivated.
Essential knowledge and experience
1. At least 12 months experience working as a food service attendant.
2. Experience with a computer-based ordering system.
3. Cash handling and EFTPOS transaction experience.
4. Complaint handling and conflict resolution techniques.
5. Responsible Service of Alcohol certificate.
Desirable knowledge and experience
1. Experience working at large functions such as weddings or corporate events.
2. Experience with a Commander-based telephone system.
3. Knowledge of local wines.
4. Hospitality related courses.
5. Food Hygiene for Food Handler’s certificate
Additional notes
Nil
Acknowledgement
By signing this, I agree that I have read, understand and will comply with this job description.
Signed ___________________________________ Date _______________________________
Approved _________________________________ Date _______________________________
Note
Using a clearly documented job description and person specification helps to attract the
right person for the job, therefore reducing turnover costs in the long term.
2016 Edition 24
How do I develop the key selection criteria?

Before you actively start the candidate search and the recruitment process, you need to
establish the key selection criteria (KSC) for the position. Applicants are asked to address
the KSC in their application process.
If you’ve broken the person specification into ‘essential’ and ‘desirable’ where possible,
your hard work is done! The KSC is simply formed from the ‘essential’ areas on the
person specification. Think of KSC as the minimum requirement the applicant needs to
make it to the interview stage.
Click on the icon to see what the KSC would be for the food service attendant role
outlined previously.
 Friendly, outgoing personality.

 Team player.
 Clean and professional presentation standards.
 Must be able to speak English.
 Passion for working in a customer service industry.
 Punctual and reliable.
 Demonstrates initiative and self-motivated.
 At least 12 months experience working as a food service attendant.
 Experience with a computer-based ordering system.
 Cash handling and EFTPOS transaction experience.
 Complaint handling and conflict resolution techniques.
 Responsible Service of Alcohol certificate.
Note
The ‘desirable’ parts may also be included in a job advertisement, but applicants don’t
progress through to the selection phase unless they meet these minimum standards. We
will return to KSC in Section 2.
End of section
You have reached the end of Section 1.
Click to the next section to continue.
25 2016 Edition
2
Section 2:
Administer recruitment
• How to choose and organise selection processes.

• How to create and disseminate advertisements for positions.
• How to process applications.
• How to review applications against selection criteria and choose people for interview.
• How to inform unsuccessful applicants of decisions.
• How to establish any special needs and make arrangements for those progressing.
• How to document and file recruitment records.
What are the steps in the recruitment and selection process?

There are common steps in the recruitment and selection process. Many organisations
find it helpful to display the process in the form of a flow chart. The following is an
example of a recruitment and selection flow chart.
Click on the sample flow chart icons to learn more.
27 2016 Edition
Position opens
Complete new employee requisition

form
• Have form approved by HR and
department manager.
• All positions except temporary
replacements to be advertised
Review job description and person

specification
Develop key selection criteria
Internal search External search
Intranet Check HR database for suitable

applicants
• Place job advertisement on Jobs
Board tab of the Intranet, with links
to the job description and person
specification Advertise on approved media
• HR to approve advertisement
before publication
Interview • Applicants to submit résumés via
email
• Minimum two interviewers
• Panel interview for management
roles Initial selection
• Compile shortlist based upon KSC
• HR to conduct first round interviews
Selection decision • Finalise shortlist
• Reviewed against KSC
• Check department references
Second round selection
• Minimum two interviewers
Suitable applicant found, then offer • Panel interview for management
position roles
• Complete background check
Position Position Suitable No suitable

accepted, declined, or no candidate candidate
search ends suitable found, then offer found, then
candidate, position review KSC
commence and target
external search media before
repeating the
external search
Position Position
accepted, declined,
search review
ends short list
2016 Edition 28
Note
Remember to always follow your company’s procedure.
Should I source applicants internally or externally?

There are advantages and disadvantages to both promoting from within versus hiring a
person who is new to the company. Many companies like to encourage career growth. In
addition to promotion, employees may be interested in increasing their skill level by
transferring from another department on a permanent or temporary basis.
Benefits of internal recruiting

• Less cost and time in the whole recruitment and selection process
• Easier to assess the skills, abilities and personal qualities of applicants
• Demonstrates career path progression to other employees
• Can improve morale as good work performance is rewarded through promotion
Problems with internal recruiting

• May cause political infighting and unrest amongst those not promoted
• May not fit in with equal employment opportunity, as applicants may believe favouritism
and discrimination is the reason for missing out on the promotion
• Requires a good performance appraisal system in place to assess applicants
Click on the icon to learn why new employees are good for the staffing pool.
New employees can ‘shake up’ the existing staffing pool. They may bring new skills, ideas
and procedures into place. Existing employees will possibly benefit from experiencing this
and not become complacent about keeping their own skills up to date.
In small companies, it might not be applicable to internally advertise all vacant positions.
For example, if you needed to replace your chef, but your existing kitchen staff are
apprentices, it wouldn’t make sense to advertise internally. In medium to large
organisations it is common for the recruitment policy to include the direction that all
positions, whether temporary, acting, or permanent, be internally advertised. To be fair,
internal applicants must still go through the recruitment and selection process.
It is also a common policy for all ongoing positions to be advertised externally, which
better fits with the concepts of equal employment opportunity (EEO).
Click to the next screen to learn more about HR policies and EEO.
29 2016 Edition
What is included in HR policies?

HR policies are general statements to help guide managers in their decision-making and
communication with employees. They help ensure workers are treated fairly and offer
strategies to help resolve problems.
Policy is created by the HR department, and in smaller organisations, the owner or

managers. Employer associations such as AHRI and government organisations such as
Business Victoria provide templates for policy development.
Policy documents can be stored electronically, such as on the company Intranet, or in a

printed format, such as a manual.
Click on the icon to learn what may be included in a HR policy.
 Code of conduct
 Diversity policy
 Bullying and sexual harassment policy
 Recruitment and selection policy
 Use of social media policy
 Grievance procedure
 Working from home policy
 Leave policy
 Performance appraisal policy
 Workplace health and safety policy

Go to the Business Victoria website. Type ‘HR manual template’ in the site search.
Download and save a copy of the HR manual template. What is recommended in the
recruitment and selection section? Go to the EEO section. What is meant by the term
EEO? What is indirect discrimination?
What is Equal Employment Opportunity (EEO)?

EEO is about identifying and removing barriers such as discrimination and bias (glossary)
to employment and promotion. It is about creating an environment in the workplace where
everyone has a ‘fair go’.
Broadly, EEO covers three areas.
Click on the headings for a brief explanation of each area.
2016 Edition 30
Harassment &
bullying
Antidiscrimination Affirmative action
EEO
Antidiscrimination The promotion of equality and the protection from unfair

discrimination.
Harassment and bullying Unwelcome sexual attention and verbal, physical, social
or psychological abuse in the workplace.
Affirmative action Positive steps towards demonstrating EEO. Often involves
programs to help traditionally disadvantaged groups, such
as women, older workers, Aboriginal and Torres Strait
Islander peoples and those with a disability.
Click on the icon to learn about the aims of the EEO.
Aims of the EEO

EEO principles are the basis of HR policy. Aims of EEO can include the following.
• Management decisions being made without bias.

• Recognition and respect for the social and cultural backgrounds of all staff and
customers.
• Employment practices which produce staff satisfaction, commitment to the job, and the
delivery of quality services to customers.
• The best person is recruited and/or promoted.
• Skilled staff are retained.
• Training and development are linked to employee needs and customer needs.
• The workplace is efficient and free of harassment and discrimination.
A fair go
Antidiscrimination legislation is based upon the concept of ‘a fair go’. It is important for
managers to have a sound knowledge of the principles of managing diversity. For more
information, refer to the unit Manage Diversity in the Workplace.
31 2016 Edition
In legislation, listed areas for discrimination (protected attributes) are commonly referred
to as ‘grounds for discrimination’. Generally, it is against the law to discriminate (across a
state and federal level) on these grounds.
• Race
• Colour
• Gender
• Religion
• Political belief or activity
• Nationality, national extraction
• Social origin
• Age
• Medical record
• HIV status
• Criminal record
• Marital status
• Disability or impairment
• Sexual preference
• Gender identity
• Trade union activity
• Association
• Parental status
• Breastfeeding
• Carer status
Note
Unfair treatment based on these grounds for discrimination extends to the following.
• Firing an employee
• Not hiring, or promoting an employee
• Not giving legal entitlements, such as pay and leave provisions
• Offering a potential employee less pay and terms and conditions of employment than
others doing the same job
• Changing an employee’s job to their disadvantage
Quick thinking
What are some of the methods you could use in a recruitment search?
You have 30 seconds to list as many methods of recruiting or sourcing new employees
that you can think of.
Click start to begin.
List methods of recruiting or sourcing new employees.

How did you go? Compare your answers to these.
• Newspapers
• Internet job boards
2016 Edition 32
• Recruitment agencies
• Education providers, such as universities, TAFEs and private providers
• Your company’s webpage
• Social media
• Word-of-mouth
• Job Network
• Employer associations
• Unions
There are lots of options! Technology and social media is changing the way organisations
recruit employees. Click to the next screen to learn more about recruitment methods.
What should I think about before choosing a recruitment

method?
Recruiting is the process of sourcing and attracting quality candidates. A lot of time and
money can be wasted in using the wrong method. Ask yourself the following questions.
Click on the question marks to find out what you should know prior to recruiting.
? What level is the position, for example, entry, team leader, senior management?
? Are the job skills specialised or general?
? How many positions are to be filled?
? How soon do you need the position filled?
? What budget am I working with?
? Where would candidates most likely search for this type of job?
Hot tip
Don’t just think of the active job-seeking market. Attracting the interest of ‘passive’ job
seekers (those people not actively looking for work, but have their interest sparked by
coming across an advertisement) can produce quality candidates.
Some methods are common to specific industries and job types. Always refer to your HR
policies for guidance.
Note
You don’t have to just use one recruitment method. It is common to use several
recruitment methods at the same time.
33 2016 Edition
What are my recruitment options?

Click on the tabs to learn about your recruitment options.
Traditional advertising
The use of traditional media such as local and metropolitan newspapers is on the decline.
Advertising in metropolitan newspapers is particularly expensive. The local paper can be
useful for entry-level jobs for businesses in local shopping strips. Metropolitan papers are
commonly used by senior management roles and in medical and teaching fields.
Newspapers frequently offer advertising package deals that include placement on an

online job board.
General online job boards

These include sites like Seek.com and MyCareer.com. They have mass-market appeal
and are popular for entry-level positions. They are cheaper than print-based methods and
allow room for detail about the job, or links to the job description. Response time is
immediate.
Niche online job boards

These are industry specific job boards, such as CoffeeJobs.com and ChefJobs.com. They
can be useful in attracting staff with specialised skills.
Industry associations
Industry or employer associations such as Meeting & Events Australia, AHRI, and
Australian Culinary Federation have trade magazines and job tabs on their websites.
These can be a way to target specific skills, but may provide a small candidate pool.
Recruitment agencies
Recruitment agencies are specialist firms who can assist in placing short-term and
ongoing staff. They can be general or industry specific. They charge a commission for
placements and can be quite expensive. They are commonly used to fill gaps in the need
for casual staff, or to help place ongoing professional positions in companies that lack the
HR experience to run the recruitment process themselves.
Examples of agencies include Frontline Hospitality, I Need a Chef Hospitality Agency, VIP
Personnel and Adecco.
Executive search firms

Often referred to as ‘head hunters’, these specialist recruiters are used to hire top-level
management and professional positions. They are expensive, but can be worth the
investment when you consider the cost of getting it wrong at this level.
Networks
Formal and informal networks can be used to find active and passive applicants. Alumni
networks, professional and industry associations and online networks such as LinkedIn,
Xing, Twitter and Facebook allow direct and word-of-mouth advertising.
2016 Edition 34
Employee referrals
This involves asking current employees to examine their networks for suitable candidates.
Some companies offer a ‘finder’s fee’. This means that if an employee successfully refers
a candidate (who passes the probationary period), the employee receives a lump sum
bonus.
Educational institutions
Universities, TAFE, high schools and private training providers are often used to source
high performing, yet entry-level candidates who are interested in long-term career
development. They can also be useful in filling low-skilled, casual jobs.
Government agencies
Government agencies can assist in recruiting for specialist industries such as resources
mining, low-skilled workers and those with special needs.
The federal government operates a free online jobs board called Australian JobSearch. It
has specialist tabs for services industries and the resources sector.
Disability Employment Australia and the National Disability Recruitment Coordinator

provide assistance to employers to help them find the right candidate and prepare the
workplace to support their disability.
Company websites
It is common for large companies to have a ‘jobs’ tab on their webpage. Job seekers can
sign up to get email alerts when jobs they are interested in become available.
Company’s HR database
This includes résumés on file from recently unsuccessful candidates and unsolicited
(glossary) applications.
Internal
Advertising within the company is often done electronically via the Intranet or email alerts.
Notices can also be placed on the staffroom noticeboard.
Other
Career fairs or expos. These are useful as an exercise in marketing your company as a
great employer.
Notice in the window of your business. This method is often used by small business to
attract someone from the local area. However, they can look unprofessional, especially if
they have spelling mistakes!

