BHP Billiton's Recruitment, Selection, and Induction Processes Review

This report provides a comprehensive analysis of BHP Billiton's recruitment, selection, and induction policies, aiming to develop a revised and improved plan. It reviews the current practices, outlines necessary inclusions for the revised policy, and evaluates BHP's existing recruitment, selection, and induction practices using an evaluation checklist. The report includes recommendations for improvement, focusing on compliance with the Fair Work Act 2009 and the Recruitment and Consulting Association (RCSA) principles. An implementation plan is also provided, detailing communication strategies, stakeholder awareness, timelines, and feedback collection methods to ensure effective execution of the revised policies. This document is available on Desklib, a platform offering a wide range of study resources, including solved assignments and past papers, to support students.

Running head: MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
Manage recruitment selection and induction processes
Name of the Student
Name of the University
Author Note

1MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
Table of Content
1. Introduction............................................................................................................................2
2. Reviewing and analysing the current recruitment, selection and induction policy................3
3. Outlining the needs to be included in revised recruitment, selection and induction policy
and procedures...........................................................................................................................5
4. Using the evaluation checklist, analysing BHP’s current recruitment, selection and
induction practices.....................................................................................................................0
5. Recommendation....................................................................................................................0
6. Implementation plan...............................................................................................................1
References..................................................................................................................................2

2MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
1. Introduction
This report prepares a suitable recruitment, selection and induction policy
development plan on behalf of the organization BHP Billiton located in Australia. The major
purpose of the report is to review the existing recruitment, selection and induction policy and
develop a comprehensive plan for the same. In order to make the report relevant to the real
world-context, business operation of BHP Billiton has been considered.
Nature of Business
BHP is a world-class resource business involved in extracting and processing
minerals, oil and gas products that are sold worldwide (bhp.com 2018). The organization has
a major involvement in oil and gas, coal and mining operation. BHP has two core and
independent businesses namely marketing and supply, which creates a major relation between
BHP’s global operation as well as global suppliers.
Design and Structure
The organization runs its operation under a “Dual Listed Company structure” with
two parent organizations namely BHP Billiton Limited and BHP Billiton Plc. Such practice
facilitates BHP to run its operation as a single economic entity. The business is operated by a
unified Board and Management. The fundamental approach of BHP is to acquire a large and
sustainable, expandable and upstream assets that are diversified based on geography,
commodity and market (bhp.com 2018). The organization has a simple and diverse portfolio
of tier one assets around world with a low cost option for future growth as well as value
creation.
Strategic and Operational goals

3MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
The corporate goals of the organization is to develop a long-term shareholder value by
exploring, acquiring and developing the nature resources.
to create a long-term shareholder value through the discovery, acquisition,
development and marketing of natural resources. The business goals of BHP is to increase of
value of business by paying attention to cost efficiencies, latent capacity, exploration,
undertaking of major projects and implementation of technology.
Organizational climate
Organization BHP has an enhanced organizational culture valuing internal and
external stakeholders, community and the life as a whole in the organization. The business
values its people and encourage the development of talented and motivated employees to
sustain the continued performance and development of its diverse operation.
2. Reviewing and analysing the current recruitment, selection and induction policy
Swider, Zimmerman and Barrick (2015) commented that every organization has the
option of selecting the candidates for this their recruitment techniques on the basis of two
different kinds of sources namely internal and external sources. Nonetheless, when it comes
to recruitment, Patterson et al. (2016) mentioned about five different questions that a business
has to consider to develop to recruitment strategy to pursue its survival and success and the
questions are whom to recruit? Where to recruit? What recruitment sources to be used? When
to recruit and what messages to communicate? Hence, the concern is whether such policies
are implemented appropriately in the way they are designed. Smith and Tsutsumi (2016)
mentioned about a two way process to be applied by organizations to connect their human
resources strategy with the business strategy.
In this context, Stanujkic, Djordjevic and Karabasevic (2015) commented that
attracting or hiring the right talent is always a mandatory requirement for any successful

4MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
business as it contributes to operational and strategic goals achievement. So, the author
arguably mentioned that the business can do this when it has effective recruitment and
selection approach which certainly ensure right blend of skills and expertise. In addition,
there is also a need for a well prepared and shared induction approach which again ensures
that organizational members are provided with proper support for long-term relationship.
Figure 1: Recruitment, selection and induction policy
(Source: Nikolaou, Bauer and Truxillo 2015)
Process of recruitment:
Identifying genuine vacancy
Firstly, it is essential to identify if there is a genuine vacancy and on the basis of this, vacancy
generation request or a replacement can be made. Gamage (2014) mentioned that before
recruiting new or additional staffs, an analysis need to occur to ensure that the vacancy is
genuine.
Stage 2: Obtaining authority to recruit:
Recruitment policy of the organization or procedures must include a technique to
make sure that authority to recruit is gained by senior managed. For example, large car
manufacturing firm Toyota’s recruitment and selection procedures is authorized by the senior

5MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
management in Japan and the process is applied in all markets of Toyota
(Careers.toyota.co.nz 2018)
Stage 3: Job Analysis
A job analysis is a structured approach which helps to identify and determine core
requirements of a role and relative significance of requirements essential to effectively
perform the responsibilities of the job position (Omisore and Okofu 2014).
Stage 5: Attracting candidates
The technique of this stage is quite similar to the process followed by Rio Tinto
where the organization paid attention to a number of matters such as type of skills required,
gap found in the areas, availability of funds, and outcome of existing recruitment process
(GradConnection 2018). By addressing all these areas, the organization advertise the job
positions to attract the candidates.
Nonetheless, Obeidat and Abdallah (2014) mentioned that while businesses operate
under the contractual arrangements with individual employers, a set of regulatory frameworks
are required to be followed which may include anti-discrimination and industrial relation
legislations. For example, according to Fair Work Act 2009, the organizations are needed to
comply with all relevant statutory obligations with respect to age discrimination under
Commonwealth and State territory. The author of this article has also mentioned that all
members of Recruitment and Consulting Association (RCSA) are bound by its Code for
Professional Conduct and associated Disciplinary.
3. Major areas in revised recruitment, selection and induction policy and procedures
When applying a recruitment and selection approaches, organization must have to set
a suitable criteria and strategy which should be based on which to base decision-making.

6MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
This strategy needs to be combined with other strategies. Lochmiller (2014) mentioned that
the technique of short-listing candidates need to be combined with criteria. This means if the
organization is elected to guide in identifying suitable candidates and they should be provided
with a list of suitable shortlisted candidates for interview or assessment. Nonetheless, if the
recruitment process has been performed internally, the applications may require reviewing
and a short list of suitable candidates. The shortlisting should be done on the basis of the
implementation of selection criteria. Therefore, on the basis of selection strategy and
shortlisted pool of candidates, the selection technique need to be applied with interview
process. Furthermore, Wang et al. (2018) mentioned that once the selection of the suitable
candidates are done as the consequence of performing selection method, a final check may
require to be undertaken to confirm candidates’ overall suitability and ability to perform.

Running head: MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
4. Using the evaluation checklist, analysing BHP’s current recruitment, selection and
induction practices
(Refer to appendix 1)

Running head: MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
5. Recommendation
While there is no particular specific set of legislation that can be implemented to
recruitment and selection, the organization needs to follow the principles Fair Work Act
2009, and Recruitment and Consulting Association (RCSA). By following these
regulations, following steps need to be applied when selecting and recruiting candidates.
Vacancy Arising- Before starting the recruitment process, organization needs to
consider carefully how the position can be effectively filled. For example, will it be filled by
an existing employee by internal transfer.
Job Description: The organization needs to develop a description which should
provide information for an individual about the nature and responsibilities. It might help the
candidates decide whether the job is suitable for them.
Drawing up a personnel specification: Once the job analysis is done, the organization
needs to prepare the job description to determine what essential skills aptitudes, qualities are
essential to perform the job.
Advertising the vacancy: When the organization has determined how effective to fill
vacancy and draw up job description, the next step is to attract a pool of applicants. The
recruitment activity needs to aim at attracting as broad a pool of applicant as possible. The
organization should follow both internal and external advertising sources. Particularly, for
external advertising sources, the organization should can take help of newspapers, local and
national, magazines and trade journals. In addition to this, the organization can also leverage
the digital media channels to advertise the job positions or vacancies.

1MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
6. Implementation plan
Communication Strategy
Before advertising the job position or vacant position to wide media, the organization
should communicate the strategy to its all level of management. This means after preparing
the job details, positions, remuneration and hiring technique, human resources and marketing
department needs to be communicated. On the other side, to communicate the vacant
positions, the organization can use social media platforms such as Facebook, Twitter,
LinkedIn etc.
People who should be aware of the policy:
Before revealing the details of the job position, human resource department should
consult with the senior management of the organization and recruitment and selection heads.
Particularly, the senior HR manager should be aware of the policy and procedures. Therefore,
information should pass through each level of management.
Time frame: The entire process ranging from skills gap analysis to selecting the candidates
should take at least 6 months.
Feedback collection methods: Feedback collection methods should particularly
involve some specific departments such as senior management heads, HR managers, Trainers
and recruiters, existing senior employees and marketing heads. After 6 months of
implementation, feedback from the stated departments need to be collected.

2MANAGE RECRUITMENT SELECTION AND INDUCTION PROCESSES
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