Workplace Induction Program Design

This assignment delves into the essential components of designing an effective workplace induction program. It covers topics such as identifying target audience needs, structuring program content to include organizational objectives, policies, and legal requirements, and employing diverse delivery methods. The assignment also emphasizes the importance of collaboration with operational colleagues to ensure smooth program implementation and minimal disruption to daily operations. Additionally, it touches upon Equal Employment Opportunity (EEO) legislation and its implications for recruitment documentation.

RECRUIT, SELECT AND INDUCT STAFF 1
RECRUIT, SELECT AND INDUCT STAFF
Name:
Institution:
Course Code:

RECRUIT, SELECT AND INDUCT STAFF 2
ASSESSMENT B – SHORT ANSWER
SECTION 1: IDENTIFY RECRUITMENT NEEDS
Q1: Who is responsible for planning and undertaking recruitment processes in most medium to
large organisations?
Human resource manager.
Q2: List and explain three factors that can influence planning for your recruitment needs.
1. Changing of business operations of a company to other production and operation
methods.
2. Large scale production as a result of increased production require planning for
recruitment.
3. Political and licensing regulations. There may be changes in legal framework influenced
by the government thus influencing planning of my recruitment.
Q3: List and explain three ways a business can monitor and predict service and efficiency
levels to ensure they are adequately staffed?
1. Assessing reports of daily operations of the company on performance.
2. Assessing performance on individual level so as to culminate a greater success at team
performance.
3. Holding frequent meetings so as to monitor the progress of the company by considering
key performance indicators.
Q4: What personnel or departments within the organisation might you need to consult with
before commencing a recruitment process? Briefly explain why you need to consult with them.
The department of human resource need to be consulted so as to determine the whether funds are
available to recruit new staffs.
Q5: Define the difference between part-time and casual employment arrangements.
Part-time employment refers to employment arrangement that involves few hours per week as
compared to full-time employment that occupy many hours a week. Casual employment

RECRUIT, SELECT AND INDUCT STAFF 3
refers to employment arrangement which lack guarantee of hours of work since workers
are engaged in irregular hours without annual leave.
Q6: Why might an organisation choose to put an employee on as a part-time worker, rather
than as a casual?
If the employee is skilful but cannot fully engage to the company due to some other
commitments.
Q7: Irrespective of the employment arrangement used by the company, it must abide by the
National Employment Standards. List four conditions included in these standards.
1. There should be awards for workers.
2. Employment contracts cannot provide for conditions less than normal national minimum
wages.
3. All employees are entitled to ten national employment standards.
4. There should be fair pay and working conditions for workers.
Q8: It is common practice for organisations to require staff to complete an employee
requisition form before commencing the recruitment process. What sort of information is
included in an employee requisition?
1. Terms of contract
2. Recommended pay grade.
3. Position recruited for a particular employee.
4. Hiring manager.
5. Department.
6. Preferred start dates.
7. Reason for recruitment.
Q9: You are the manager of an outlet. Who might you need to seek approval for recruitment
from, within an organisation?
The overall human resource manager from head office.
Q10: What is the difference between a job description and a person (job) specification?

RECRUIT, SELECT AND INDUCT STAFF 4
Job description refers to internal document that spell out the requirements of a particular job,
duties to be undertaken and skills needed for that job. Person job specification refers to a detailed
description in terms of responsibilities and roles of and individual such as personality type,
experience and skills to complete certain objectives.
Q11: Briefly list four key points you should consider when writing a job description or person
specification.
1. Job title.
2. Specific responsibilities
3. Qualifications
4. Skills and knowledge.
Q12: What information can you use to develop clear and concise selection criteria?
1. How to choose a person for a particular task.
2. The level of skills and experience of a particular individual.
Q13: What are three customer service criteria you can incorporate into the selection criteria to
ensure their attitude and experience is the right fit for the job?
1. Patience.
2. Attentiveness
3. Clear communication skills
SECTION 2: ADMINISTER RECRUITMENT
Q14: What are three basic aims of equal employment opportunity legislation?
1. Provide equal chances to all employees.
2. To reduce the level of discrimination at workplace.
3. To empower all workers in their process of execution of duties and responsibilities.
Q15: What are ten examples of listed areas for discrimination commonly referred to as grounds
for discrimination?