Visit three different job boards and conduct a search for a job you are interested in. What
do you think of the layout of the advertisement? Is there access to a job description, or is
the advertisement detailed enough? How do applicants apply? How much does it cost to
place an advertisement?
35 2016 Edition
Hot tip
Sourcing employees is also a marketing opportunity. It can improve brand recognition and
tell people about your company. Make sure you use the opportunity wisely.
How is social media changing recruitment?

Job seeking and recruitment is becoming more referral-based than ever before. Social
media also enables recruiters to tap into the passive job market.
LinkedIn
LinkedIn is a social networking site for people in professional occupations. It has over 200
million members. Basic membership is free; however, individuals and business can pay to
access premium services.
How are employers using LinkedIn?

• Apply to network. Access networks of active and passive candidates and stay in touch
with former, valued and trusted colleagues.
• Candidate search. Actively search for candidates by typing in key words that describe
required qualifications and skills.
• Referrals. Ask trusted people within your network to make referrals.
• Company profile. Develop a company profile that engages with followers. Post updates
on the profile, including available jobs.
Twitter
Twitter is a micro-blog social networking site, letting you post up to 140 characters.
How are employers using Twitter?

• To directly engage with customers and the community.
• Candidate search. If your company has a lot of followers, it can be used to recruit.
• Use hash tags (#), such as #recruiting, #hiring, #chef jobs, etc, to find and filter
information. Companies like TweetMyJobs and Jobvite can help business target their
tweets to a particular audience.
Facebook
Facebook is a widely used social networking site. Companies can have a Facebook page,
which they can use to build brand identity and engage with customers and the community.
How are employers using Facebook?

• Recruit. This can be done by posting targeted job advertisements and by having a ‘job
board’ tab on their home page.
• Referrals. Asking your network to make referrals.
• Creating a professional community page to connect professionals and post jobs, for
example, Bartender Exchange.
2016 Edition 36
Social media benefits

Social media can reduce the cost of recruiting. It also offers the employers the power to
check on potential employees and visa versa! It is equally important for both individuals
and companies to maintain a professional online presence.
Sites such as Glassdoor allow potential employees to research the company and read
(anonymous) comments from current and previous employees about what the company is
like to work for.
Important!
Check your company’s policy on the use of social media in the workplace. Some
companies ban its use while others fully encourage it.
Note
Using social media in recruitment is a rapidly developing area that can’t be ignored. It is
important to keep up to date with trends and use social media wisely.

Google your name. What does your online footprint say about you?
Have you got a LinkedIn profile? If not, start one today. Visit LinkedIn and look at the
services it offers employers and job hunters.
Job advertising
Does the following advertisement paint a clear picture? How do you apply? Is five years’
experience realistic?
Food service attendant
A great opportunity exists for a professional food service attendant. A minimum of five
years’ experience is needed to cope with our busy, fast-paced environment.
Perm pt. approx. 25 to 30 hrs p/w b/w 7am to 5pm (although there is a high likelihood that
this could increase based on the impact of the local markets demands).
The main purpose of the role is to provide superior and exemplary customer connections.
You will be rewarded with excellent staff benefits which include a plethora of value-added
items, as well as a great working milieu, an innovative team and the opportunity to
enhance further your training and experience.
37 2016 Edition
Click on the advertisement to see how it could be written.
Food service attendant
A great opportunity exists for an experienced food service attendant to work in our hotel
restaurant.
The position is permanent part-time, commencing 12th March 20xx. The position involves
working approximately 25 to 30 hrs per week, and rostered hours are between 7 am and 5
pm.
The main purpose of the role is to provide superior food and beverage service to guests in
the restaurant.
You will be rewarded with excellent staff benefits, as well as a great working environment,
innovative team and support to further your training and experience.
For a complete job description and application form, please email jjones@aaahotel.com
by close of business xx/xx/xx
Note
Make sure you keep the language simple and concise. There is no need to use big words
or jargon that will intimidate or confuse applicants. Your goal is to attract as many suitable
applicants as possible so make sure your advertisement can be understood.
What makes a good job advertisement?

A job advertisement should contain the key selection criteria, attract the candidate’s
interest and tell them how to apply.
Click on the job seekers to learn what they see in a good job advertisement.
The company name and logo.
A main headline, preferably the job title to entice the target market.
A sub-heading, such as location, salary or a description of the department.
Main job duties and possible interesting factors about the job. Include a link to the job
description.
Who the position reports to and is responsible for.
Outline the ideal candidate. This is where you include the key selection criteria such as
qualifications, skills and experience. Some companies include key performance indicators,
which are specific measures of performance.
Get the reader involved by referring to the reader as ‘you’. Use the second person (‘you’,
‘your’) when outlining the ideal candidate.
2016 Edition 38
Incentives. What makes this job and your company attractive? This could include:
remuneration, working conditions, hours of work, training, professional development
opportunities and unique organisational culture.
Ensure working hours are clear and whether the role is permanent or a fixed-term
contract.
Action. After creating a desire to respond, include clear instructions on how to apply, as
well as contact details and a close-off date.
Remember AIDA!
One way of writing a good advertisement is to apply AIDA!
Click on the newspaper clippings to learn what AIDA means.
Attention: Write a good headline. Ensure the layout is easy to read.
Interest: Build information in an interesting way.
Desire: Create job appeal and outline benefits in a way that makes the reader want the
job.
Action: Prompt action through clear instructions on how to apply.

Collect some print-based and electronic advertisements. Compare them. What
advertisements stands out for you and why? Have a go at creating your own job
advertisement for the job description and specification you created earlier in the unit.
Job advertising mistakes

Click on the checkboxes to learn common job advertising mistakes.
 Upper-case. DON’T WRITE IN CAPITALS LIKE THIS.

 Over-designed graphics. It can distract and slow the reading.
 Font size that is too large or small.
 Coloured font. It can reduce readability.
 White headings on a black background. They are harder to read.
 Strange-looking or overly fancy fonts. Keep it simple.
 Clever, obscure, or odd headings. You don’t want to mystify the reader.
 Too many words and too much technical detail about the job. Instead, leave a link or
directions on how to find the job description.
 Uninspiring, boring descriptions of roles and the ideal candidate.
 Discriminatory language.
39 2016 Edition
EEO considerations
On the following screen two job advertisements could be in breach of EEO (Equal
Employment Opportunity) legislation.
Click on the icon to see the advertisements.
Click on the advertisement headings to learn about each one.
Front office receptionist

Our hotel is looking for an enthusiastic female to work as a full-time, front office
receptionist.
Ready for immediate start, the successful applicant will be:

• customer-focused
• reliable and punctual
• committed to the team and position.
Previous hotel front office reception and Opera computer system experience preferred.
It is discriminatory to advertise the position for females only when a male could also
perform the role of receptionist.
Apprentice chef
Do you have an interest in cooking? Are you looking to embark on a career in the hotel
and hospitality industry? Then we're interested in YOU!
We've got an excellent opportunity for a junior person to join us as an apprentice chef.
You'll work as part of a professional and driven kitchen team and assist in the daily food
preparation and presentation for all the food and beverage outlets within the hotel.
Ideally you'll have recently completed secondary school, and have a positive approach to
work and study.
It’s a mistake to limit the role to young applicants only, as this indicates that mature-age
applicants can’t be apprentices, which is incorrect.
This is a form of age-based discrimination.
Head bartender full-time

An exciting role exists for an experienced bartender to join our energetic team.
You will be responsible for leading the shift and creating exciting new menus and
promotions.
Apply if you have:

• previous experience as a lead bartender
• excellent knowledge of cocktails, Australian and International wines and spirits
• the ability to work a seven-day rotating roster
• current RSA certificate.
2016 Edition 40
None of the information in this advertisement is discriminatory. It sticks to genuine job

criteria.
Non-discriminatory advertising guidelines

An organisation has a legal responsibility to ensure their advertisement abides by
antidiscrimination legislation.
Click on the characters to see some common slip ups when advertising.
Wording to a specific sex, for example ‘he’, ‘she’, should be avoided.
Age cannot be specified; however, you can ask if the applicant is ‘18 years and over’ for
legal requirements, for example, to serve alcohol or work in a gaming room.
The use of ‘mature', 'senior' and 'junior' can also be a problem, as they indicate age.
Terms such as 'senior' or 'junior' should only be used for genuinely established job titles
that indicate a particular professional level grading, for example, 'senior lecturer’.
Request for the applicant to fit a ‘young, vibrant team or company’ can be seen as ageist
and could attract complaints.
Qualities unnecessary for the work to be performed should be excluded.
Use gender neutral job titles.
Click on the icon to see examples of gender neutral job titles.
Don’t say Say

Waitress or waiter Food service attendant
Workman Worker
Three years’ experience Demonstrated ability
Junior Seeking experience
Cleaning lady Housekeeper or cleaner
Senior person Responsible person, lead person
Barman Bartender
Storeman Storeperson
Benefits of following EEO guidelines

Even though EEO laws help create a workplace free from discrimination and harassment,
they can also be beneficial in other areas.
Click on the dot points to learn why following the EEO guidelines is beneficial.
• A wider range of applicants to choose from.

• A better opportunity for obtaining the best person for the job.
• An opportunity to improve the standards of skill within the labour force.
• A greater chance to increase productivity and profits with the best available person in
every job.
41 2016 Edition
Do you think this advertisement is OK?
Female Fitness Instructor
XYZ Gym
Casual, qualified instructor required to take one-to-one and small group sessions.
Our boutique gym has state-of-the art facilities and equipment. We offer tailored and
unique fitness programs to our clients.
If you want to take your career to another level, apply by…
Click to the next screen to learn why this advertisement may be able to ask for a woman.
Allowable discrimination
There are times where you can put conditions or restrictions on a job that would otherwise
be viewed as discrimination, but in these circumstances they are lawful. This is because
the restrictions are genuine job requirements, or exist to encourage under-represented
groups into a job role.
Click on each person to learn examples of allowable discrimination.
Francine places an advertisement for a female cleaner in the Women’s Crisis Services
organisation she manages.
Alex hires actors for performances in his company. He is able to specify age, gender and
race in his job specifications.
Petrina is a nurse, and is researching employment advertisements online. She notices

one company states ‘Indigenous people preferred’ on their job ad.
Allowable discrimination
When creating a job advertisement there will be times in which you have to be specific in
explaining what type of candidate would be suitable.
Click on the icon for more examples of this allowable discrimination.
 Artistic, modelling and acting jobs can specify physical requirements.

 Recruiting people under 21 for youth wage positions.
 Jobs involving cleaning toilets and change rooms, performing body searches can
specify gender to maintain privacy.
 Specifying gender for services that cater to people of religious backgrounds who are
not permitted in mix-sex environments.
 Addressing an EEO target of employing groups who’ve been traditionally
underrepresented in the workforce, for example, Aboriginal and Torres Strait Island
Peoples and those with a disability.
 WH&S reasons for a person to be physically fit and healthy.
2016 Edition 42
Click on the icon to learn where you can find out more.
In some cases of allowable discrimination, an exemption to the prohibition of

discrimination must be sought from the Human Rights Commission. If you are unsure
whether your advertisement complies with EEO, then refer to the websites for the
following organisations:
• Australian Human Rights Commission

• Fair Work Ombudsman
• Your state/territory Human Rights Commission branch
We are now ready to look at how you get candidates to apply for the job. Click to the next
screen to learn more.
What application method should I direct applicants to use?

How you want applicants to apply can be influenced by the recruitment method used. For
example, online job boards will mean an email with a résumé attached. It also depends on
factors such as how you want the information presented, the timeframe, and staffing
resources available to process the applications.
Click on the tabs to learn more about each application method.
Application forms
Application forms are commonly used by medium to large organisations for recruiting
entry-level positions. They allow information to be stream-lined and ensure applicants
address key selection criteria. This can make assessing applications easier. Application
forms can be filled in either in person, or over the Internet.
Note
As information in the application form is limited, some companies will advise applicants
they can also attach their résumé to the form.
Résumé and curriculum vitae

A résumé is (or should be) a one to two page document outlining skills, work history and
qualifications. A curriculum vitae is a longer version of a résumé. It is common to use it in
professional and academic positions where the applicant needs to include project work,
achievements and published writings.
Résumés can be dropped off in person, mailed in or submitted electronically via email or
an online data-base. They are used widely in all industries and are often accompanied by
an application letter.
Using résumés is more time-consuming than other methods, as it may be harder to pick
out key selection criteria and compare applicants.
43 2016 Edition
Warning!
Although the application letter and résumé can provide an insight into the applicants
writing ability and eye for detail, be aware that it is common for people to use professional
résumé writing services.
Hot tip
To make it easier to manage résumés, you can request applicants to submit them in a
particular format which addresses key selection criteria. This means you need to provide a
clear framework and instructions for the applicant to follow.
Telephone screening
Applicants are asked to phone in over a specified time period and respond to a series of
questions that relate to the key selection criteria. A decision is made at the end of the call
as to whether to invite the applicant in for an interview. If so, the interview is immediately
scheduled.
This method is a great way of shortlisting when you expect a large number of applicants
and you need to hire people quickly.
Ensure that you dedicate and train key personnel to handle the calls.
Applying in person
This method is common in small business or when you need someone to start as soon as
possible. Applicants are asked to come in at a specified time and fill out an application
form or hand in their résumé. Applicants may also be told they will undertake a group
interview or even a skills test at this point. Follow-up interviews might be arranged.
Hot tip
Consider using a variety of application formats, such as application forms, résumés and
online formats, depending on the job being advertised. Having an online-only application
process could indirectly discriminate.

