Staff Induction Process Improvement

This assignment focuses on enhancing the staff induction process within an organization. It emphasizes the importance of creating a welcoming environment, clearly defining job roles, and providing comprehensive company information. The document also outlines training requirements for Kelly and other staff involved in the induction process, suggesting a three-phase approach covering organizational goals, safety policies, and company culture. Finally, it provides steps for overseeing probationary employees, including setting expectations, conducting regular progress reviews, and offering tailored support.

Running head: RECRUITMENT AND INDUCTION PROCESS MANGEMENT
Recruitment and Induction Process Management
Name of the Student
Name of the University
Author Note

1RECRUITMENT AND INDUCTION PROCESS MANGEMENT
Executive Summary:
The purpose of the report is to evaluate the recruitment management, selection and induction
process of fur different scenarios. The report further analyses the skills and knowledge
required to executive the task associated with the recruitment and induction process ensuring
that it is executed and complies with all the relevant regulatory and legislative bodies.

2RECRUITMENT AND INDUCTION PROCESS MANGEMENT
Contents
Assignment 1..............................................................................................................................3
Task 1.....................................................................................................................................3
Task 2.....................................................................................................................................5
Assignment 2..............................................................................................................................7
Task 1.....................................................................................................................................7
Task 2...................................................................................................................................14
Reference:................................................................................................................................18

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The recruitment policy of an organization refers to the statement of principles that
outlays how an organization should manage their selection process. The main objective of the
selection process is to assure a fair, transparent and unbiased recruitment process that is best-
fitted in the respective company’s organizational goals and its values (Shackleton 2015).
While creating the policy that helps to employ the most desired persons definitely helps the
organization to reach their business goals (Chelladurai and Kerwin 2017). Other than that a
recruitment policy helps the job role to meet its business requirements where every candidate
is being gauged against the selection criteria. It also helps candidates to get a genuine job
offer.
Assignment 1
Task 1
Critical Analysis
Dandenong hospital, which provides healthcare and cardio related services, situated in
Victoria, Australia. According to its 2015 recruitment, selection and induction policy,
departmental heads along with their HRs have been taken the entire responsibility in the
selection process (Chelladurai and Kerwin 2017). Time frame that will be provided for the
selection process is maximum 4 weeks. All the vacant positions will be analysed thoroughly
by the HR personnel and advertise the new vacancies accordingly both externally and
internally for the next 10 working days. Along with this, the new vacant position will also be
advertised on the website seekcom.au and local newspapers, Morning Herald for thrice a
week. All the applicants that are not short listed in the initial round of interview are required
to notify via e-mail and for the selected candidates, rest of the interview process should be
conducted by at least 3 members including the HR personnel (Chelladurai and Kerwin 2017).
After all the rounds, candidate will be selected on the basis of reference checks conducted by
the departmental heads (Just et al. 2015).

4RECRUITMENT AND INDUCTION PROCESS MANGEMENT
As compare to the 2012 recruitment and selection policy, 2015’s selection process
comparatively more organized and the entire process is conducted within a shorter time
frame. The time frame for the recruitment process will be a maximum of 4 weeks. Where in
2012 guideline, the advertisement of the recruitment process via advertising took 20-25 days,
in 2015 guidelines it comes down to maximum 10 days. Moreover, in the first step of the
recruitment process manager has to notify the HR personnel and had to wait for their consent
whereas in the new policy, higher level departmental heads are directly associated with the
process therefore there is no need to wait for a long time for getting the permission of the HR
personnel. Also in the earlier process, the advertisement would appear internally for 10 days
and then the personnel again advertised it for the external purpose. However, in the recent
guidelines, both the internal and external method completed within 10 days. As per the new
guideline, departmental manager creates advertisement for newsletter ad send this to the
publication department for authorised external print media. Special exemption has been
introduced to the internet recruitment that must be approved by the general manager. In 2015
guideline, HR department will support the department manager in the entire process and
completes the rest of the recruitment form. Moreover, in the 2015 guidelines, position
analysis conducted by Departmental manager and followed by job description that will be
conducted on all vacant and new positions with the assistance of HR. Apart from that, in
2012 guidelines, all the shortlisted candidates had been divided into three different category,
yes, no, or may be’s and on the basis of this they further continue the process. Unselected
candidates were then selected for a 30-minute meeting and then provided feedback
accordingly. However, in 2015, they directly mailed the candidates who are not shortlisted at
all.
The area of improvement: a feature of a good recruitment policy is to assure the employees
about the knowledge of promotion and transfer policies which is not included in both the

