BSBHRM405 Support Recruitment, Selection and Induction of Staff

Assessment-2

Task -1

Performance objective
Students will be able to develop questions and write an interview guide to use when
interviewing Students for the role identified in Assessment- 1 (task- 2) and advertised
in Assessment- 1 (task- 3).

Job Interview Questions 1

"Tell me about yourself..."

Be prepared to talk for two minutes about yourself. Be logical. Start anywhere, such as high school,
college or your first professional position. The interviewer is trying to evaluate your communication
skills and linear thinking. You may try to score a point or two by describing a major personal
attribute.

Job Interview Questions 2

"Why are you leaving your current position?"

This is a very critical question. Don't bad mouth your previous employer or co-workers or sound too
opportunistic. It's fine to mention major problems, a buy-out or a shutdown. You may want to state
that after long personal consideration, your chance to make a contribution is very low due to
extensive company-wide changes.

Job Interview Questions 3

"What do you consider your most significant accomplishment?"

A good answer to this question can get you the job. Prepare extensivelydiscuss hard work, long
hours, pressure and important company issues at stake. You may want to tell a two minute detailed
story, discussing personal involvement.

Job Interview Questions 4

"Why do you believe you are qualified for this position?"

Pick two or three main factors about the job and about yourself that are most relevant. Discuss for
two minutes, including specific details. You may mention a technical skill, a management skill
and/or a personal success story.
Job Interview Questions 5
"Have you ever accomplished something you didn't think you could?"

The interviewer is trying to determine your goal orientation, work ethic, personal commitment and
integrity. Prepare a good example where you overcame difficulties and succeeded. Prove that you're
not a quitter.

Job Interview Questions 6

"What do you like/dislike most about your current or last position?"

The interviewer is trying to determine compatibility with the open position. Be careful; don't say
you dislike overtime, like management, or get too detailed. It's safe to say that you like challenges,
pressure situations, opportunities to grow, or that you dislike bureaucracy and frustrating situations.

Job Interview Questions 7

"How do you handle pressure? Do you like or dislike these situations?"

High achievers tend to perform well in high-pressure situations. Conversely, these questions could
imply that the open position is pressure-packed and out of control. Know what you're getting into. If
you do perform well under stress, provide a good, detailed example. Be descriptive.

Task -2

Performance objective
Students will be able to develop a schedule for planning activities and suggested
timeframes for recruitment

Name:
Date:

Recruitment Activities Action Plan

Activity People Involved By Whe

n
Development and Approval of Performance HR/department
Management Tool (PMT)
Salary Range Determination for Position HR
(Internal & External Equity) and Verification of
Position Authorization and Funding

Generate Position Approval Form and Submit to HR

Finance for Budget Review and Approval
Discuss and Approve Recruitment Strategy: HR/department
- Search Committee(s)
- No Search Committee
- National, Regional, Local, or Internal Search
- Executive Search Consultant
Develop Ad and Advertising Sources HR
- Print Media
- Non-Print Media
- Web Sources
Develop Communication Plan for Start and End HR/department
of Search:
- Department/Division
- Campus Community
- Community AT-Large

Select and Train Interview Committee Members HR/department

- Diversity of the Committee Members
- The Role of the Committee
- Effective Interviewing
- Format for Pre-Screening and Interviewing
Candidates
Approve Ad and Submit for Placement in HR/department
Selected Recruitment Sources
Resumes/Applicants are Pre -Screened and HR
Ranked by Members of the Committee, Executive
Search Firm, or Hiring Manager Based on Pre -
established Criteria
Qualified Candidates are Invited to Campus for HR
Personal Interview(s) with Committee Members
and/or Hiring Manager
Committee Chair, HR and Committee Members HR
Provide Written Summary Regarding the Profile
of Finalist
Conduct Reference and Background Checks for HR/department
Finalists
Vice President or Provost Schedule Finalist for HR/department/VP
Personal Interview with President and/or Make
Hiring Recommendation to President for Final
Approval
Submit Affirmative Action Form and HR
Employment Transaction Form
- Transaction Form to HR for Creation of Offer
Letter
HR and/or Provost Prepares Official HR
Employment Offer Letter
- Start date
- Base Compensation
- Start up Funds
- Date of Benefits Briefing
Schedule Finalist for New Employee Orientation HR
Task -3

Performance objective
Students will be able to conduct an interview in a simulated work environment and
make selection decisions.