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1. Age
2. Skin colour
3. Gender
4. Race
5. Religion
6. Political affiliation
7. Disability
8. Pregnancy and maternity discrimination.
9. Marital status
10. Family responsibilities
Q16: List three benefits and two disadvantages of sourcing candidates from within the
organisation.
 Benefits
1. Continuity of business operation easily.
2. No training required.
3. Very easy to adjust from one department to another.
 Disadvantages
1. It is a form of nepotism.
2. May limit the level of skills for a particular job.
Q17: What factors affect the selection of a recruitment method?
1. The size of an organization.
2. Cost involved in recruitment process.
3. Growth and expansion of a company.
Q18: You need to hire a low-skilled, entry-level position. List three appropriate methods you
could use to source or recruit for this position. Briefly explain why they are appropriate.

RECRUIT, SELECT AND INDUCT STAFF 6
1. Advertising the position for applicants to see. This will encourage the workers to apply.
2. Ask for recommendation from other personnel. They may know such a person.
3. Examine workers without working experience.
Q19: In what situations is a company likely to use a recruitment agency? Briefly explain why.
Where it is a legal formality so as to reduce cases of corruption in recruitment process.
Where large number of workers are required so as to have smooth and efficient recruitment
process.
Q20: List five features of a good job advertisement.
1. Clarity of job description.
2. Must indicate position applied for.
3. Need to mention skills required.
4. Need to mention education requirements.
5. Need to indicate the pay range.
Q21: An effective job advertisement should follow the acronym AIDA. Explain what AIDA
stands for.
A-awareness
I-interest
D-desire
A-action
Q22: Why would a company choose to have candidates apply in person rather than sending in a
résumé?
So as to assess the credibility of that person on terms of job engagement.
Q23: How do you shortlist applicants?
By cross checking will all the requirement indicated in job description. All those candidates who
satisfy the requirements of a particular job are shortlisted for interview schedules.

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Q24: How do you advise candidates who have been unsuccessful in progressing to the first part
of the selection phase?
To keep applying for other positions and enquire reasons behind the unsuccessful selection.
Q25: Why is it important to advise candidates they have been unsuccessful?
So as to enlighten them on areas to improve for future applications in same capacity or more.
Ethically it is a form of motivation.
Q26: What types of arrangements might you need to make for a candidate with special needs?
1. How the candidate arrive at interview in appropriate time.
2. Assistance during recruitment process.
3. Readiness to cater for his special needs.
SECTION 3: Select staff
Q27: In addition to using an interview, list two selection methods you could apply to improve
the effectiveness of the selection process. Explain your response and give examples where
applicable.
1. Appointment. This is where you appoint an individual to carry out duties and
responsibilities.
2. Delegation. This is where duties are delegated to most skilful personnel in order to propel
the objectives of a company.
Q28: Why are behavioural questions considered effective when trying to select people according
to their attitude, aptitude and fit to the organisation’s culture?
They are a clear picture of an individual when performing actual tasks and responsibilities.
Q29: Rewrite the following questions into behavioural questions.
 How would you deal with a customer who was very irate and becoming
aggressive?
Have you ever dealt with customers who are very irate and aggressive?
 What do you think makes good customer service?

RECRUIT, SELECT AND INDUCT STAFF 8
What make you a good customer service provider?
Q30: When is it appropriate for a company to use a group interview?
When the number to be interviewed is too big to handle at individual level.
Q31: List four common mistakes interviewers make when conducting a job interview.
1. Failure to receive interviewees properly.
2. Failure to read the resumes of applicants.
3. Dominating in the discussion.
4. Asking annoying questions.
Q32: Other than face-to-face, what other mediums could be used to conduct an interview?
1. Questionnaire questions.
2. Online interview
3. Telephone interview.
Q33: At what point in the selection process do you communicate your recommendations to
relevant colleagues or management?
After shortlisting all the credible candidates to be selected for a particular job position.
Q34: Before offering a job to a candidate, you need to verify certain information by conducting a
background check. What could be included in a background check?
1. The performance record of a worker.
2. The skills of that candidate.
3. The level of commitment.
Q35: Briefly outline the steps involved in making the final selection decision.
 Step 1
Preliminary interview.
 Step 2
Selection tests.