How does your résumé look? Now is a good time to check. Perform a google search for
modern résumé layouts. It is good to get ideas and look at different layouts. Does your
résumé accurately reflect your skills and experience? Does it include irrelevant and out-of-
date material? Is it free of errors?
2016 Edition 44
How do I shortlist applications?

Shortlisting involves sifting through applications to decide who is invited to the next phase
of the application process, which is usually an interview. Shortlisting should be based on
key selection criteria. Fairness increases when you have two employees involved in the
process of making the shortlist.
Regardless of the method of application, it is recommended you make a shortlist form

which addresses key selection criteria (KSC).
Click on the icon to see an example of a shortlist form, using the KSC from the
person specification we looked at earlier.
Applicant Experience Computer Cashiering Qualifications Roster Interview?

name and skills skills hours
contact
details
12 months Computer- Use of Current RSA Can (yes/no)
Remember KSC is the in a similar based EFTPOS certificate work
‘essential’ requirements
from the person or job role ordering Cash rotating
specification. system e.g. handling roster
Micros.
Applicant
1 details
Applicant
2 details
Fill out the details for each applicant on the shortlist. This includes detailing their
qualifications and experience, the places they’ve worked, etc. (Don’t just tick the boxes).
Summarising each applicant’s information like this gives you a clear picture of the quality
and calibre of applicants and makes for easier comparison.
Those invited to the next stage of the selection process, which is commonly an interview,
must meet or exceed the KSC.
Dealing with résumés

In addition to using a shortlist form, you can go through each résumé in detail, highlighting
areas of interest and making notes about what you’d like to delve further into during the
interview.
Note
It is common company policy to keep the applications and shortlist form in case of a query
or complaint from unsuccessful applicants.
45 2016 Edition
How do I deal with people with special needs?

Does your application process restrict certain people from applying? To create an
inclusive environment and avoid indirect discrimination, you need to make sure you cater
to people with special needs.
Click on the tablets to check out some examples.
By providing a job application form in large print.
By providing information in a language other than English.
By accepting applications via standard post for people who do not have a computer or
access to the Internet.
By offering different methods of contact, for example, contact via email if the person has a
hearing impairment.
What is indirect discrimination?

Indirect discrimination
This is where policies or practices appear neutral, but can have an adverse effect on a
person or group. This can be due to ‘unreasonable’ conditions or restrictions imposed by
the organisation, for example, asking applicants to be fluent in English for jobs that don’t
require a lot of reading and writing, or requiring all applications to be submitted via an
online process.
What special needs do you need to consider?

Equal employment opportunity means creating equal access to all areas of employment,
including the interview process.
Click on the thought bubbles to see what questions you need to consider.
 Does the applicant need a disabled car park or parking space with extra room? Do
they need assistance on arrival?
 Does the person need an interpreter?
 Does the person need access to assistive technology (glossary)?
 What special interview techniques can you apply to help the applicant, such as
looking directly at a person who lip-reads?
 Would the applicant benefit from visual information and diagrams rather than written
information?
 Can the initial screening, or first interview, be done remotely, for example, via
teleconference or videoconference?
2016 Edition 46
We have our shortlist, so what now?

It’s now time to make contact and arrange to meet the successful candidates. The next
phase of the process is usually an interview. Arrangements to interview applicants is
usually done via telephone. However, there may be situations when email or post is more
appropriate, for example, due to special needs or an applicant’s inability to talk on the
telephone while at their current workplace.
Make sure you keep a written record of all contact made and discussions that take place
over the telephone.
Click on the tabs to see three examples of how to make contact.
Phone
‘Good morning. This is Rory Cabria. Can I please speak to Samantha Brookes.’
‘Yes, this is Samantha.’
‘Hello, Samantha. I am calling about your recent application for the casual food service
attendant position at Regency Events. We have been impressed with your application and
would like to invite you to attend an interview.’
‘That’s great news. Thank you.’
‘Are you available to attend next Friday?’
Email
Dear Samantha
Thank you for applying for the casual food service attendant position at Regency Events.
We have been impressed with your application and would like to invite you to attend an
interview next week.
Could you please contact me at your earliest convenience to discuss your availability?
Regards
Rory Cabria.
47 2016 Edition
Post
Regency Events
31 March 20xx
Samantha Brookes
(Address)
Dear Samantha
Re: Casual food service attendant position
Thank you for applying for the casual food service attendant position at Regency Events.
We have been impressed with your application and would like to invite you to attend an
interview next week.
Could you please contact me at your earliest convenience to discuss your availability?
Yours sincerely
Rory Cabria.
What is an interview schedule?

An interview schedule is a timetable of when the interviews are scheduled to take place. It
does not have to be complicated, but it does need to be thorough and carefully planned.
Prepare a schedule
A schedule can be prepared manually or electronically. An example is shown as follows.
2016 Edition 48
Time Mon Tues Wed Thurs Fri Sat Sun

7.30
8.00
Meeting room unavailable

Samantha
8.30 Brookes
9.00
9.30
Human Resource Manager at conference all day – unavailable for interviews

10.00
10.30
Aaron White
11.00
11.30
12.00
Rachel Smith
12.30
1.00
1.30
2.00
2.30
3.00
Meeting room unavailable
3.30
4.00
4.30
5.00
5.30
6.00
Weng Huong
6.30
7.00
7.30
8.00
Interview time
Allow enough time for the interview
Make sure you have allowed enough time for the interviews. It is better to finish the
interview early than to run out of time.
There is no set amount of time for an interview. It might take less time if the person is
already employed internally and you are already familiar with their personality, work ethic
and professionalism. You might need more time to interview for a senior management
level position than a casual administration position. But even these examples are
assumptions.
49 2016 Edition
The best guide is to review your list of interview questions and predict how much time you
think you will need to explore each question further. Remember to allow time for the
applicant to ask questions they might have as well.
Interview space
Check the availability of interview space
It’s no good setting up a time to interview an applicant if you don’t have somewhere to
hold it! When choosing a space to hold an interview, try to find somewhere that is quiet
and free of distractions. For example, holding an interview in the restaurant during pre-
service set-up would be very distracting for both the applicant and the person conducting
the interview.
Space interviews
Allow enough time between interviews
Allow time between interviews to take notes, debrief with other interviewers and clear your
head. There is nothing worse than running back-to-back interviews, then confusing one
applicant’s response with the next.
Listen to this poor example.
‘When you came in for the interview yesterday, was it you who said you couldn’t work later
than 11.00 pm due to the public transport timetable?... Sorry, that must have been another
person we interviewed.’
Not very professional is it? What sort of message do you think it sends to the applicant?
Allowing enough time between interviews is also important to avoid applicants the
awkwardness of brushing shoulders in the hallway or sitting next to each other in the
waiting room. This can be intimidating and embarrassing. The applicant is possibly
already feeling nervous or anxious about the interview process. Encouraging a situation of
anxiety will simply affect their ability to respond to interview questions.
Availability
Check the availability of all interviewers
Check the availability of all interviewers prior to confirming the availability of the applicant.
You do not want to keep rescheduling with the applicant; this makes you sound
disorganised and unprofessional.
Click on the supervisor to hear an example of rescheduling.
‘Sorry, I know we had scheduled for 2 pm tomorrow, but the HR Manager is not going to
be available. Can you make it at 10 am instead?... Actually, I will have to call you back
because I have a feeling the department supervisor has something else on in the morning.
Sorry if you have already changed your shift to take time off in the afternoon. I’ll get back
to you as soon as possible.’
Is it a poor example of rescheduling or professional?
2016 Edition 50
What information do you need to provide the applicant prior to

the interview?
There is certain information the applicant might need to receive prior to attending an
interview. Check your recruitment policy manual for specific details relating to your
establishment.
Click on the checkboxes to learn what you may need.
 Copy of the job description.

 Information on what to bring to the interview, such as résumé, original copies of
certificates, list of references and questions.
 Time and location of the interview.
 Who to ask for on arrival.
 Parking details, such as coin required for meter parking, restricted parking areas,
access to the establishment’s staff car park.
 Summary of what to expect, such as how many people will be interviewing them, if
any testing is involved, and expected timeframe, particularly if you anticipate the
process going for more than an hour.
What about those who have not been selected for an interview? How do you deal with
them? Click to the next screen.
How do I deal with unsuccessful applicants?

Applying for jobs is time-consuming and for some people, a highly emotional experience.
Some applicants may have been unemployed and looking for work for a long period of
time; others may have their heart set on a new position. Whatever the situation, most
people are anxious to know how they went.
Communication
Ask anyone who has ever applied for a job, and they will tell you it is better to know that
you have been unsuccessful than to be left wondering. Don’t keep unsuccessful
applicants waiting by the telephone or force them to check their email several times a day.
As soon as you know you have no intention of hiring them, let them know.
You need to be sensitive and professional.
So what should be done with unsuccessful applications?

The preferred method for many employers is to send a letter via email and/or post. Don’t
send a text message!
Click on the icon to see a sample of an unsuccessful job application letter.
51 2016 Edition
Company letterhead
(Date)
(Name of applicant)
(Address)
Dear (Name of applicant)
Re: (job title)
Thank you for your interest in the above position.
The department has assessed all applications and wish to advise that on this occasion
your application has not been successful.
We will, however, keep your application on file for a period of up to three months from the
date of this letter. Should a position arise suited to your skills and experience, we will
contact you. If you do not wish for us to hold your résumé on file, please contact us
immediately.
We thank you for your interest in our company and the time you have taken to apply. We
wish you well for your future career in hospitality.
Yours sincerely
(Department manager)
Note
Remember that recruitment is also a marketing exercise. How does it make you and your
organisation look if you don’t respond to unsuccessful applicants? Social media can
enable the rapid spread of comments by disgruntled candidates.
What should you do if the recruitment process is delayed?

Occasionally there may be a delay in getting interviews started. Perhaps you didn’t
receive as many applications as you would have liked, or none of the applications you
received were suitable for interview. Staff crucial to the selection process may be on leave
or busy attending to other business matters.
In such cases, keep the applicants informed. You do not want your best applicants looking
elsewhere for work in the belief that their application was unsuccessful.
End of section
2016 Edition 52
3
Section 3:
Select staff
• How to use selection criteria as the basis for selection.

• How to participate in selection processes.
• How to evaluate applicants for customer service attitude and experience.
• How to select people according to their attitude, aptitude and fit to the existing
organisational culture.
• How to communicate selection recommendations to appropriate colleagues.
• How to make employment offers.
• How to advise new employees about employment details.
• How to create and maintain accurate, clear and complete records of the selection
process.
What is selection really about?

The selection process determines whether the applicant:
• Can do the job to the level required.

• Will do the job in question (motivation level).
• Will fit in effectively with the organisation’s culture.
Completing a shortlist is just the beginning of the selection phase. Most people think of the
interview as the main selection process, but there are several methods you can use to
help make the best selection decision.
Click to the next screen to learn more.
Who would you hire?

Click on the videos to view two applicants.
Aadi
“Um, it’s hard to describe myself. I guess I’m a bit shy (long pause) though not around
people I know well. I am conscientious. You can rely on me to get the job done. Ummm, I
like learning new things and I read a lot. Ummm, I like working in a team…ummm, that’s it
I guess.”
Kristina
“How would I describe myself? Well I’m outgoing and love meeting new people.
53 2016 Edition
I think I’m highly organised. Well, you have to be, don’t you? (laughs). I’m productive and
pride myself in finishing things on time.
I really enjoy solving problems and being creative at work. Well, if you’re not learning
something, you’re going backwards, I think.
So, I guess I’d describe myself as a good balance between fun and responsible.”
Which applicant would you hire?
What do your first impressions tell you about Aadi and

Kristina?
Research shows you’ve got about 20 seconds to make a good impression, the rest of the
interview is just confirming the opinion already formed!
Who would you employ?

Most people would have dismissed Aadi and taken Kristina onto the next round of
selection. What if I told you that Aadi was intelligent, friendly, enthusiastic, eager to learn
and a committed team member; while, although Kristina is good with customers, she
doesn’t work well in a team, is moody, arrogant and unwilling to compromise.
Many people give too much credit to their ability to judge character. While it is important
for candidates to make a good first impression, keep an open mind and leave decisions
until all the selection processes are completed.
Do you make a good first impression?