Preparing for the Interview

Once the short list (typically 3-5 identified for interview) is approved by the Office of
Faculty and Staff Affirmative Action, the interview process can begin. It is important
to properly prepare for the interview as this is the opportunity to evaluate the skills
and competencies and validate the information the applicant has provided in their
application and resume. Choose one or two questions from each minimally required
skill and competency to develop your interview questions. Review the applicant's
application or resume and make note of any issues that you need to follow-up on.
If interviewee requests an accommodation contact the Disability Management Office.
The Committee Chair should determine the following:
Format of the interview and order of questions
Questions to be asked of all applicants and the weight assigned
Who is going to ask which questions
Whether a work sample should be submitted
The optimum start date for the position
Any other details applicants may need about the role that were not noted in the position
description
Prior to the conducting interviews, the Search Committee Chair will notify members to
download the application packets from iRecruit. The Search Committee Chair will
provide the committee with interview questions and evaluation tools.

Panel Interviews
Prior to the panel interview, committee members should ensure they know which
interview questions each will ask.
At the start of the interview, introductions of the Chair and panel members, including
names and job titles/roles, are given. Next, the Chair should outline the format of the
interview so that the candidate is aware of what is going to happen.
A typical format might be:

Introductions of each panel member

A brief description of the role they are being interviewed for
Description of how the interview panel will conduct the interview (e.g. each alternates
questions and all will take notes)
The candidate gives an overview of their experience
Each panel member provides their questions at the conclusion of the interview.
The interviewee is given time at the end to ask questions
The interviewee is informed of the next step (e.g. will be contacted either by phone or in
writing of the outcome)
Thank the candidate for coming and ensure someone shows the candidate out

Virtual Interviews
To reduce travel costs and time associated with interviewing out of area applicants, virtual
interviews can provide an alternative method to in-person interview.
UC Riverside has partnered with GreenJobInterview, a web-based service to interview out
of area job candidates. For information on this service, refer to Recruitment Tools &
Resources.
Guidelines for conducting virtual interviews are as follows To ensure fairness and
equity in the interview process, it is recommended out of area applicants are provided
an opportunity to interview in the same manner as local applicants during each stage
of the interview process. Departments may elect to cover the travel costs associated
with out of area applicant interviews but are not required to do so.

Interview Questions
Questions should be relevant to the position and seek information on specific skills and
abilities to perform the job such as describe your experience working with students in
an academic environment and/or post-secondary degree-granting institutions.
Interview questions not pertaining to the current requirements of the position are not
to be used (e.g. an interview question on supervisory experience if position will not be
supervising employees).
The use of behavioral and/or competency based interview questions is strongly
encouraged as, when properly crafted, they allow the interviewer to obtain more
meaningful data to determine the applicants ability to carry out the duties and
responsibilities of the job, as well assess their ability to adhere to the Universitys core
competencies. Refer to UC Core Competencies Recruitment for additional
information and sample interview questions.

After the Interview

 Upon completing the interview, committee members will complete one of the following
evaluation tools and forward to the Committee Chair along with any interview notes.
Candidate evaluations should be sure to include only those comments which are
relevant to the requirements of the position.

Task -4

Performance objective
Students will be able to develop letter of offer and employment contract.
< Mega IT solution .co ,ltd >

<1/6/2016>
Private and confidential
< IT Coordinator>

Dear <insert name>

Letter of engagement
I am pleased to offer you employment in the position of <insert position title> with us at < Mega
IT solution .co ,ltd > (the employer) on the terms and conditions set out in this letter.
1. Position
1.1 Your start date will be <4/6/2016>.
1.2 Your employment will be <full-time >.
1.3 The duties of this position are set out in the attached position description. You will be
required to perform these duties, and any other duties the employer may assign to you, having
regard to your skills, training and experience.
1.4 You will be required to perform your duties at <city>, or elsewhere as reasonably directed
by the employer.
2. Probation
This clause is optional. Delete all of clause 2 if no probation period will apply.

2.1 A probation period will apply for the first 3 months of your employment. During this time
we will assess your progress and performance in the position.
What is a reasonable probation time will depend on things like industry practice, the job and
individual circumstances. Please note that having a probationary period will not affect an
employees entitlement to lodge an unfair dismissal complaint. Unsure or want more
information? Contact the Fair Work Infoline on 13 13 94.