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 Step 3
Employment interview.
 Step 4
Reference and background checks
Q36: There are two final candidates and you and your colleagues can’t agree on who to
employ. List three things you could do.
1. Conduct a background check.
2. Subject the candidates to severe vetting.
3. Ask for additional skills from each candidate.
Q37: How do you ensure your recruitment and selection methods abide by equal employment
opportunity? List five points.
1. Advertise the position to all interested parties.
2. Assess all applications made by individuals.
3. Shortlist the best candidates.
4. Interview all shortlisted candidates.
5. Select the best out of the shortlisted candidates.
Q38: Outline a common process an organisation could use in making a job offer to a candidate.
The organization need to assess performance record of a candidate by undertaking background
checks.
Q39: What should be included in the employment offer letter?
1. Job description.
2. Salary.
3. Benefits.
4. Paid time-off
5. Work schedule

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6. Reporting structure.
Q40: List six records of the recruitment and selection process that the organisation should keep?
1. Records of job advertisements made
2. Record of all applicants
3. Record of shortlisted candidates
4. Record of interviewees
5. Record of unsuccessful candidates
6. Recorded of selected candidates
SECTION 4: PLAN AND ORGANISE INDUCTION PROGRAMS
Q41: Explain the benefits in having an induction program for the following.
 A new employee
So as to promote quick adoption to workplace.
So as to know workmates
So as to know management team
 The organisation
To understand rules and regulations.
To determine goals and objectives.
To understand time schedules for performance.
Q42: What are three questions you should consider when planning an induction program?
1. What are the missions and vision of the organization?
2. What is the list of organizational structure?
3. What is individual role to organizational performance?
Q43: You are planning an induction process for five new employees who will begin work in
your department over the next fortnight. For ease of delivery, your company divides the
induction into three parts: the company, the department and the job.

RECRUIT, SELECT AND INDUCT STAFF 11
Explain what could be included in the ‘company’ part of the induction process.
The company induction process will involve the mission, vision, goals and objectives that
the company aim at realizing at a given period of time.
Q44: Explain what is included in the ‘department’ part of the induction process.
The functions of each department along with names of heads of departments.
Q45: Explain what is included in the ‘job’ part of the induction process.
Job description.
Working schedule.
Payments in terms of salary and other remunerations.
Q46: Explain the role of these four key personnel that may be included in the induction process.
 Human Resource department
He is the overall head of induction process to control flow of events.
 WHS representative
Represents their departments in the induction process.
 Management
Facilitate induction process by provided resources necessary to carry out induction
process.
 Other relevant employees
They assist in making an induction process successful by assisting candidates
undertaking induction tests.
Q47: What are five examples of documentation you give a new employee during the induction
program?
1. Content of the corporate and local induction programmes.
2. Booking process for corporate induction.
3. Record of completion of corporate and local induction.
4. Document of staff members appointed.

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5. Document on company performance record and organization structure
ASSESSMENT C PART A – PRACTICAL DEMONSTRATION
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Administer the recruitment,
selection and induction
process for each of the
following recruitment
needs at least once:
 casual, contract or
temporary
 full-time or part-time
permanent
 Volunteer.
Q1: What external factors can influence your recruitment planning?
1. Size of the organization.
2. Cost of recruitment process
3. Demand and supply.
Q2: What internal factors can influence your recruitment planning?
1. Personnel utilization.
2. Outsourcing
3. Talent pool
Q3: Who is responsible for planning and conducting recruitment processes in your wo
Human resource manager
Q4: Who is responsible for planning and conducting induction processes in your work
Head of departments
Q5: What is the difference between a casual, part-time and full-time employee?
Casual employee work for irregular hours per week.
Part-time employee work for few hours per week.
Full-time employee is fully engaged in the employment.

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Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Identifies recruitment
needs based on monitoring
of service and efficiency
levels in the organisation.
Q6: What are two methods you can use to monitor service and efficiency levels in a w
recruitment needs?
1. Assessing fairness and justice in recruitment process.
2. Assessing equal opportunities to all candidates in the recruitment process.
Q7: How does an organization’s service needs influence their recruitment needs?
By ensuring that all the requirements and resources are fully set to initiate and propel r
Q8: How do skills audits help an organisation to identify recruitment needs?
By auditing the work load allocated to each worker. They relate to the objectives of th
any correlation.
Obtains approval for
recruitment according to
organisational recruitment
policies.
Q9: Explain the procedure for obtaining approval for recruitment requests in your wor
1. Indicating the need of recruiting new workers.
2. Highlighting job positions to be considered.
3. Preparing a budget for recruitment process.
4. Selecting recruitment team.
Q10: Why is it important to follow your organization’s procedure for approving recrui
To avoid conflict of interest and maintain legal formalities involved in the process.