Think carefully about the sort of first impression you want to make when you next go for a
job interview. Arrive a little early. Bring your documents in a folder, along with extra copies
of your résumé. Dress appropriately to the job role and company. Pay attention to details,
such as having clean nails and polished shoes. Research the company and the job role.
Smile and try to relax. Treat each interview as a learning experience.
What selection methods can I use?

Click on the characters to learn more about the different selection methods.
Job simulation
The candidate performs a range of job tasks in a simulated work environment, for
example, answering calls, handling a complaint, writing a letter, analysing budget figures,
working with the department team on a problem, etc.
Skills and ability tests

This involves testing job-specific skills and abilities. They can be practical, written or in an
electronic format. Examples include: speed-typing test, computer software skills test,
maths or English comprehension test.
2016 Edition 54
Interviews
Interviews involve asking the applicant a range of questions. There are several types,
such as one-on-one, panel and group interviews.
Behavioural questions
This specific questioning technique aims to assess a candidate’s potential behaviour
based upon past situations they’ve handled.
Personality assessment
Personality tests can be used to create a personality profile. There are many established
tests available for recruiters to use for a fee, for example, the Myers Briggs Type Indicator.
Reference checks
This involves checking written references and calling work and personal references to
vouch for the candidate’s character, skill and experience.
Academic performance
Using results from high school, TAFE, university or a private provider to assess the
potential of the candidate to perform in the job.
Peer evaluations
This can involve candidates performing work-based exercises, case studies or problem-
solving activities with their potential teammates. The team then evaluates the candidate’s
performance.
Work samples
The candidate provides samples of past work, for example, reports and submissions
compiled, plans, menus, pictures, etc.
Assessment centres
This is an agency that specialises in creating and administering tests. Organisations that
lack HR expertise may use them for high-level and professional positions to assess the
final shortlist of candidates. The assessment centre is qualified to administer personality
tests and can create a range of specialised skill and ability tests to suit your requirements.
What are the different types of interviews?

Click on the tabs to learn more about the different types of interviews and when they
are suitable to use.
One-on-one
This involves one interviewer to one applicant. In organisations with a HR department,
they will conduct short one-on-one interviews to compile a shortlist which is passed onto
department managers for a final interview.
It is also commonly used in small business.
55 2016 Edition
It works well when used as a first interview to shortlist. However, if it is the only interview,
it is problematic. This is because it doesn’t fit with principles of EEO and it relies on the
judgment of one person, which may not result in the best hiring decision.
Two-on-one
This involves two interviewers to one job applicant, for example, the department manager
and supervisor. This is the most common interview approach. Medium to large
organisations use it for their second or final round of interviews.
In smaller business, it can be used as a one-only interview, as you have a second opinion.
Panel
This involves three or more panel members. It is commonly used in professional and
management positions. The panel usually consists of someone from HR, a supervisor,
manager and other relevant managers.
It is often the only interview conducted. It is more impartial as it involves a group decision:
one panel member may notice something missed by others and it better complies with
EEO.
However, it is costly to run. Think of all those management wages being spent on a day or
two of interviewing. Panel members may find it hard to come to an agreement.
To work well, one interviewer manages the process.
1. Ensure the other interviewers have a copy of the job description and each
applicant’s résumé.
2. Divide up areas of the interview between the panel members, for example, one
person will focus on people skills, another on job-related tasks, etc. One person may
just observe and take notes.
3. Act as the main interviewer by welcoming the applicant, introducing panel members,
explain the interview format, and close the interview.
Group
In this situation, you have many applicants and several interviewers. They are used in
mass recruitment drives, for example, opening a hotel or casino, or annual hiring, such as
airlines do for flight attendants, or large companies when hiring graduates.
A group interview provides an opportunity to view applicants working and interacting with
each other. It is suitable for positions requiring customer service, managerial, verbal and
interpersonal skills. If used to create a shortlist for final interview, they work well. However,
they are expensive to run, time-consuming to set up, and provide little personal contact
with each applicant.
In a nutshell
It is better to have more than one interviewer so you can compare notes, have a backup if
you forget to ask something important, and have a witness to verify the interview was
conducted fairly and without discrimination.
2016 Edition 56
Note
Some organisations will use technology, such as videoconferencing and teleconferencing
to conduct interviews with people with special needs and those interstate and overseas.
How would I structure a group interview?

The group interview is coordinated by one manager, often referred to as the facilitator.
Candidates are placed in small groups and are observed by other trained staff. The
interview has several phases.
Click on the steps to learn more about the phases of the group interview.
Step 1: Welcome
The facilitator welcomes the group, explains the group interview process and conducts a
small activity which helps the candidates to get to know each other. This is referred to as
an icebreaker.
Step 2: Team activity

The candidates work on a fun team problem-solving activity. The idea is to get candidates
to relax and interact with each other. If you want examples of a team activity used,
conduct an Internet search for ‘moon landing team activity’.
Step 3: Work-related problem-solving activity

This is an organisation-specific case study. It usually involves team members first working
alone before sharing their answers with the group and forming a consensus (glossary).
Results may have to be presented to the room.
Step 4: Close
Applicants are thanked and informed of how the selection decision will occur from here.
The use of the group interview is becoming increasingly popular, particularly in customer
service roles.

Research both group and panel interviews. Look at strategies for preparing to conduct and
participate in these interviews. See if you can design your own group interview process.
57 2016 Edition
What different interview formats can I use?

Different interview formats can apply to each of the interview types we’ve just covered.
Click on the tabs to learn more about interview formats.
Structured
A structured interview involves following a predetermined set of questions, and using
these for each applicant. This allows for consistency, ensures all key selection criteria are
covered. It also complies with EEO.
Unstructured
An unstructured interview involves asking questions about the KSC and the candidate’s
application, as they occur to the interviewer. Little formal preparation is done. It allows the
interviewer flexibility to delve into certain areas, but can involve missing key points and
potentially being accused of treating applicants unfairly.
Semi-structured
This involves a blend of structured and unstructured. The interviewer will have a list of
questions and will make reference to your résumé where appropriate.
Stress
A stress interview is a specific technique that purposefully creates a stressful
environment. An example would be a panel interview where one of the interviewers uses
an aggressive questioning style, similar to a ‘good cop, bad cop’ approach. You could say
that all interviews are stressful! However, usually the aim is to relax candidates so you can
allow their personality to shine.
This technique is sometimes used in high level positions, jobs requiring the ability to
manage highly stressful situations and cold calling sales roles. While it can show how the
applicant handles stress, it may alienate the applicant and give a negative image of the
company. It also requires a skilled interviewer to successfully use this technique.
What questioning strategies can I use?

Click on the tabs to learn about questioning strategies and when to use them.
Open questions
These questions encourage discussion and seek information.
‘Tell me about why you want to work for our company.’
‘Why did you leave your last job?’
‘Describe your strengths.’
2016 Edition 58

Research commonly asked open interview questions. Compile a list of the ten best
interview questions.
Closed questions
Closed questions limit responses and are useful in controlling the interview (if the
candidate is talking too much) and seeking or clarifying specific information.
‘So, you worked for Delany Events for three years. Is that correct?’
‘When did complete your RSA training?’
‘So you finished at your last position three months ago, is that correct?’
Important!
Avoid leading questions. These are pointless questions because they are biased and lead
the applicant to a specific response.
‘I see that you’ve always had customer service positions, so you enjoy working with
customers, don’t you?’
‘Our company really values teamwork as it’s an integral part of delivering great service.
Do you enjoy working in teams?’
Hypothetical or situational questions

These questions ask the applicant how they would respond to a hypothetical situation.
‘What would you do if you saw a co-worker stealing?’
‘What would you do if you spilt a drink over a customer?’
‘How would you go about organising a database on our system?’
Behavioural
The behavioural question asks the applicant to describe how they dealt with a past
situation.
‘Tell me about the most difficult customer you’ve ever dealt with.’
‘Tell me about a time when you’ve missed a deadline.’
‘Give me a recent example of when you solved a problem.’
Behavioural questions have become a common interview strategy. They require some
skill to develop. Click to the next screen to learn more.
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Benefits of behavioural questions

Click on the supervisor to learn about the benefits of behavioural questions.
Behavioural interviewing is supported by research which shows that past performance is

the best predictor of future performance.
Behavioural questions allow candidates to explain how they handled a particular situation.
Hypothetical answers usually give ‘best case’ answers, as people tend to tell you what
you want to hear.
Behavioural questions can provide more ‘real’ answers, and candidates may inadvertently
give away information they would otherwise have kept to themselves. They are
particularly useful in areas difficult to assess, such as attitudes and people skills, and the
candidate’s ability to fit in with your organisation’s culture.
How do I develop behavioural questions?

Refer to the job description, person specification and the KSC. Highlight the skill areas
you wish to assess, for example, team work, customer service, motivation, etc. Then
create a question for each skill or competency.
The behavioural question has two parts: the stem and the probe. The stem is the main
question, which places the person in the situation, the probe involves secondary questions
used as prompts. A skilled interviewer may not write down probes, as they can ask them
‘off the cuff’.
Stem: ‘Tell me about a time when you made a mistake.’
Probe: ‘What happened then?’, ‘What was the final outcome?’
Click on the tabs to learn more about behavioural questions for different
competencies.
Teamwork
Click on the video to start.
Hi I’m Dave. Some behavioural questions for teamwork could be…
Tell me about a time when you thought a teammate wasn’t doing their share of the work.
How did you handle it?
Tell me about a time when you settled a dispute between team members. How did you go
about settling the issue? What was the result?
Conflict resolution
Some behavioural questions for conflict resolution could be…
Tell me about the most difficult customer you’ve dealt with. What was the situation? How
did you manage it?
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Tell me about a time you disagreed with the decision of a manager. What did you do?
Attention to detail
Some behavioural questions to see their attention detail could be…
What process do you use to check you have the right customer details?
Tell me about a time you found an error in a system or procedure. What did you do?
Customer service
Some behavioural questions regarding customer service could be…
Give me a time when you went out of your way to ensure a customer received the best
service.
Tell me about the last time you experienced really great customer service. What made it
great?
Describe a time a customer was wrong. How did you handle it?
Communication skills
Some behavioural questions regarding their communication skills could be…
Tell me about a recent experience, where you had to make a speech or presentation.
Tell me about a time when you had to convince your team to support a decision or idea of
yours. What was the outcome?
Tell me about a time when you faced obstacles such as language barriers in
communicating effectively. How did you overcome them?
Initiative
Some behavioural questions in how they've taken initiative could be…
Tell me about a time where you initiated a new procedure or system.
Describe a situation where you recognised a potential problem or opportunity. What did
you do?
Interpersonal skills
Some behavioural questions regarding their interpersonal skills could be…
Tell me about a time when you had to work with someone you didn’t like. How did you
handle it?
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Tell me about a time where you had to build a customer or client relationship. How did you
do this?
Leadership
Some behavioural questions regarding leadership could be…
What is your greatest leadership achievement?
Tell me about a time when you motivated your team to get through a difficult day.
Tips on asking behavioural questions

When you schedule the interviews, advise the applicants to expect some behavioural
questions.
‘OK Tess. I’m now going to ask you some behavioural questions. These questions focus
on past situations you’ve been involved in. If you can’t think of a job-relevant situation,
please feel free to use a situation from your time as a student or your sporting life. If you
need to take time to think after each question, that’s fine.’
When the applicant answers the question, listen for STAR.
Click on the stars to find out what this acronym means.
Situation is briefly outlined
Tasks needed to be achieved
Actions taken to complete the task
Results: what outcomes were achieved?
Redirecting a behavioural response

If the applicant starts to give a general answer, then you need to direct them back to the
question.
Click on the comic book to see an example of redirecting a behavioral response.
‘Tess, can you tell me about the most difficult customer you’ve ever dealt with. How did
you manage the situation?’
‘Well, I’ve certainly dealt with my fair share of difficult customers over the years. If I come
across someone difficult, I make sure I listen carefully to their problem, try to remain
calm…
‘Let me interrupt you there, Tess. Can you tell me about the worst customer you’ve
managed, for example, who they were, what made them difficult, what you did, etc.’
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‘Oh, OK. Umm, let me think.’
‘It’s fine if you need to take a minute.'
Summary of tips to asking behavioural questions

Click on the checkboxes to get a summary of tips when asking behavioural
questions.
 Encourage the candidate to choose situations that are relevant and recent.
 Remember that many skills are transferable; if a candidate can’t recall a work-
related situation, encourage them to consider if a social/sporting/hobby situation
could be relevant.
 Ask for examples of success as well as failure to get a balanced view of the
candidate’s behaviour at work.
 Be attentive to candidates who reply in the second person (‘We did…’). Ensure you
clarify your candidate’s action/involvement by asking questions such as, ‘What was
your role in this?’
 Try to get several examples of behaviour to make an objective decision.
 You can rate responses to behavioural questions and identify particular
competencies within the question.

Research and create behavioural questions for the KSC you created earlier. Role-play
asking these with a friend or fellow student.
What should be included in an interview form?