2.2 During the probation period you or the employer may end your employment by providing
notice in accordance with the table in clause 8.1 below.
3. Terms and conditions of employment
3.1 Unless more generous provisions are provided in this letter or in the attached Schedule, the
terms and conditions of your employment will be those set out in the <insert relevant award
name (or enterprise agreement name if you have one)> and applicable legislation. This includes,
but is not limited to, the National Employment Standards in the Fair Work Act 2009. Neither the
<insert relevant award name (or enterprise agreement name if you have one)> nor any
applicable legislation are incorporated into your contract of employment.
Call the Fair Work Infoline on 13 13 94 for information about your award or enterprise
agreement.

3.2 The additional terms and conditions set out in the attached Schedule will also apply to your
employment.
Delete this clause if none apply.
4. Ordinary hours of work
4.1 Your ordinary hours of work will be <insert number of hours: 38 if full-time> per week, plus
any reasonable additional hours that are necessary to fulfil your duties or as otherwise required
by the employer.
What are reasonable additional hours? There are many things you need to consider. Call the
Fair Work Infoline on 13 13 94 for information and advice.

4.2 Your ordinary hours of work may be averaged over a <insert number of weeks allowed by
the applicable award, enterprise agreement or National Employment Standards> week period.
This clause is optional and can be deleted. There are strict rules about when and how hours
can be averaged. For help call the Fair Work Infoline on 13 13 94.

5. Remuneration
5.1 You will be paid <weekly/fortnightly/monthly> at the rate of $<XX> per
<hour/week/month/year>.
5.2 The employer will also make superannuation payments on your behalf in accordance with
the Superannuation Guarantee (Administration) Act 1992.
If superannuation is set out in your award or enterprise agreement you must pay at least that
amount. If you are unsure about superannuation, contact the Super Hotline on 13 10 20. Or,
contact the Fair Work Infoline on 13 13 94 to check your award/enterprise agreement.

5.3 Your remuneration will be reviewed annually and may be increased at the employers
discretion.
Note that the employee must always be paid in line with, or above, the relevant minimum
wage.

6. Leave
6.1 You are entitled to leave (e.g. annual leave, personal leave, carers leave, compassionate
leave, parental leave, community service leave and long service leave) in accordance with the
<insert applicable award or enterprise agreement name or delete if there is neither> and the
National Employment Standards.
7. Your obligations to the employer
7.1 You will be required to:
(a) perform all duties to the best of your ability at all times;
(b) use your best endeavours to promote and protect the interests of the employer; and
(c) follow all reasonable and lawful directions given to you by the employer, including
complying with policies and procedures as amended from time to time. These policies and
procedures are not incorporated into your contract of employment.

8. Termination of employment
8.1 Under the Fair Work Act 2009 the employer may terminate your employment at any
time by providing you with notice in writing in accordance with this table:
Length of continuous service with employer Period of notice
Not more than 1 year 1 week
More than 1 year but less than 3 years 2 weeks
More than 3 years but less than 5 years 3 weeks
More than 5 years 4 weeks

If you are covered by an award or enterprise agreement that has longer periods of notice,
you need to amend this table so it is in line with the more generous provisions.

8.2 You are entitled to an additional weeks notice if you are over 45 years old and have
completed at least 2 years of continuous service with the employer on the day the notice of
termination is given.
8.3 If you wish to terminate your employment you are required to provide the employer with
prior notice in accordance with the table at 8.1 above.
9. Confidentiality
Depending on your industry and the type of work the person will be doing, you may wish to
seek independent legal advice about the protection of intellectual property.

9.1 By accepting this letter of offer, you acknowledge and agree that you will not, during the
course of your employment or thereafter, except with the consent of the employer, as required
by law or in the performance of your duties, use or disclose confidential information relating to
the business of the employer, including but not limited to client lists, trade secrets, client details
and pricing structures.
10. Entire agreement
10.1 The terms and conditions referred to in this letter constitute all of the terms and
conditions of your employment and replace any prior understanding or agreement between you
and the employer.
10.2 The terms and conditions referred to in this letter may only be varied by a written
agreement signed by both you and the employer.
If you have any questions about the terms and conditions of employment, please dont hesitate
to contact <me/insert contact person> on <insert phone number>.
Employees and employers may also seek information about minimum terms and conditions of
employment from the Fair Work Ombudsman. You can contact them on 13 13 94 or visit their
website at www.fairwork.gov.au.