RECRUIT, SELECT AND INDUCT STAFF 14
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Uses job descriptions and
person specifications to
develop clear and concise
selection criteria.
Q11: What is the difference between a job description and a person specification?
Job description refers to internal document that spell out the requirements of a particul
skills needed for that job. Person job specification refers to a detailed description in ter
and individual such as personality type, experience and skills to complete certain objec
Q12: How do you analyze a job to create a job description and person specification?
By assessing the skills of a worker along with nature of employment in terms of casua
time employment.
Q13: How do you develop key selection criteria?
By determining the nature of employment along with skills and experience of candidat
Ensures criteria incorporate
customer service attitude
and experience to ensure a
fit to the position.
Q14: What are three examples of KSC that outline qualities and attitudes necessary to
1. Efficiency
2. Effectiveness
3. Consistency

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Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Chooses and organizes
selection processes taking
into account job skill
requirements.
Q15: What are four different methods you can use to source candidates?
4. Advertising the position for applicants to see. This will encourage the workers
5. Ask for recommendation from other personnel. They may know such a person.
6. Examine workers with working experience.
7. Visit performance LinkedIn of workers.
Q16: How do you decide which methods are suitable for the position available?
By assessing the nature of employment and skills required for that particular position.
Q17: When would you recommend a company engage the services of a recruitment fir
When recruiting many candidates.
Where recruitment team of a company is in question.

RECRUIT, SELECT AND INDUCT STAFF 16
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Creates and disseminates
advertisements for
positions and calculates
advertising costs.
Q18: What are some things you should avoid doing when creating a job advertisement
Ambiguity of information concerning the job.
Overstatement of job descriptions and requirements.
Q19: What are the key points to developing an effective job advertisement?
The skills required for a particular job.
Working experience.
Education background of the candidates.
Q20: Where can you place your advertisements to ensure the right type of potential ap
Print media such as Newspaper, billboards and fliers.
Social sites.
Processes applications
according to organisational
policy.
Q21: How do you record and manage the applications you have received for an advert
Record all applicants who indicate interest for advertised position. Document them for
Q22: What should you do if there is a delay in starting selection processes after applica
Inform all the successful candidates on the delay so that they keep in communication w
Reviews and evaluates
applications against criteria
and selects people to
progress to an interview.
Q23: What is the value of using a shortlist form for reviewing candidates?
To be in a position to interview and select the most desirable candidate.
Q24: How can you ensure a fair and valid selection process in the first phase of the sel
By selecting all candidates with desirable qualities without any form of discrimination

RECRUIT, SELECT AND INDUCT STAFF 17
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Uses problem-solving
skills to identify
deficiencies in applications
and resolves by advertising
or choosing different
recruitment methods.
Q25: What would you do if very few applications met the KSC of the advertised positi
Continue with selection process so as to determine the best candidate to be considered
Q26: How could you evaluate the effectiveness of your recruitment campaign?
By assessing the number of applicants who indicate interest in the position advertised.
Informs unsuccessful
applicants of decisions and
provides other recruitment
information in appropriate
media within reasonable
timeframes.
Q27: What is the process for dealing with unsuccessful applicants at the first phase of
workplace or training organisation?
The process involve advising unsuccessful candidates on issues that hindered them fro
selection process.
Q28: Why is it important to inform applicants they have been unsuccessful?
So as to motivate them to search for other positions elsewhere.

RECRUIT, SELECT AND INDUCT STAFF 18
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Establishes any special
needs and makes necessary
arrangements for those
progressing.
Q29: What are some special needs a candidate could have?
1. Transport services.
2. Hearing needs
3. Sight
Q30: How can you ensure these special needs are met?
By setting a team to cater for all those needs so as to facilitate the candidates.
Q31: How can assisted technology help you meet special needs?
Technology provide tools that can be used by special need candidates to facilitate enco
Q32: Why is it important to be flexible with procedures and systems during recruitmen
So as to cater for all candidates with equality and without discriminating any candidate
to all candidates.
Documents and files
recruitment records and
decisions according to
organisational policy.
Q33: What are two examples of documents used in the initial recruitment and selection
1. Record of applicants.
2. Record of all successful and unsuccessful candidates.
Q34: Where are these documents filed?
In serial files of human resource manager and recruitment department.

RECRUIT, SELECT AND INDUCT STAFF 19
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Uses selection criteria as
the basis for selection,
ensuring merit-based
selection and adherence to
EEO principles and law.
Q35: Explain how recruitment and selection processes can sometimes indirectly discri
prevent this from happening.
These processes are time consuming which discriminate individuals who may get othe
organization. This can be avoided by maintaining close communication with successfu
Q36: Sometimes discrimination is allowable. What does this mean? Give me an examp
Some job positions require physically fit individual. In that case, a person with disabili
case. For example, a company recruiting a driver would opt to recruit physically abled
Uses effective
communication skills when
conducting interviews and
can adapt interview
techniques to meet a range
of social and cultural
groups.
Q37: What are some common interviewing mistakes recruiters make?
Failure to read the resumes of applicants.
Dominating in the discussion.
Asking annoying questions.
Q38: Explain the importance of using effective communication when conducting inter
So as to offer a clear platform for candidates to respond to the matters before them wit
Q39: What could you do to adapt your communication to suit an applicant with specia
By use of technological tools to facilitate effective and efficient communication.
Q40: How can you link interview questions to your selection criteria?
By assessing the credibility of what the candidate provide during the interview.