An interview form not only provides structure but helps make an objective overall
assessment of job candidates.
Click on the icon to see what information is on a job interview form.
 First impressions checklist. This is essentially a cover page, with administration

details, a first impressions checklist and final recommendations.
 The standard open questions, with rating scales.
 The behavioural questions, with rating scales.
 Interview closure.
Click on the folder to see an example of an interview cover page.
This form can be attached to the front of your list of interview questions and can be used
for any position.
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Interview Rating Form
Candidate name: __________________ Date:_________________
Candidate contact details: ___________________________________________
Position vacant: ___________________ Department: ________________
Position (please circle). Ongoing, temporary, part-time, casual, contract.
Interviewer/s: _____________________________________________________
Use this form to evaluate applicant responses and overall impressions. Use ratings from the scale
below and take notes, where appropriate.
Important: a background check must be completed before candidates are offered a position.
Rating scale:
1 = poor, does not meet requirements. n/a = not applicable.
2 = competent, meets requirements.
3 = excellent, exceeds requirements.
First Impressions checklist 1 2 3

Punctuality
Grooming
Attitude
Verbal skills
Interpersonal skills
Listening skills
Enthusiasm
Motivation
Leadership
Applicant availability (detail shift availability)
________________________________________________________________
Salary desired: ____________________________________________________
Overall rating (averaged from interview responses). _______________________
Would you recommend? Yes/No Undecided – reinterview
What about the rest of the interview form?

There is no set format for the interview form. Set out the standard open questions in a
logical order, with a rating scale for each. Then list the behavioural questions, with
competencies identified and again a rating option for each. Identifying competencies
requires detailing the expected outcomes, such as; skills, knowledge, expertise for each
area.
You can use a 1 to 3, or 1 to 5 rating scale. Just ensure the rating scale is explained.
2016 Edition 64
Click on the letters to learn what this scale refers to.
U = Unsatisfactory: Applicant is generally unacceptable.
I = Improvement Needed: Applicant is deficient or below standard required of the job.
G = Good: Applicant is competent and dependable. Meets standards of the job.
V = Very Good: Applicant clearly exceeds position requirements.
O = Outstanding: Applicant is exceptional; recognised as being far superior to others.
Response rating forms

Click on the supervisors to see examples of the different forms that can be used for
questioning
Interview form based on open questions.
Questions U I G V O
1. What do you know about our company?
2. Why do you want to work here?
3. What are your strengths?
4. What are your weaknesses?
5. What can you bring to this role?
6. What did you like most about your last position?
7. What did you dislike most about your last position?
Overall rating for standard questions ____________
Interview form based on behavioural questions

Questions Competency Rating
(1-5)
Teamwork Teamwork
1. Tell me about a time when Effectively collaborated with others. Here you identify the
you thought a teammate competencies or
Identified problems and took early action to outcomes you’d
wasn’t doing their share of
resolve issues. expect to hear in an
the work. How did you ideal answer.
handle it? Balanced the needs of the individuals, the
2. Tell me about a time when team and the task.
you settled a dispute Effectively applied conflict resolution skills.
between team members.
How did you go about Comments:
settling the issue? What
was the result?
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Questions Competency Rating

(1-5)
Customer service Customer service
1. Give me a time when you Demonstrated effective interpersonal skills
went out of your way to such as active listening, asking open questions
ensure a customer and showing empathy.
received the best service.
Identified problems early and took action to
2. Tell me about the last time
resolve issues.
you experienced really
great customer service. Followed up results with customers to ensure
What made it great? customer satisfaction.
3. Describe a time a Comments:
customer was wrong. How
did you handle it?
Conflict resolution Conflict resolution

Tell me about the most Identified the problem early and prevented the
difficult customer you’ve situation from escalating.
dealt with. What was the
Demonstrated effective interpersonal skills
situation? How did you
such as active listening, asking open questions
manage it?
and showing empathy.
Tell me about a time you
Followed company policy.
disagreed with the decision
of a manager. What did you Applied conflict resolution strategies.
do? Comments:
Overall rating for behavioural questions
How do you ensure the interview abides by EEO?

Click on the corkboard notes to learn more about encouraging diversity and avoiding
discrimination in selecting staff.
 Use an interview form, with standard open and behavioural questions. These same
questions will be asked of all candidates.
 Ensure the shortlist is based upon genuine job criteria.
 Use more than one interviewer.
 Panel interviews should have a gender mix.
 Train interviewers to identify stereotyping, bias and general assumptions made
about groups of people.
 Train interviewers how to effectively interview, including questioning processes and
communication skills.
 Candidates with disabilities will be asked if they need support during the interview
process or adjustments to the job role, should they be offered the position.
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 Avoid asking too many questions about the nature of a disability and keep questions
focused on what the candidate can do, to establish inherent requirements of the job.
 Take notes and gather evidence against the job description and person
specification.
It’s now time to look at how to conduct the interview. Click to the next screen to learn
more.
How should the interview run?

At this stage, your candidates are scheduled, the interview room is booked, staff
participating in the process are organised, and you’re ready to interview!
Click on the flowchart steps to see how to run an interview.
Step 1
Greet the applicant. Introduce yourself, shake hands and smile.
Step 2
Take the applicant to the interview room. If there are other interviewers, introduce them,
including giving position titles.
Step 3
Break the ice with small-talk of a non-personal nature, for example, talk about traffic
conditions, the weather, sports, etc. Remember your aim is to relax the candidate.
Step 4
Provide an overview of the company and the job role and the expected length of the
interview.
Step 5
Advise the applicant that you will be taking some notes.
Step 6
Start with your standard open questions.
Step 7
Move onto the behavioural questions. Remember to discretely rate answers and take
notes, where necessary.
Step 8
Close the interview by explaining any further selection processes, such as testing and
background checks and get approval to check references. Advise when a selection
decision will be made and ask the applicant if they have any questions.
Step 9
Thank the applicant for their time. Show them out of the building and shake hands.
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Hot tip
• Set the room up with comfortable lighting, temperature and chairs. Sit on a 45 degree
angle, rather than across a table, which creates a barrier to effective communication.
• Listen actively.
• Take notes.
• Reassure candidate by smiling, nodding, etc.
• Allow silence. Reassure candidate by saying “That’s OK if you need a moment to
think”.
Starting an interview
The beginning of an interview is where you need to make the candidate as comfortable as
possible. Don’t forget, most candidates are very nervous.
Click on the video to watch the start of the interview.
Christopher: Karen Miller?
Karen: Yes.
Christopher: Hi Karen, I’m Christopher Manningham, the HR Manager. I’ll be

interviewing you today. We will be just in this room over here.
Christopher: Karen, Jackie Harris. She’s the Operations Manager and she will be joining
us for the interview today.
Jackie: Hi , nice to meet you. Could I just get you to take a seat over here, thanks.
So can I get you some tea or coffee? Or, how about a glass of water?
Karen: 'Water would be great, thanks.
Jackie: It’s already so hot outside isn’t it.
Christopher: There’s been a run of really hot days. It’s so good to come to work just to
get in some air conditioning!
Jackie: Me too. It was so hot last night I was tempted to sleep outside. How about
you, how do you cope with the heat?
Karen: I don’t mind the heat, but it’s been a bit hot lately though. I prefer to be too
hot than too cold.
Jackie: Really? I’d take the cold day any day. You can always put on more clothes
or warm yourself up that way.
Christopher: So Karen, you’re here today to interview for the position of Duty Manager.
It’s a full-time ongoing position, and we’re looking for someone to pretty
much start as soon as possible. We expect the interview to take about 45
minutes, and at the end I’ll explain what happens from here and you’ll have
a chance to ask some questions.
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Jackie: Also feel free to ask questions throughout the interview, if you need to.
Christopher: Yes, of course. Look, I’ll be taking a few notes during the interview today. If
that’s OK by you?
Karen: Yes, certainly.
Christopher: So Karen, where did you see the position advertised?
Karen: I saw the job ad on Seek, but I also heard about it through an old colleague
on LinkedIn.
Christopher: So, did you get a copy of the job description then?
Karen: Yes. I’ve read the job description and specification.
Christopher: So, maybe you can tell us a little bit about what you know about our
company.
Presenter: I think Karen is feeling fairly comfortable. What do you think?
Note
It is professional business etiquette in Australia to shake hands. The art of shaking hands
can vary within cultures, but the general rules are: use a firm, but not forceful grip, ensure
you grasp the entire hand, not just the fingers, pump your hand two-three times. Apply
these rules whether you shake a male or female’s hands.
At what point do you discuss pay?

Discussing pay can be a sensitive area. Organisations are generally upfront about pay for
wage earners, but will undertake confidential discussions for salaried positions.
Always follow company policy regarding confidentiality and pay.
If the position is for a wage earner, advise the applicant as to whether you pay under an
award or enterprise agreement (some may pay minimum wage). If it’s an award, tell them
which one and what the position grading is. This information should be on the job
description. The candidate can then look the pay rate up online through the Fair Work
Ombudsman.
For enterprise agreements, applicants are told they will get a copy of the agreement if
they are offered the position.
Click on the tabs to learn more about salary.
What should salary be based on?

It doesn’t matter how good the applicant is, every position has a salary range or cap that
is consistent with other roles throughout the establishment. Imagine the uproar if one
customer service attendant found out that their co-workers were getting paid two dollars
per hour more than they were?
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Why do salary ranges exist?

It is typical for the rate of pay to be the same for employees performing the same role;
however, some roles may have a salary range (particularly supervisory and management
roles) that are negotiated with the applicant based on their skills, experience and
qualifications.
Why should salary be kept confidential?

How much a person gets paid is confidential and should not be discussed with other
employees. For this reason, sometimes it is not possible to discuss salary during the
interview. For example, imagine you interview for the position of duty manager and you
have another duty manager sitting in on the interview. It would not be appropriate to
negotiate pay details then. However, you should provide the applicant with information
about the salary range, with the intention of holding a private meeting (in person or on the
telephone) to negotiate salary if the position is awarded to them.
What can happen if the discussion around pay is ignored?

Click on the icon to hear an example.
Let me tell you a story about what happened to Scott, a friend of mine.
Scott applied for the position of catering manager at a private hospital. After an initial thirty
minute interview with two staff from hospital administration, he was thrilled to find out he’d
been shortlisted for the final selection process. By email he was advised to set aside half
a day to undertake a panel interview, followed by a skills test and a psychological profile.
Scott had an idea of the salary range. He was a qualified chef with extensive experience
and had previously held a catering manager position in a public hospital. The salary range
hadn’t been disclosed, and Scott felt uncomfortable broaching the topic.
After a gruelling four member panel interview, a two-hour skills test and a one-hour
psychological test, hospital administration advised him of the salary range. Scott was
shocked to hear it was $14,000 below the minimum level he was prepared to negotiate to,
and it was well below what he knew comparable positions paid.
Later that day, after discussing the salary package with his partner, Scott rang the hospital
and withdrew his application. Later that week, he saw the position readvertised.
An expensive lesson for the hospital! I think Scott’s story demonstrates that it’s best to be
open about the salary range early in the selection process.
It pays to know the job market. Compare your salary and benefits against what
competitors offer. Money is not the only reason people take a job, but if what you offer
isn’t competitive, you won’t attract quality staff. When you can’t compete on money,
remember to highlight other benefits such as flexible work arrangements, additional leave,
exciting organisational culture, etc.
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What are some common interviewing mistakes?

Reflect on your communication and interpersonal skills. What sort of interviewer would
you make? It takes skill and practice to interview effectively. Try to avoid some of the
common interviewing mistakes.
Click on the emoticons to learn what they are.
 Jumping to conclusions. Placing too much emphasis on first impressions. Not fully
listening to answers and making assumptions about behaviours.
 Lack of knowledge about the job. The interviewer needs a good knowledge of the
position to adequately prepare questions and probe areas not sufficiently answered.
 Bias related to the order in which candidates are interviewed. Interviewers are
generally clear-headed and focused with the first few candidates, but this can make
them harder to impress and therefore rate the candidates lower. When the
interviewer is feeling tired, they may not pay as much attention and gradually soften
their scores.
 Influence of non-verbal behaviour. Reading too much into non-verbal cues, such as
eye contact (or lack of). Not all non-verbal behaviour has a hidden meaning, for
example, an applicant might have their arms crossed because they are cold, not
because they are being defensive.
 Talking too much. Some interviewers dominate by talking too much and losing the
opportunity to hear from the applicant.
 Focusing on notes. Long silences while you write a lot of notes can make the
candidate uncomfortable, and you lose the opportunity to create comfortable
discussion. If you need to take a lot of notes, get someone else to sit in on the
interview and do this for you.
Interviews are only a moderately effective method of evaluating job candidates. It’s now
time to look into detail at some of the other selection processes we identified earlier.
What other selection processes could I use?

What you use will depend on the requirements of the position and your company’s policy.
Click on the pictures for a few examples.
 Medical examination
 Drug test
 Competency or skills tests
 Ability or aptitude tests
 Psychometric (personality) tests
 Background checks, including references and a police check
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Can you legally request a medical examination?