To accept this offer of employment please return a signed and dated copy of this letter to me by
<insert date>.
Yours sincerely,

<Insert name>
<Insert position>

I, <insert name of employee>, have read and understood this letter and accept the offer of
 employment from <insert company/partnership/sole trader name> on the terms and conditions
set out in the letter.

Signed: Date: / /
Print name:

Task -5

Performance objective
Students will be able to identify and plan for a workplace induction.

Employee's name: ..................................................................................................................................................

Proposed start date: ....................................................... Work unit: ....................................................................

BEFORE START DATE

Induction task Person responsible Initials & date of

Completion

Signed contract received

Phone arranged

Ext:

Work space and desk organised

Computer/Laptop & IT access arranged

Other:

Casual employees: signed copy of contract sent to HR ....................................... .........................

.................................................................................... ....................................... .........................

1ST DAY

Induction task Person responsible Initials & date of

Completion

Modules 1 & 2 of the Corporate SCU induction completed Employee

IT access and systems:

computer setup & network access available

access and training arranged for required systems (eg T1-

Financials Student One Aurion CRM Blackboard)

Security and access:

photo ID key and building access telephone directory complete

Online Directory details

Facilities and services:

mail arrangements location of toilets stores and stationery other

facilities

Forms & documents sent to HR:

Completed forms as required in Corporate SCU Induction

If applicable:

Confidentiality Agreement

Prohibited Employment Declaration

Employee Relocation Assistance Agreement

Remember:

See original documents make sure documents show a clear link

between any name changes take copies note 'Original Sighted' and
sign the copies before forwarding them to HR Services

1ST DAY (CONTINUED)

Induction task Person responsible Initials & date of

Completion
Employment information discussed:
 Code of Conduct emergency contacts and procedures
Work Unit WHS Induction Checklist completed and Specific WHS
requirements Forms, completed if required chemical safety
procedures (where applicable) notification of absences, including
reporting requirements SCU website resources
HR contacts and website

Continuing & fixed term academic employees:

workload allocation

attendance on campus

Continuing & fixed term professional employees:

hours of work (incl. start & finish times) attendance records

Casual employees:

pay calendar

pay claims (including that pay claims must be submitted regularly

at the end of each pay cycle)
Position:
people and relationships introductions handover
position description and context of position probation
priority projects/duties equipment and tools

Other:

.................................................................................... ............................................ .............................

.................................................................................... ............................................ .............................

1ST WEEK

Induction task Person responsible Initials & date of

Completion
Meet with Manager/Team Leader:

overview of SCU, Cost Centre and work unit the employee's role
& induction program role specific staff contacts and issues key
duties and priority projects
Meet with team members:
Role of staff in team key projects for other team members
challenges for the team team communication

Meet with work unit admin staff:

 office systems & processes

Campus facilities: eg gym, food outlets, medical centres etc:

Library:

register for borrowing privileges

(photo ID required)

Module 3 of the Corporate SCU Induction completed: Employee

Other:

New supervisors: leave conditions (approving & recommending

leave absences & training requests PMDR & probation
responsibilities

Academic employees: make an appointment to meet the campus ....................................... ..........................

Liaison Librarian TLC contact & services Online teaching
resources/access.

....................................... ..........................
...........................................................................
....................................... ..........................
........................................................................... ..........................

1ST MONTH

Induction task Person responsible Initials & date of

Completion
Follow up uncompleted tasks

Meet with Manager/Team Leader:

key HR and finance responsibilities

Work unit planning and reporting

Professional learning:

training needs identified and compulsory training

completed/arranged procedures, forms, website, access

Performance measures

PMDR/Probation

_PMDR processes, requirements and training.

_Probation process and any specific requirements.

Relevant SCU policies, procedures and delegations:

location of SCU policies and delegations on the website

Student related issues

Business cards (if relevant)

Student related issues

 Other:

Fixed-term & continuing employees:........

reminder to complete Module 4 of the Corporate SCU Induction.
....................................................................................

Induction completed:

Employee's signature: ..................................................................................... Date:............................

Supervisor's signature: Date:
Task -6

Performance objective
Students will be able to describe the purpose, function, use, benefits and risks of using
psychological and aptitude testing in the recruitment process.