5RECRUITMENT AND INDUCTION PROCESS MANGEMENT
guidelines (Timming 2015). Therefore, it should be updated in their policy frame work.
Recent days, major recruitment process is social media through LinkedIn, Twitter or
Facebook. Both in 2012 and 2015 only media that were mentioned is the newspaper and
online job searching portal (Purce 2014). However, social media also plays an important role
in this context. Apart from that, on the other hand, therefore, these media platforms should be
incorporated in their policy guidelines.
Task 2
a) Recruitment is the bottom line of the management process. It refers to the overall process
of selecting right candidates for the jobs. There are several ways that helps to improve the
efficiency and effectiveness of recruiting process (Purce 2014). Few have been discussed in
the following section:
Detail clarification about the job roles: While posting a new job application, all the recruiters
should have posted all the necessary requirements to encourage the interviewee. In fact the
general rule is to provide the criteria in 6 bullet points.
Detailed checklist for standard process: In order to improve the efficiency process, HR
personnel must have to use the checklists. It helps you to organize the hiring process.
Checklists can be used for the preparation of interviews and screened calls that helps the HR
personnel to provide all the necessary information before speaking to the candidates.
Use of email templates: Personal emails are necessary important to organize. Therefore, it is
necessary choose templates such as ‘ask for referrals’, ‘call candidates for the interview’ and
finally ‘send feedback to the interviewee’ and update them on a regular basis.

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Installation of recruiting software: Every company must have to install the video recruiting
software so that those remote interviewee who cannot come for the interview, helps them to
manage their interview through the video call (Storey 2014).
b) i. As the recruiting manager of HE Company, Sue Wan along with Tim introduced a new
career website that has the capability of managing a talent pool supported by a process of
encouraging employee referrals. In order to create and run the website on a regular basis, first
Sue has to employ some IT professionals, because apart from the persons with IT
background, it is not possible to run the website. Therefore, in order to recruit the IT
professionals, Sue must have to take permission from the seniors.
ii. In order to communicate these changes to management and staff Sue has to keep in mind
the following details.
First of all, from the very first stage of decision making process, Sue must have to notify to
the management and staff that currently the company is going to work on changing policies
and procedures and also provide knowledge that why it is important and what will be the
impact on them (Storey 2014).
Secondly, in order to encourage employee Sue have to ask them their opinion about the
policy changes through the employee feedback form. Thereafter, as the recruiting manager
Sue has to incorporate these feedback as much as possible.
Thereafter, Sue should conduct a meeting with the management and staff to introduce the
new handbook and review its purpose.
Some policies require extensive training to assure the employees understand the new
regulation. Apart from that, it is important for the employees to keep a sign-off copy in their
personal file.

7RECRUITMENT AND INDUCTION PROCESS MANGEMENT
iii. In order provide smooth operation of the procedure, HR personnel must have to train their
staff to make sure they are implemented properly.
In this context, the most effective training tool is complete documentation. A well-written
policy manual helps to mitigate all the guess works to achieve the task. Therefore a proper
documentation is needed that helps the employees to pick up and follow the newly required
instructions. Once the documentation has been completed, employees should be provided
with hands-on training. This training process highlights all the weak areas provided in the
written documentation. Thus, staffs can identify the gaps that need clarification. Managers
should have to use simple tools that track the employees’ progress regarding the new policy
changes. Any deviation should be reported and change accordingly. Using information from
the created checklists and reports helps the employee training or easier and store them
whenever needed.
Assignment 2
Task 1
1. As Mansfield Park Private Hospital which possesses 100 beds and 300 employees, is
planning to expand its day surgery unit. To manage this task, some new positions will be
opened as there is a requirement of 5 more hospital surgeons and 10 nurses with valid
nursing degree. The interview will be held at the Mansfield Park Private Hospital main
campus office and the entire interview process will take around 7 days.
For this interview, the requirement criteria for the hospital surgeons: Must have MD or
BMedSc. from any renowned organization and must have 2-3 years of experience as a
surgeon after the completion of the degree course.
Requirement criteria for the hospital nurse: Must have at least 2 years of experience and
nurses with the registration with NMBA will be preferable (Alfes et al. 2013).