Medical assessments are allowable for jobs that require healthy, fit and psychologically
stable employees (police force, airlines, fire fighters, etc.).
Ask yourself, is the medical examination needed for workplace health and safety reasons?
Can the job pose a risk to the health of the employee or others?
You cannot request a medical examination to assess a person’s general health or fitness.
You cannot ask the person about previous WorkCover claims, injuries or illnesses.
Click on the icon to find out what you should do.
Medical examination process

Step 1: Have a detailed job description and person specification, clearly outlining
physical requirements of the job.
Step 2: Ask the applicant if they have any pre-existing medical condition which may
affect their ability to perform the job.
Step 3: Ask the applicant if they are prepared to participate in a medical examination.
Step 4: Give a copy of the job description and person specification to the medical
practitioner. Outline precisely what the test is required for, such as to perform
housekeeping duties which involves heavy lifting of mattresses and the
occasional moving of heavy furniture.
Step 5: The medical practitioner should indicate a ‘yes’ or ‘no’ as to the applicant’s ability
to perform the tasks. No details should be given. Remember you may be able to
modify systems of work rather than discount a person altogether.
Step 6: Inform the applicant of the outcome and maintain confidentiality.
Remember the employer must pay for the medical exam.
What about a drug test?

Certain occupations, such as those involving the use of hazardous substances and heavy
machinery, can assess for drugs and alcohol. Under WH&S legislation, employers have a
duty of care to provide workplaces that are safe for both employees and any visitors to the
workplace.
Click on the tabs to learn more about drug testing and an employer’s duty of care.
Testing
In Australia, drug and alcohol testing is predominantly carried out on employees in safety
critical occupations such as mining, transport and aviation; however, the incidence of
testing in other industries has risen in recent years. The aim of testing is to identify
employees whose consumption of alcohol and/or drugs could cause safety or productivity
problems.
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Drug analysis
To carry out drug and alcohol testing on prospective or current employees, the
organisation must conduct a risk analysis and create policy and procedures that comply
with the Australian Standard AS/NZS 4308:2001. This standard covers ‘procedures for the
collection, detection and quantitation of drugs of abuse in urine’. The way in which you
develop your policy on alcohol and drugs is, of course, dependant on the individual
requirements of your workplace. Most organisations will use a specialist provider to
conduct the tests.
For more information about health testing refer to your state or territory Work Cover site.
When should you request a police check?

An employer may only request an applicant to undergo a police check if it is relevant to
the particular job. For example, in some states it is a legal requirement that people who
work with children undergo regular police checks.
As an employer, you can refuse to employ or can dismiss someone from employment if
their criminal record is relevant to the particular job, for example, a hotel accounts
manager who is found to have a recent history of corporate fraud and theft.
Click on the icon to hear an example.
The danger of discrimination

The Human Rights and Equal Opportunity Commission has very clear guidelines in regard
to discrimination against people with a criminal record, so as an employer, you must
ensure you know your rights before deciding to refuse employment or dismiss an
employee on the basis of a criminal record.
Click on the video to listen to a case example.
Harrison applied for a job as a bartender at a casino. He declared a prior conviction for
stealing two bottles of alcohol when he was 15 years old. He was refused the position on
the basis that this theft meant his character wasn’t trustworthy.
Harrison then made a complaint of discrimination to the Human Rights and Equal
Opportunity Commission. The Commission agreed with the casino that it was an inherent
requirement of the job that a bartender be of good character and trustworthy; however, it
found other factors relating to his character should have been assessed. These included:
Harrison’s youth at the time of conviction, the conviction was over 8 years old, he had
worked in the hospitality industry for many years, including in positions which handled
large sums of money, and he had good references from past employers.
For further information, visit the Human Rights and Equal Opportunity’s website and visit
your state or territory’s police website.
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When do you conduct a skills test?

Can the applicant ‘walk the talk?’ Are they as skilled as they say they are? Well, they have
a chance to prove it to you in a skills test.
Skills or competency tests can be conducted for most jobs. The test must be job-relevant
and should be developed with specific performance outcomes and standards identified.
Skills are specific knowledge, performance and behaviours. Skills can be physical,
cognitive and attitudinal. Tests can be designed to assess all of these areas.
Click on the icon for examples of skills tests.
 Speed and accuracy touch typing test

 Taking an order
 Recommending a product to a customer
 Writing a roster
 Demonstrating skill on a software program, for example, creating a spread sheet or
template
 Making a presentation
 Analysing budget figures
 Handling a complaint
Creating fair and valid tests takes some specialised knowledge. The HR department
generally can assist you.
Note
Although many people use the terms ‘skills’ and ‘competencies’ interchangeably,
competencies are broadly defined skills, attributes and behaviours for a job or given
situation.
What is psychometric testing?

Psychometrics tests are used to assess personality, behavioural style and ability or
aptitude.
Click on the thought bubbles to learn more.
What is an aptitude test?

An aptitude could be described as a natural talent or ability to do something.
Often aptitude tests are used for jobs in which the candidate won’t necessarily be able to
demonstrate specific job skills, as these will be provided by intensive training from the
employer. Examples include: defence service jobs, police force, air traffic controllers. In
these roles, the employer assesses if the candidate will have the ability to learn the job
skills.
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Aptitude tests can assess things like spatial awareness, inductive reasoning, verbal
reasoning, numerical patterns and ability to conceptualise, to name a few. Employers can
design their own tests, but many use standardised tests that can be administered from
providers for a fee.
What is a personality test?

Does your personality fit your job? Well, a personality test could help you find out.
Personality tests categorise and describe a person’s behavioural traits and emotional
intelligence (EQ). EQ is the ability to perceive and express emotion, understand and
reason with emotion, empathise and regulate emotion.
Why are they used?

They are often used for professional and management level positions where assessing
suitability through standard questioning techniques is more difficult.
They are also commonly used in sales and marketing roles and where a strong focus on
handling difficult customer service situations is required. Organisations with a unique
culture may use them to see if the candidate is a good fit for their company.
They can also be used by people wanting to choose careers, better understand their own
behaviour, or even create a balance of personalities within a team.
How are they developed?

You may have heard of the Myers-Briggs Type Indicator (MBTI). This well-known test is
based on the theories of psychologist Carl Jung and was developed from years of
research on personality types.
Personality tests are developed by qualified psychologists and behavioural scientists.

Tests can be purchased and administered through the MBTI website or qualified recruiters
and assessment centres.
Note
There is a lot of criticism of personality tests. The tests are not scientifically valid, people
can fake results, correlating personality to job types is tenuous, and personality is a poor
predictor of job performance. Regardless, many organisations are strong advocates of
personality tests.

Go to the Myers & Briggs Foundation website. Click through the tabs to learn more about
this popular personality test.
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Why is it important to verify application information?

Neglecting to conduct a thorough background check could result in hiring an employee
who is a bad risk. In some professions and situations, this could have huge legal
ramifications.
Click on the icon to learn what to look out for.
 Exaggerating duties and responsibilities performed on the job.

 Exaggerating time spent in a job to cover periods of unemployment.
 Creating a fictional company and job.
 Making up qualifications, or claiming qualifications have been completed when they
have not.
Click on the icon to read some examples.
The importance of verifying information

• A doctor working in a general practice for 20 years was found to not have a medical
degree.
• A barrister faked her qualifications and embezzled money from her clients.
• A company manager was found to have faked his past work history and MBA
qualifications.
• Studies estimate that between 20 and 50 percent of information reported in résumés is
false or inflated!
Think about this: résumés often contain only the information the applicant is willing to
share.
How do I conduct a reference check?

Company policy will determine when and how to conduct reference checks, the type of
questions to ask, and how many referees are required. The standard tends to be two or
three referees and approximately ten questions (give or take, depending on the position
and how much information needs to be verified).
Note: People may use the term referee and reference interchangeably. However, some
will define the reference as a work-related contact, and the referee is a personal character
reference.
Click on the tabs for more information about reference checks.
Who can be a reference or referee?

In some cases it may not be possible for an applicant to provide a work reference, for
example, if the applicant cannot locate their previous manager, the workplace has closed
down, or if they are applying for their first ever job.
In such cases, you may contact a teacher, minister, sports coach or friend. They may not
be able to provide you with information about their work experience or skills, but they can
help you verify personality traits such as reliability, punctuality, ability to work as a team,
friendliness, and conflict resolution skills.
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How do you conduct a reference check?

Most reference checks are conducted over the telephone. However, in some
circumstances, you may accept a written letter of referral, for example, if the applicant’s
previous workplace has closed down or their previous supervisor has left the organisation.
Note: some organisations will have a policy of not calling a mobile number for a business
reference, as you cannot verify who you are talking to.
Click on the icon to listen to Kristy contacting someone for a reference check.
‘Hello, Mr Silvera. My name’s Kristy Hunter and I’m the Human Resource Manager at
Regency Events. We recently interviewed Michael O’Leary for the position of operations
manager and he listed you as a reference. Can I please take a moment of your time to
ask some questions about his employment with you?’
What type of questions should you ask?

The type of questions you ask must comply with privacy and equal employment
opportunity legislation. This means you cannot ask questions about a person’s private life,
marital status, sexual preference, childcare arrangements, home ownership, and previous
WorkCover claims.
Click on the 12 question marks for some questions you could ask when conducting
a reference check.
 What was your role during (applicant) period of employment and did they report
directly to you?
 When did (applicant) work for your establishment and can you confirm when they
started and finished employment with you?
 What was (applicant) role and what duties did they perform in the workplace?
 Was (applicant) supervised, or did they work independently?
 How would you describe (applicant) work ethic?
 Did (applicant) get along well with other co-workers and supervisors?
 How well do you think (applicant) deals with pressure?
 Can give me some examples of when (applicant) was under pressure and how they
handled it?
 Can I describe the position (applicant) has applied for and can you foresee any
issues with (applicant) performing the duties of this role?
 Can you provide me with examples when (applicant) has ... (Refer to list of key
selection criteria in the job description)?
 If the opportunity presented itself, would you employ (applicant) in your workplace
again?
 Are there any general comments you would like to make about (applicant)?
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What to do if the referee refuses to answer your questions?

What to do if the referee refuses to answer your questions
It is not uncommon for workplaces to refuse to give detailed references. You can ask if
they will confirm the following information.
• The applicant’s job title

• Main duties and responsibilities
• Period employed
• Would they re-employ them if the opportunity arose (if they will answer it)?
Note
If a referee volunteers information that is not relevant to the job description or key
selection criteria, do not write the information down or refer to it when deciding who to
employ.
Should I check qualifications?

Many positions include a qualification or certificate as part of the KSC. If the position has
included one, you should verify it.
Click on the dot points to learn how you can verify qualifications.
 Ask the application to bring in the original for you to see.

 Have the applicant bring a certified copy to the interview. This means the applicant
has to take the original and the copy to a police station or justice of the peace and
have them witnessed.
 Call the qualification provider and check the applicant completed the qualification.
 For qualifications obtained overseas, you can also call the provider or seek
assistance through the federal government department Australian Skills
Recognition.
Note
There have been cases where people have forged a qualification or used an online site to
purchase one. For some positions, failing to verify a qualification could result in negligent
hiring.
How do you come to the final selection decision?

All employees involved in the process should discuss and decide who is best suited to the
job, based on who best meets the key selection criteria.
Click on the steps to find out how best to do this.
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Step 1
Review the applicant’s performance in all areas of the recruitment and selection process,
including résumés, interview results, testing and background checks.
Step 2
Categorise a shortlist from most likely to hire, to least likely to hire. Discuss results with all
staff involved in the selection process. Remember, you are more likely to make a quality
decision and avoid claims of bias if you have more than one person involved in the
decision.
Step 3
From the steps above, you should have reduced the shortlist to two or three applicants,
perhaps even a clear winner.
Step 4
Review the final shortlist again. Ensure you have clearly communicated the selection
decision to the appropriate colleagues and there is a unanimous agreement as to who the
successful candidate should be.
Remember to look at all areas of the KSC, including attitude, enthusiasm and desire for
the job, as well as organisational cultural fit.
Hot tip
Quantifying selection results by using rating scales during interviews and conducting skills
or competency tests can help simplify the decision process.
Factors irrelevant to the job

Remember! Don’t be influenced by factors irrelevant to the job.
Click on the ten crosses to learn some factors that should NOT influence your
decision.
‘We should give the role to a woman because they are always more organised than men.’
‘We shouldn’t give the role to Carly because I think she’s a single parent. She’ll probably
end up taking a lot of time off.’
‘Jack lives in the outer suburbs. I think it’s too far for him to travel.’
‘Quoc is over-qualified. I think he’ll be bored in this job.’
‘We’ve never had a woman in this role before. I think it’s a risk.’
‘Sam is too young. You can’t rely on young people these days.’
‘Anh is Vietnamese. I think his accent makes him hard to understand.’
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‘Sam will be lots of fun to work with. The fact that he has no experience shouldn’t matter
too much.’
‘Benjamin would be the only male on the roster. It wouldn’t work out.’
We can’t decide. What do we do now? Click to the next screen to find out.
What if you can’t decide who to employ?