Assessment description
Psychological and Aptitude Testing many organisations utilise psychological and aptitude testing
in their recruitment process. In a written report answer the following questions:
1. What are psychological and aptitude tests?

An aptitude test is designed to assess what a person is capable of doing; to predict what a
person is able to learn or do given the right education and instruction. It represents a person's level
of competency to perform a certain type of task. Such aptitude tests are often used to assess
academic potential or career suitability.

2. When and how might they be used?

Aptitude tests are used by employers to measure your work-related cognitive capacity.
Aptitude tests are one of the most commonly used assessments in measuring candidates suitability
for a role. The most commonly used set of cognitive tests includes abstract/conceptual reasoning,
verbal reasoning and numerical reasoning.

3. What are the advantages / benefits to organisations?

They offer efficient, objective comparisons The main reason companies use aptitude testing is to
improve the quality of hiring and promoting. Tests are often much more efficient than interviews for
determining if a person has the potential to do a job well. And when designed properly, aptitude tests
can fairly and objectively compare and contrast the potential of different candidates.
Reputable tests are standardized With standardization, you know the test is both valid and
reliable, so you can be assured of a fair process. And if your recruitment practices are legally
challenged at some point, the tests may help prove that you provide equal opportunity employment.

4. What are some of the negatives / risks or disadvantages of this type of testing?

The sole reason for using psychological tests is to help answer the question, Do we accept
this person or not? Moreover, because psychological tests arent magic, mistakes will be made.
Even when a qualified psychologist makes a decision based on all the available evidence, there will
still be doubts and shadows of doubts. Thus a false negative mistake occurs when a person truly
qualified for a job is rejected; a false positive mistake occurs when a person not truly qualified for a
job is accepted.

Now, according to simple logic, if you try to minimize false negative mistakes, you
 maximize false positive mistakes, and vice versa. Most employers, therefore, try to make their
decisions so that the false negative mistakes are minimized, especially when good employees are
hard to find.

But for some individuals, such as law enforcement officers, seminary students,
firefighters/paramedics, airline pilots, medical/psychology students, and nuclear power facility
workers, the risks are too great for any false positive mistakes, so false negative mistakes are freely
tolerated. In plain English, this means that some applicants to certain jobs who have been rejected
as a result of psychological testing may feel that they have been treated unfairlyand maybe they
have. Such is the human price of high-security.

5. Would you recommend the introduction of psychological and aptitude testing

to your organisation? Why? Why not?

Yes, Because Most employers recognise that personality is of great importance in success
at work. Consequently, most of the psychometric tests that you will be expected to take as part of the
recruitment process will include a short personality test. The principle behind these tests is that it is
possible to quantify your personality by asking you about your feelings, thoughts and behavior in a
variety of situation both at work and outside of work.

Procedure
Complete a written report on the above Topic. You should demonstrate how you arrived at
your conclusions by referencing your sources and providing examples.

Psychological testing also called psychological assessment is the foundation

of how psychologists better understand a person and their behavior. It is a process of
problem solving for many professionals to try and determine the core components of a
persons psychological or mental health problems, personality, IQ, or some other component.
It is also a process that helps identifies not just weaknesses of a person, but also their
strengths.

Psychological testing measures an individuals performance at a specific point in

time right now. Psychologists talk about a persons present functioning in terms of their
test data. Therefore psychological tests cant predict future or innate potential.

Psychological testing is not a single test or even a single type of test. It encompasses
a whole body of dozens of research-backed tests and procedures of assessing specific aspects
of a persons psychological makeup. Some tests are used to determine IQ, others are used for
personality, and still others for something else. Since so many different tests are available,
its important to note that not all of them share the same research evidence for their use
some tests have a strong evidence base while others do not.

Psychological assessment is something thats typically done in a formal manner only

by a licensed psychologist (the actual testing may sometimes be administered by a
psychology intern or trainee studying to become a psychologist). Depending upon what kind
of testing is being done, it can last anywhere from 1 1/2 hours to a full day. Testing is usually
done in a psychologists office and consists largely of paper-and-pencil tests (nowadays
often administered on a computer for ease-of-use).

Psychological testing is divided into four primary types:

o Clinical Interview
o Assessment of Intellectual Functioning (IQ)
o Personality Assessment
o Behavioral Assessment
In addition to these primary types of psychological assessment, other kinds of
psychological tests are available for specific areas, such as aptitude or achievement in school,
car