RECRUIT, SELECT AND INDUCT STAFF 20
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Participates in selection
processes.
Q41: Give an example of a behavioral question.
What make you a team player?
Q42: When would you use a panel interview?
When the job description of full-time employment with sensitive responsibilities.
Q43: When would you use a two-on-one interview?
When two or more candidates become hard to select from.
Q44: Why are interviews not always the best selection method to use?
Because they do not indicate the intrinsic capability of an individual.
Q45: What types of checks can be included in a background check?
1. Performance record of an individual.
2. All ethical considerations of an individuals.
3. Skills and knowledge.
4. Education background.
Evaluates applicants for
customer service attitude
and experience to ensure a
fit for the position.
Q46: What selection strategies would you use to help assess a candidate’s service attitu
Aptitude tests
Q47: How can behavioral questions be used to assess service attitude?
They indicate the special capabilities of individuals on how to solve real life workplac
attitude.

RECRUIT, SELECT AND INDUCT STAFF 21
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Selects people according to
attitude, aptitude and fit to
the existing organisational
culture.
Q48: Outline the process or steps you can take in coming to your final selection decisi
 Step 1
Preliminary interview.
 Step 2
Selection tests.
 Step 3
Employment interview.
 Step 4
Reference and background checks
Q49: To abide by EEO, what should these steps or processes include?
The company employment data need to be classified in terms of gender, race as well a
EEO requirements.
Communicates selection
recommendations to
appropriate colleagues.
Q50: What approval processes might you undertake before offering the job to the succ
Conducting performance test so as to determine the performance of a candidate.
Consults team members
about staffing needs and
selects new staff members
that will complement
existing workers.
Q51: Why is it important to consult with colleagues about staffing needs?
To as to make viable decisions on what positions to improve or recruit without wasting
Q52: What staff or departments could you involve in the recruitment and selection pro
Department of human resource management.

RECRUIT, SELECT AND INDUCT STAFF 22
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Makes employment offers
according to organisational
procedures.
Q53: Outline the steps you would take when making an employment offer to a success
1. Background check.
2. Selection tests.
3. Performance test
Q54: When and how should you advise candidates who have been unsuccessful in the
process?
To improve on areas that made the unsuccessful in final phase of selection process.
Advises new employees
about employment details
according to organisational
policy.
Q55: When should you discuss pay or salary conditions with candidates?
During interview process.
Q56: What should be included in the employment offer?
7. Job description.
8. Salary.
9. Benefits.
10. Paid time-off
Q57: Why should the employment offer be in writing?
To act as an evidence of contract agreement and engagement.

RECRUIT, SELECT AND INDUCT STAFF 23
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Creates and maintains
accurate, clear and
complete records of the
selection process.
Q58: What records of the recruitment and selection process need to be kept after a suc
job offer?
7. Records of job advertisements made
8. Record of all applicants
9. Record of shortlisted candidates
10. Record of interviewees
Q59: Why is it important to keep these records?
To act as future retrieval in case of any issues in the recruitment and selection process.

RECRUIT, SELECT AND INDUCT STAFF 24
Observable skills/tasks Answer the following questions. Your assessor may ask to you a selection of the f
demonstration of a skill or task (Questions may vary according to the practical task
Plans content and format of
induction programs to
reflect organisational
objectives and policies.
Q60: Why are inductions important?
To employee
So as to promote quick adoption to workplace.
So as to know workmates
So as to know management team
To organization
To understand rules and regulations.
To determine goals and objectives.
To understand time schedules for performance.
Q61: Who might want input into the content of an induction program?
The successful candidate and head of induction process.
Q62: What are some of the different methods you can use to deliver the induction?
Induction tests.
Orientation
Includes all appropriate
information in induction
programs according to
organisational policy.
Q63: What information should be included in an induction program to meet with legal
4. the missions and vision of the organization
5. list of organizational structure
6. individual role to organizational performance
Q64: What generic information is commonly included in the ‘company’ part of the ind
The company induction process will involve the mission, vision, goals and o
realizing at a given period of time.