Sometimes you can’t reach a consensus. Maybe you strongly disagree with the decision
of other staff involved in the process, maybe there are two great applicants and you just
can’t choose, or maybe no one really is suitable.
If you can’t decide, it’s time to apply some problem-solving strategies. Click on the
icon to learn more.
 Repeat the steps from the previous screen.

 Have a meeting with the other staff involved in the recruitment and selection
process and ask each of them to take five minutes to describe why the applicant
they have chosen is the most suitable.
 Review your recruitment and selection processes for bias. Are there factors
influencing decisions that are irrelevant to the job?
 Ask the candidates to return to participate in another selection process, such as an
interview or test. Consider involving a different staff member in this process to get a
new perspective. This should be someone with detailed knowledge of the position,
such as a supervisor or even potential co-worker.
 Review your selection processes. Were they appropriate to the position? Did they
effectively evaluate KSC for this position?
 Do you need to start again with a fresh batch of applicants? If so, then you’re back
to square one and need to readvertise. In this case, also reassess the recruitment
methods to ensure the best pool of candidates.
Are there other factors I need to consider before making the

job offer?
Click on the tabs to learn about some other factors you need to consider during the
selection process.
Organisational policy
Every organisation has unique policies that will influence the steps you need to take
throughout the recruitment process. Make sure you refer to them at all times and comply
with internal procedures, approval processes and recruitment practices.
Legal requirements
The law is very clear about discrimination in all areas related to employment; it will not be
tolerated.
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EEO legislation states that employers must not allow any prejudices or stereotyped views
to influence who they hire, how they treat employees, terms and conditions of
employment, promotion and transfer opportunities, leave entitlements, and who they
dismiss or make redundant.
When deciding who to employ, make sure you comply with all aspects of the law.
Special needs
Considering special needs means doing everything you can to ensure that every applicant
has an equal opportunity of being considered for a position. This could mean providing
information in alternative formats and using technology and equipment to assist.
Focus on what the candidate can do, rather than focusing on the disability. It is illegal to
discriminate on the basis of disability, and the organisation must make reasonable
accommodation or adjustment to support a person with a disability in their prospective
role.
Accommodating disability
Click on the people to learn some case examples of making reasonable
accommodation for someone with a disability.
We’ve just employed Juliette. She has a visual impairment, but this hardly affects her
ability to work. We just had to buy a larger computer screen to suit her needs.
John uses a motorised wheelchair. We had an occupational therapist look at his work
station and arrange it to suit his needs. We also had to fix the pressure on the self-
opening door so John could get through it with ease.
Tia has memory and learning problems which stem from a brain injury she suffered in a
car accident. She is able to perform her job role competently, as long as she is not put
under too much pressure and takes regular breaks. We just make sure we give her extra
time to master any new procedures.
When is discrimination ‘allowable’?

Earlier, we defined the term ‘allowable discrimination’. There are some exemptions or
times when discrimination is allowable in cases of disability.
Click on the business men to learn about the different allowable cases.
Unjustifiable hardship
This may include making reasonable accommodation for someone with a disability which
would incur excessive costs, or cause a health and safety issue to themselves or
someone else.
Inherent requirements of the job

The employee is unable to perform the essential duties and responsibilities within the job.
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Note
An employer can ask a potential employee if they have a disability or pre-existing medical
condition that may affect their ability to perform a job, to determine whether a person can
perform inherent job requirements. This will also help them to determine if any reasonable
adjustments are required. An employee has a duty of care to disclose this, but only needs
to provide job-relevant information.
What is the process for notifying applicants?

With everyone in agreement on who to employ, it is now time to inform the applicants of
the outcome.
Click on the comic book to watch an example of a poorly applied notification

process.
‘Hi. This is Abigail Frost.’
‘Hello Abigail. This is Serena Rhea from Regency Events. I’m calling you about the duty
manager position you applied for with us.'
‘Yes…’
‘Well, it’s good news. We’re pleased to be able to offer you the position.’
‘Oh. That’s really nice to know, but ummm…this is awkward. I’ve just accepted a position
elsewhere. When I hadn’t heard anything from Regency Events in two weeks, I just
assumed I wasn’t successful. I was told I’d hear back by the end of the week.'
'Didn’t Kurt call you to let you know we had to delay the decision, because I unexpectedly
had to go interstate?’
‘No, I didn’t hear anything.’
'This is a disaster. Kurt has already told the other applicants they were unsuccessful. Are
you sure you can’t reconsider the offer?’
This example highlights the importance of effective communication, and how important it
is to make the job offer to the successful candidate before informing unsuccessful
candidates.
How do I advise the successful candidate?

How to notify the successful candidate
Telephone the candidate, advise them they have been successful and then ask them if
they want to accept the position. If they accept the offer, advise them you will be following
it up with a written offer immediately.
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For salaried staff, the job offer should highlight the benefits of working for the company
and confirm the salary you’ll pay, according to the range discussed earlier in the
recruitment and selection process. Be prepared to negotiate. The applicant may respond
to your offer asking for higher pay. Refer to your company policy on the negotiating range
and process.
Hot tip
Don’t delay. Once you have made up your mind about a candidate, make the offer
immediately. Even a day or two of delay can mean missing out on the ideal candidate.
How do I contact unsuccessful applicants?

In Section 2, we looked at contacting those applicants who were unsuccessful early in the
selection process. This usually involved sending a standard letter via email or mail.
Those applicants who’ve made it to the final stage of the selection process have
committed a lot of time and energy to their application. It is good business etiquette to call
them and then follow up with a letter.
Avoid going into detail about why they were unsuccessful. Thank them for their time and
wish them success in their future.
Click on the comic book to watch an example of advising an unsuccessful applicant.
‘Good morning Archer. It’s Serena Rhea from Regency Events. I’m calling you about your
application for duty manager. It was a very difficult decision, but I’m sorry to say that you
were unsuccessful this time.’
‘Archer, we were very impressed with your application. You made it to the final three.
We’d like to be able to keep your application on file, should something else suitable come
along. Is that OK?’
‘It was a tough decision. Your application met the key selection criteria, but another
applicant had more experience in a similar organisation. On behalf of Regency Events, we
wish you all the best with your career.’
What do I include in the employment offer?

What you include here will depend on organisational policy and the position advertised. It
is important to provide as much information as you can so there are no hidden surprises
for you or the applicant.
Click on the icon to see some points to include in the letter of offer.
 Position title, scope of role, including key duties and responsibilities. Attach a copy
of the job description and person specification. Include key performance indicators,
if appropriate.
 Nature of employment (full-time, part-time, casual, temporary).
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 Hours of work.
 Who they will report to and work with.
 Training requirements.
 Pathways for internal promotion or transfer to other departments.
 Salary or wage conditions, including pay, bonuses, incentives. Provide the title of
the award, or a copy of the enterprise agreement.
 A copy of the National Employment Standards Fair Work Information Statement.
 Parking arrangements.
 Culture and history of the establishment.
 Typical clients/customers.
What records do I need to keep?

So far, we have discussed many documents and records that are used in the recruitment
and selection process. Let’s review some of these documents.
Click on the checkboxes to see the documents used in the recruitment and selection
process.
 Job description and person (job) specification

 Candidate résumés and application forms
 Shortlists, based upon KSC
 Interview schedule
 Records of interviews, including first impressions checklist, questions and
responses, rating scales and additional notes
 Tests and results
 Copies of certificates and statements of attainment
 Background checks
 Records of the selection decision processes
 Administrative documents relating to the recruitment and selection processes, such
as the ‘new employee requisition form’
Click on the icon to learn where you can keep these documents?
Document storage
Documents relating to the recruitment and selection process are subject to privacy laws.
They should be filed in a locked cabinet in the manager’s office, or the HR department.
Access to these files should be made by authorised personnel only.
Once the position is awarded, the information relating to the successful employee will be
transferred to a new employee file and filed with other personnel records.
Refer to your organisation’s policy on the length of time records should be retained.
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Why is it important to review the recruitment and selection

process?
The recruitment and selection process can be expensive and time-consuming. It’s always
worthwhile taking the time to review the process to identify opportunities for improvement.
Click on the dot points to see examples of areas for review.
 Recruitment methods
 Did they produce a pool of quality candidates?
 Were you inundated with applications, or were candidates in short supply?
 Do you think the advertisement and method used to advertise was effective?
 Selection processes
 Were interview questions clearly matched against KSC and a good fit for your
organisation’s culture?
 Internal policies
 Standard interview questions
 Standard reference check questions
 Record-keeping procedures and application forms
Review, evaluation and feedback are critical to developing successful and professional
recruitment and selection processes.
End of section
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4
Section 4:
Plan and organise induction
programs
• How to plan content and format of induction programs.

• How to include all appropriate information in induction programs.
• How to liaise with operational colleagues to implement induction programs with minimal
operational disruption.
What is an induction?
An induction is the term given to introducing an employee to your business and their role.
It is now common to hear the term referred to as ‘onboarding’. Onboarding infers a deeper
process. It’s about getting the new employee ‘onboard’; not just confident with job duties,
but feeling part of the team and part of the organisation’s culture.
Click on the icon to learn what it can feel like to be a new person.
Starting a new job can be both exciting and nerve wracking. It is normal for new
employees to feel anxious.
• Can I really do the job?

• How long will it take me to learn how things are done here?
• What if I don’t fit in?
• What are the other staff like?
• What if I make a mistake?
• How will my work be appraised?
• What is really expected of me here?
Quick thinking
What benefits do you think having an induction program can provide to the employee and
the organisation?
You have 30 seconds to list as many benefits to providing an efficient induction program
as you can.
Click start to begin.
List as many benefits to providing an efficient induction program as you

can.
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How did you go? Compare your answers to these.
• Helps employees to feel part of the team and fit into the organisation’s culture.
• Ensures standards of performance and outcomes expected are clear.
• Employees are more likely to be skilled and competent in their job, make fewer errors
and provide better customer service.
What are the benefits of providing an induction?

Providing an induction is not just of benefit to the employee, but to the organisation and
customers.
Click on the thumbs up to learn some of the benefits of providing an induction.
 Helps to create a favourable impression of the company.

 Confidence is developed more quickly.
 Standards and procedures are more likely to be met.
 Can reduce customer complaints.
 Can help to reduce staff turnover rates. Creates higher morale.
 Has staff working competently in a shorter time. Efficient and effective staff means a
more profitable business.
 Helps establish good working relationships.
 Helps with the transition from study to the workplace.
 Helps employers to meet their legal obligations to provide a safe work environment.
Who should receive an induction?

We often think of the person who is new to the company as needing an induction.
However, those who are new to the department or job (transfers and promotions) will also
need an induction.
Inductions are usually a standard program, with additional support and training given to
those who need it. Examples can include: people who are new to the workforce or have
been out of the workforce for a long time, and those with no experience within the job
and/or industry.
What should I consider before creating an induction plan?

Create a list of questions to ask yourself. This will help ensure you provide an induction
that is suited to the person concerned and, most importantly, address what they need to
know.
Induction questions
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Some questions we should ask ourselves.
• What are the most important aspects of the new position, particularly regarding WH&S,
that the employee should know to achieve the desired outcomes?
• How much does the new employee know about your industry, company and the
products and service you offer?
• Who are the crucial people to support the new employee?
• What resources will they need to perform their job competently?
• What is the employee’s current level of job competency?
• What training methods will fit the employee’s learning needs?
Induction training
Induction training must include the following elements
• General training relating to the organisation, including values and philosophy as well as
structure and history, etc.
• Mandatory training relating to health and safety and other essential or legal areas.
• Job training relating to the role.
• Training evaluation, entailing assessment of understanding and feedback about the
quality and response to the training.
What is included in the induction process?

The induction process has three parts to it. These may be conducted separately or
together, depending on the organisation’s policy.
Company induction
This is the information all employees who are new to the organisation will need to know.
Employees on internal transfer or promotion generally won’t need to do this.
• Organisation’s values, vision and strategic plan and the role of employees in meeting
this plan.
• Company history.
• Company’s culture and customer focus.
• Meet key management personnel.
• Organisational charts.
• General WH&S information, such as emergency procedures and exits, location of fire
extinguishers.
• Conditions of employment.
• Confidentiality, privacy and intellectual property.
• Employee benefits and superannuation information.
• A tour of the company, including the main departments and where they are located.
• Employee code of conduct, including EEO.
• General company policies, such as smoking at work, grievance procedures.
• Recording of essential details, including superannuation account, bank details, tax file
number and emergency contacts.
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Department induction
This is what the employee needs to know about the department they will be working in.
• Toilets, lockers, change rooms, etc.