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2. Recruitment manager should consult higher level managements in the recruiting process.
3. During the recruitment process the following legislation would be considered:
i. As per the basic guideline of Australian employment aw life cycle, all the employers
are restricted from discriminating the several attributes such as sex, race, age,
political belief and many others.
ii. An offer of employment may not be in writing letter. A verbal offer is also considers
as an offer.
iii. All the employee must have completed 12 months of service in order to to qualify for
claiming flexible working schedule.
iv. Each and every employee is provided to four weeks annual leave which is paid for
every year.
4.
POSITION Surgeon
SECTION Laparoscopy
DEPARTMENT Surgery
POSITION
NUMBER
5
REPORTS TO Head of the Department of Surgery
POSITION GRADE B
DATE 22/11/2017

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5. To advise for the required position approval should be taken from the higher level
authority of the hospital.
Step 2:
1. Newspaper, job searching portal and online social media platforms could be chosen
to advertise this position internal and external to the organisation.
2. Job advertisement:
Job Title Surgery- General and advanced
Laparoscopic faculty
Campus Mansfield Park Private Hospital
Job Summary The Department of Surgery is seeking a
general surgeon to join our active clinical
program. Appropriate training and
supervision would be provided for house
staff.
Qualification MD from accredited institution and
unrestricted license to fully practice
Australia.
Position Number 5
Posting date 11-22-2017
Closing date Open until filled
3. 3. Activities that need to complete in planning the interview:

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Firstly, HR personnel have to plan 445 minutes per interview.
Secondly, note- taking materials should be available.
Thirdly, HR has to prepare a list of questions that relates directly to the job
requirement.
Fourthly, HR should make a record for the answers provided by the interviewee
(Alfes et al. 2013).
4. The selection panel should form with three members. Out of them one member
must be familiar with the knowledge and skills required to perform the interview
(Armstrong and Taylor 2014). For any assistance with the development, training
and facilitation of selection panels they can mail them to the required office
(Beardwell and Thompson 2014).
5. Selection panel should be convened to the member of the selection committee.
6. The list of possible selection method:
Employee selections can be done in several ways such as Preliminary Interview,
Selection Test, Reference and background checks, Selection Decisions, Physical
Examination and finally the Job Offer letter (Beardwell and Thompson 2014).
7. Most appropriate selection method in this context would be Employment
interview.
6. Lists of 6 questions:
I. What experience do you have in the surgery field?
II. Tell me a suggestion that you have made and implemented in the surgery field?

11RECRUITMENT AND INDUCTION PROCESS MANGEMENT
III. What is your greatest weakness in this field?
IV. What are the challenges you face in this field?
V. What do you know about our company?
VI. Why do you want to work with us?
7. As per the basic guideline of Australian employment aw life cycle, all the employers are
restricted from discriminating the several attributes such as sex, race, age, political belief
and many others.
An offer of employment may not be in writing letter. A verbal offer is also
considers as an offer.
All the employees must have completed 12 months of continuous service to
qualify for claiming flexible working schedule.
All employees are designated with four weeks' paid annual leave for every year of
service.
8.
Applicant Surgeon Applicant Nurse
Essential 1 2-3 years of
experience
2 years of experience
Essential 2 If they seem
motivated joining the
company
NA
Essential 3 If the candidate seems
to be good fit with the
NA

12RECRUITMENT AND INDUCTION PROCESS MANGEMENT
company.
Essential 4 Must have
MD/BMedSc degree
NA
Desirable 1 Registered with NMBA
9. Shortlisted candidates are advised to come for the final round at the given venue and date.
Step 3.
1. Interview Process: Screening interview, telephonic interview, Technical interview and
final round.
2. Assessment criteria: If they seem motivated joining the company and if they seem to be a
good fit in the company.
3. Reference checklist:
What are the responsibilities the employee has while working this company?
Do you think the candidate will be well suited for these responsibilities?
How would you describe your management style?
What is the candidate’s attendance record?
What are the candidates’ three strongest qualities?
4. Selection report:
Position: Surgeon (Mansfield Park Private Hospital)
Position No: 5

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Department: Surgery
Location: Mansfield Park Private Hospital
Selection Panel
 Panel member 1
 Panel member 2
 Panel member 3
Advertising Details:
This position was advertised through the following media: Medical
Background:
This acute care hospital has 100 beds and 300 employees in total.
Selection Criteria: The essential criteria for the above position are:
 Must have MD/BMedSc degree
 2-3 years of experience in this field
 Holder of unrestricted license in Australia
Selection and Appointment standards:
The panel is aware of Recruitment, Selection and Appointment Standard (Beardwell and
Thompson 2014).
Selection process-Overview:

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Applicants have to surrender a statement of three pages mentioning the selection
criteria. A recruitment consultant selected the applications and transferred the information to
the panel chairperson. Selected applicants were asked to attend an interview. The interview
included a presentation of 10-15 minutes and face-to-face rounds, 30 minutes in total
(Armstrong and Taylor 2014).
5. Not selected candidates should be informed in a timely manner via email through a
courteous manner. The chair person of selection committee is responsible for the feedback.
6. Offer letter:
From: Andy Smith To: Mr. John Patton
HR Manager 96 Jacolite Street,
Mansfield Park Private Hospital Western Australia, 6073
Mansfield Park, SA 5012
Dear Mr. Patton,
We are pleased to confirm you have been selected to work for Mansfield Park Private
Hospital as the general and laparoscopic surgeon.
We look forward to join our company in order to work with you.
Sincerely,
Andy Smith
Task 2
1) Reasons for the high staff turnover in IAG Medical centre:
Good employees quite for various reasons. Some of them have been discussed in he
following section.

15RECRUITMENT AND INDUCTION PROCESS MANGEMENT
Job satisfaction is not there: Sometimes it may happen that job role significantly varies from
what was mentioned in the interview stage. Therefore, it can lead to mistrust. When trust is
not there in the workplace, job satisfaction dies out. Employees can leave the organization.
Employees may feel undervalued: Employees always wants to be recognized and rewarded
for their job role which may not always be monetary. Therefore, if they are not appreciated
for the job role they may feel undervalued that reinforce them to leave the organization.
Employee may be engaged in their work: Sometimes it may happen due to the extreme work
pressure from the higher authority often employees cannot be able to share their ideas and
solutions with colleagues. This makes the employees to discourage themselves. Hence they
may decide to resign from the organization.
2) What Rosie has said about the induction program is absolutely true.
An induction program is the process to welcome new employees to an organization and helps
them to prepare their new job role.
The main reason for organizing the induction process is to welcome the new employees in
the company and make them understand about the company rules and regulations. It also
helps them to settle down rapidly in the new work environment.
The benefits of good induction training:
Cost and time efficient: Induction training is the first thing that the employees perform right
after they join the organization. It provides them all the detail information that is needed to
perform the job role. As fast as they adapt the new role, they start performing their duties. It
helps company to save a lot of money and time.

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Mitigate the higher employee turnover rate: Employees when join in a company they have a
lot of question in their mind. Therefore, if it is answered properly, this helps them to clarify
their job roles and regulation.
Enhance good communication: Induction helps employees to enhance their communication
skill with the company. On the very first day, employees meet company supervisor, directors
and other leads that make them comfortable to communicate with them on later period.
3. The training and support that should be provided to Kelly and other staff engaged in staff
induction process has been discussed in the following section:
As a part of the induction process, firstly all the new employees should be welcome and
make them understand about the company rule and regulations. In the second phase, within
the first three months, they should cover their organization and departmental goals, introduce
new department and teams to them, and introduce the safety policies and procedure. In the
final phase, they should be familiar with company history and culture, products and people.
4.i) The key steps Kelly should take in initialising the induction process:
Several steps should be taken by Kelly to initialize the induction process.
Firstly, Kelly has to create a positive atmosphere during the induction process.
Secondly, she must be addressed the new job role to all the new employees.
Thirdly, she must have to provide the knowledge about the company and their cultures.
And finally, she must have to share the organizational values and all the job-specific
information.
ii) The steps to oversee the management of probationary employees:

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In order to oversee the probationary employees, firstly Kelly has to work out of what she
expects from them. In the second step, she must have organized a 1-2-1 meeting with the
probationary employees to provide them the progress and track report and highlight the area
of improvement. She has to adjust with various requirements to know the employees better.
If a person is struggling, she must try giving them something more attainable, and if someone
is completing all the tasks with ease, she has to offer something a bit more challenging to see
how they deal with it.
Reference:
Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human
resource management practices, engagement and employee behaviour: a moderated
mediation model. The international journal of human resource management, 24(2), pp.330-
351.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Beardwell, J. and Thompson, A., 2014. Human resource management: a contemporary
approach. Pearson Education.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and recreation.
Human Kinetics.
Just, K.S., Hubrich, S., Schmidtke, D., Scheifes, A., Gerbershagen, M.U., Wappler, F. and
Grensemann, J., 2015. The effectiveness of an intensive care quick reference checklist
manual—A randomized simulation-based trial. Journal of critical care, 30(2), pp.255-260.