• Break rooms, where to get refreshments and meals.
• Department equipment such as photocopier, scanner, etc.
• Procedure for ordering equipment and stationery.
• Uniform, grooming and hygiene standards.
• Meet and greet department staff.
• Department structure, including hierarchy and reporting framework.
• Department meeting schedule and procedures.
• Email setup, access to Intranet and other electronic needs.
Job induction
This is where the employee is trained on the day-to-day duties within the job.
• Job tasks.
• WH&S as it applies to the job, including the wearing of personal, protective clothing
and equipment.
• Equipment and technology used on the job.
• Training that will be provided.
• Professional development requirements and future opportunities for growth.
• How the employee’s performance will be measured.
• Expectations of performance outcomes to be met.
Do I have a legal obligation to provide an induction?

The short answer is YES.
Under Australia law, organisations have an obligation (referred to as a duty of care) to

ensure workplaces are safe by providing all new employees with relevant information on
WH&S and risk management and EEO, which includes antidiscrimination, sexual
harassment and bullying guidelines.
Click on each of the icons to learn more about legal obligations related to inductions.
WH&S
• The nature of hazards
• The processes used for hazard identification, risk assessment and risk control
• The need for and proper use of measures to control risk
• Safety procedures
• The use, testing and storage of personal protective clothing and equipment
EEO
• Recognising behaviour that breaches EEO legislation
• What EEO is and how it affects employees and anyone who comes into contact with
the organisation
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• Legal framework of EEO and overview of main pieces of legislation employees must
adhere to
• Grievance procedures. What to do if you have a complaint and how the complaint will
be managed
• Repercussions for breaches of EEO legislation
How are inductions delivered?

How inductions are delivered can vary greatly. Organisations can use a combination of
methods to suit both the employee and the organisation’s needs.
Click on the pictures to learn more about methods of delivering inductions.
One-on-one or buddy system

This is commonly used for the ‘department’ and ‘job’ induction phase. The employee is
placed with an experienced employee who acts as a coach. The new employee is an
‘extra’ on shift until they have proved they are competent in all areas of the job.
Groups
Groups can vary in size from a few to a hundred people! Medium to large companies may
run a group induction every fortnight for all new people employed over that period. It is an
efficient way of covering the ‘company’ part of the induction program.
Group inductions are delivered in classroom or presentation style, often facilitated by HR.
Other key staff may participate.
Self-paced through e-learning and multimedia

Companies may invest in creating self-paced materials that cover the ‘company’ part of
the induction. Employees can complete the program at their own pace. Often, assessment
is required to prove competency and completion of the unit.
Other technology
Other flexible approaches to delivering induction programs can include: video, job
simulation exercises, game-based learning materials and videoconferencing.
It is important that employees who develop induction programs have an understanding of

different learning styles and use a variety of methods to stimulate interest and help
employees retain what is covered.
Who is involved in the induction process?

All staff involved must plan and coordinate the induction program to ensure that it is run
efficiently with minimal operational disruption. All key staff must be aware of their role and
be given adequate time to prepare for their part.
Click on the tabs to learn about the people involved in running inductions.
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Human Resource Department

Companies with an HR department will find that HR is responsible for developing and
coordinating induction programs. HR are the experts in relevant state and federal
guidelines that affect employee payroll, record collection and storage, as well as WH&S
and EEO.
HR usually only conduct the ‘company’ part of the induction program.
WH&S representative
A WH&S representative is someone who has been elected to represent all employees in
matters of workplace health and safety. WH&S representatives receive specialised
training so they may assist management in maintaining a healthy and safe working
environment for all employees. Check that your induction program covers each of the
following areas.
• Identifying and assessing hazards and risks

• Reporting WH&S issues
• Providing adequate information and training on how to perform specific work tasks
safely and without injury.
Management
New employees need to meet key management personnel, such as the top level
management and their department head. It helps to build a strong and cohesive culture if
employees have met these staff, been made to feel welcome and heard stories about the
origin of the company, its values and the plans for the future direction of the business.
Other relevant employees

Introduce the new employee to all employees they may have contact with. It is difficult to
remember everyone you are introduced to on the first day, so make sure you follow up
with repeat introductions. Also show the new employee where they can access staff
details via email, Intranet and telephone.
Hot tip
Research has shown that companies who include stories in their induction have better
outcomes in terms of getting people ‘on board’, motivated and part of the culture. People
identify with personal stories and love hearing inspirational and personal accounts of
success.
What paperwork is involved?

There is a lot of paperwork to get through. Be organised and have a folder with all the
documents set out. Some documents may be available electronically. If so, ensure the
employee knows how to access this information.
Click on the draws to check out the induction process contents.
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Commencement paperwork
• Induction checklist
• Job description
• Organisational chart and reporting structure for individual work areas
• Frequently asked questions and answers
• Employee declaration form
• Employee superannuation form
• Employee tax declaration form
• Computer / POS passwords and guidelines for use
• NES Fair Work Information Statement
Workplace Health and Safety

• Workplace health and safety induction checklist
• Fire emergency procedure, including list of fire warden contacts, location of fire exits
and equipment
• Hazard identification procedure
• Accident/incident procedures, including list of first aid contacts and location of first aid
kits
Company policies and procedures

• Code of conduct
• Equal opportunity guidelines, including antidiscrimination, bullying and harassment
• Privacy guidelines
• Specific work area procedural documents, for example, customer service and
complaint procedures
• Award or enterprise agreement specifications, such as rates of pay and roster
arrangements
Code of conduct
A code of conduct is a set of rules or guiding principles on how to behave within the
organisation. In addition to EEO principles and privacy, the code of conduct may include
the following information.
• Use of social media in the workplace

• Fraud, theft and lying
• Whistleblowing: the procedure for exposing fraud and corruption
• Conflict of interest: where your role as an employee may conflict with personal roles.
Examples include: disclosing personal relationships between employees, customers
and stakeholders, and disclosing ownership interests in other companies, such as
suppliers
• Bribery, gift-giving and receiving of gifts
• Diversity policy
For legal compliance and proof an induction took place, it is important to keep records of
the induction process.
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What is an induction checklist?

The induction checklist lists all the steps you need to go through to correctly induct a new
employee and also provides proof an induction was given.
Click on the induction checklist to enlarge it.
Company XYZ Induction Checklist

Name of employee:
Position:
Date of induction:
Name of manager/supervisor:
Tick when General
complete
Introduced to other staff
Show where to keep bags/personal belongings
Show tearoom and demonstrate how to use coffee machine/tearoom
facilities
Discuss meal break provisions
Show toilet facilities
Explain no smoking policy and smokers’ area
Explain car parking arrangements
Issue induction folder, including Privacy and Equal Opportunity information
sheets
Tick when Payroll / HR
complete
Identify location of rosters and explain rostering system
Complete employee declaration form
Complete superannuation form
Complete tax declaration form
Provide electronic clock on card and explain how to use
Explain pay period
Tick when Work area/job function
complete
Provide copy of position description
Outline specific job role duties and responsibilities
Provide and explain customer service and complaint policy
Explain ordering, POS and EFTPOS systems (inform employee that this is
an introduction only, and further on-the-job training will occur later)
Tick when Workplace health and safety
complete
Discuss fire/emergency evacuation procedure
Show first aid kit and introduce first aid officers
Discuss WH&S policy and show where to access WH&S information
Demonstrate and explain systems of work associated with specific job
function
Explain process for reporting incidents/accidents/hazards
2016 Edition
94
Company XYZ Induction Checklist
PROCEDURES/POLICY ACKNOWLEDGEMENT
I understand that by signing below, I am verifying that I have not only READ, but
UNDERSTAND each policy and procedure, and am satisfied that I have been given the
opportunity to discuss or verify my understanding with my direct supervisor/manager.
Register of policies and procedures version number: _________ Date: _____________
Induction handbook version number: ______________________ Date: _____________
Name: _________________________________________________________________
Signature: ___________________________________________ Date: _____________
Please return this form to the HR manager for filing in your personnel file
The induction checklist proves the employee attended the induction, but doesn’t
necessarily prove they are competent in their job role. How do you ensure this? Click to
the next screen to learn more.

Conduct an online search for ‘new employee induction templates or check lists’. There are
several sites that offer free checklists, including Business.gov and your state or territory
websites for business services support.
How do I ensure the employee is competent in their job role?

Just because a new employee attended the induction and read the required documents,
does it mean they remember, understand or even know how to apply the standards and
procedures covered? You won’t know unless they can prove it. This is done by some kind
of assessment.
Assessing the employee on fundamental aspects of their job, particularly WH&S, can help
protect the employee and the company.
Click on the tabs for suggestions on how to prove job competency.
Job description checklists

The supervisor or buddy observes the new employee. As the employee demonstrates
competency, they tick and sign beside each job task. The employee also signs. At the end
of each day or week, job tasks that are still not competently performed are reviewed, and
training is adjusted accordingly.
Assessments
Use a variety of assessment methods, including short answer, multiple choice and case
study tests. These can be completed electronically or in paper format.
95 2016 Edition
Hot tip
The manager or supervisor should meet regularly with the new employee to review the
employee’s performance and discuss further training needs. This helps the employee to
feel included and valued.
Some final thoughts on induction programs

A happy, comfortable and confident employee who feels like they fit right in will benefit
everyone.
Click on the icon to learn some final tips for welcoming a new employee
 Do they know where the staff entrance to the building is?

 Do they know where to park their car (if applicable)?
 Do they need security access? If so, is it set up?
 Is their uniform ready?
 Are co-workers expecting them?
 Is their work area ready (if applicable)?
 Don’t send them on a break on their own.
 Be friendly - tell them where to get a good coffee!
 Do they know where the toilets are?
End of section
Click to the next screen to read the unit summary.
Summary
A business relies on quality staff to be successful. Achieving this begins with effective
recruitment, selection and induction.
It may feel like a daunting responsibility. However, hopefully this unit has shown you that
with careful planning and clear systems and processes, you can improve your chances of
finding an employee who’s the right fit for your company.
Recruitment, selection and induction can’t be left to chance. If done poorly, it can be at a
great cost to your organisation.
2016 Edition
96
GLOSSARY
Glossary
Word Meaning
Assistive Assistive technology can include things such as computer technology
technology that allows a sight impaired person to increase the font size or
electronic Braille so they can read from a computer screen, audio
technology for hearing impaired, or ‘text to speech’ computer software.
Bias A viewpoint that refuses to consider other possible thoughts or opinions.
Prejudicial thought.
Consensus A unanimous agreement, or a decision that is commonly supported by
the group.
Job description Outline of the duties and responsibilities relating to a particular job or
position.
KPI Key Performance Indicators are specific measures or outcomes to be
achieved.
Person (job) Outline of the personal or human qualities, skills and knowledge needed
specification to perform a job or fulfil a position.
Remuneration Pay and other benefits of monetary value such as company car, mobile
phone, additional leave and incentives.
Salary A fixed periodic payment, based upon an annual amount.
Unsolicited Not asked for, given or done voluntarily.
Wage An hourly rate of pay.
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Learner guide

Recruit, select and induct

Version number 2.0

Section 1: Identify recruitment needs ............................................................. 3

Section 2: Administer recruitment ................................................................ 27

Section 3: Select staff .................................................................................. 53

Section 4: Plan and organise induction programs ........................................ 87

Please note the following condition

© 2016 Didasko Digital. All Rights Reserved.

Let’s look at what you will learn on completion of this unit.

Section 1: Identify recruitment needs

Section 2: Administer recruitment

Section 3: Select staff

Section 4: Plan and organise induction programs

• How to identify recruitment needs.

Pitfalls of the recruitment process

Who is responsible for staffing?

Click on the icon to learn more about human resource management.

Extend your learning

How is planning a part of human resource management?

Productivity and efficiency

Labour market changes

What is a skills inventory?

Click on the tabs to learn more.

Service and productivity standards

‘Productivity standards’ are the expected outcomes or specific measures to be achieved.

How do you monitor and predict service and efficiency levels?

What are the results of poor planning?

Click on the chalk tabs to learn more.

What is the cost of employee turnover?

Click on the icon to learn more

How do you calculate turnover percentage?

43/220 x 100/1 = 19.50%

What is a good turnover figure?

Many organisations aim to be an ‘employer of choice’. This term is used to describe

Extend your learning

Do you really need to replace Helen?

What employment arrangement can organisations use?

Click on the pictures to learn more.

Common law contract

Where can I go for help?

Extend your learning

The National Employment Standards (NES)

Employment or workplace relations law is an area that changes regularly, particularly in

Click on the icon for a summary of the NES.

The Ten National Employment Standards

Extend your learning

What are the different modes of employment?

• 4 weeks paid annual leave (5 weeks for shift workers)

Click on the icon to learn what a full-time ordinary week is.

Full-time ordinary week

In addition, part-time employment allows the establishment to offer hours to employees

Volunteers are not entitled to guaranteed work hours, leave or superannuation.

Apprentices and trainees

Apprentices and trainees participate in a combination of work and training in order to

Apprenticeships and traineeships can be full-time, part-time or school-based. Generally,

The federal government provides financial incentives to workplaces that employ

It is not appropriate to use temporary engagements as a means of trialling employees or

Signed _____ Date _

Approved ___ Date _