BSBHRM506 Manage Recruitment, Selection, and Induction Processes

This report provides a comprehensive analysis of recruitment, selection, and induction processes within the context of the University of Great Australia (UGA). It critically examines UGA's existing HR practices, including recruitment strategies, selection methods, and induction programs. The report includes the development of a new staff induction policy, a WHS induction checklist, and a technological review of recruitment tools. Furthermore, it covers job analysis, advertising, interview processes, and offer/appointment procedures for a Research Coordinator position. The report also addresses training and induction activities, ensuring alignment with legal obligations and workplace health and safety standards. Desklib offers similar solved assignments and past papers for students.

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Manage Recruitment Selection and Induction Processes
Course Code & Title
Unit of Competency Code & Title
Date of submissions
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Full Name
Trainor Details
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Table of Contents
Assessment Activity 1: Recruitment, Selection and Induction Framework................................................3
Task 1: Induction Policy and Procedures................................................................................................3
Task 2: Local WHS Induction Checklist.................................................................................................6
Task 3: Technological Review................................................................................................................8
Assessment Activity 2: Recruit and Select Staff.......................................................................................10
Task 1: Job Analysis and Advertising...................................................................................................10
Task 2: Interview and Panel Discussion................................................................................................11
Task 3: Offer and Appointment.............................................................................................................12
Assessment Activity 3: Training and Induction........................................................................................14
Reference List............................................................................................................................................15
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Assessment Activity 1: Recruitment, Selection and Induction Framework
Task 1: Induction Policy and Procedures
Critical Analysis of Recruitment and Selection Process
The human resource recruitment and selection procedures followed by University of Great Australia
(UGA) are largely in accordance with the university rules and regulations relating to WHS, diversity
handling and overall equity aspect of the people involved in the process. UGA largely takes into
consideration the use of both internal and external recruitment processes for filling in the vacant
positions of the huge university operational workforce. External recruitment is primarily used for
recruiting freshly passed out graduates, who can be moulded and trained as per the university
requirements. In this regard, some of the most commonly used external recruitment processes like
newspaper, job magazines and online job portals are largely made to use (Lievens, F. and Chapman,
2010). Furthermore, the university has also made effective use of technological advancements wherein
the online website provides prospective candidates to directly apply for the vacant positions as per their
skills and competencies and the job requirement. On the other hand, internal recruitment policies like
promotion of lower level staff to senior positions as well as employee referrals are also enforced in
relation to UGA’s human resource management (Rees and Rumbles, 2010).
The primary objective of UGA is to develop a highly diversified recruitment and selection process
through the use of both traditional and technological advancements in this regard. As a result, UGA has
looked forward to performing extensive research and development associated with collecting relevant
past data and information relating to recruitment and selection. In doing so, they are in a position to
predict trends associated with recruiting and selecting employees through an automated process
incorporated with advanced technological features. The selection process comprises of personal
interviews, written assessments, group discussions based on the position for which the employee has
applied for. Furthermore, for the purpose of selecting freshers UGA has developed assessment centres
where the overall interview session of the applicants takes place in the form of learning and
development process (Jiang et al., 2012). The activities, body language, knowledge gaining abilities of
the candidates are assessed in the assessment centres for the purpose of final selection to fill in the work
positions of UGA.
New Staff Induction Policy
Purpose
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The purpose of the procedure followed by UGA is to ensure that the people newly recruited are well
aware of each and every detail relating to the different operational activities of the organisation is well
its functioning.
Application of Policy
The application of the policy is essential to ensure that the university is largely able to provide the
necessary training and development to the people who are likely to be responsible for handling the
diversified operational activities. Furthermore, the policy looks forward to ensuring that the selected
employees are capable of delivering excellent performance standards to the work assigned to them. The
policy is meant to be applied to each and every employee who will be starting their career with UGA
and the total time frame of the induction process will account for about fifteen days, starting from the
day of joining.
Induction Program
The induction program will take place for a period of fifteen days from the date the employee has joined
UGA. After successful completion of the induction training, the employees will be assigned to their
individual job roles within the present operational scope of the university. The Senior Director of the
human resource department of UGA will be responsible for assigning supervisors to handle the different
activities to be covered in the new staff induction program. The following table elaborates the overall
process in great detail.
Table 1: Induction Program of The University of Great Australia
AREAS TO BE
COVERED
METHOD OF
DELIVERY
ROLES AND
RESPONSIBILITIES
TIME FRAME
Local workplace
induction
Classroom presentation Junior Human
Resource Manager
Day 1
Interaction session with
departmental heads
Junior Human
Resource Manager
Day 1
Lecture session by star
performer of respective
departments
Junior Human
Resource Manager
Day 2
University wide
induction
University campus tour Senior Human
Resource Manager
Day 2
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Extensive knowledge
transfer on the
operational activities of
overall university
Junior Human
Resource Manager
Day 3
Understanding of the
work process of
different departments
through extensive
details on the degree of
success enjoyed by the
concerned work
department
Senior Human
Resource Manager
Day 4
Work health and
safety induction
Lecture session on the
safety policy followed
by organisations
Junior Human
Resource Manager
Day 5
Knowledge transfer on
university ethical rules,
regulations and
obligations
Junior Human
Resource Manager
Day 5
Job role and
responsibilities
Employees will attend
the departmental
induction process
Supervisor and
managers of respective
departments along with
one Junior Human
Resource Manager
Day 6
Detailed knowledge on
the work the employees
will be assigned in a
classroom interaction
session.
Supervisor of
respective departments
along with one Junior
Human Resource
Manager
Day 6
Observation of the Supervisor and Day 7
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working process managers of respective
departments along with
one Junior Human
Resource Manager
(Source: Author’s Creation)
Non-Attendance
UGA has developed a strict action policy in relation to new staff members being found not attending the
seven-day induction program. The service contract of the employee will be terminated in not able to
provide genuine reasons and proof of not attending the process. It has also taken into consideration
delaying the final work joining process of the new employees by a month or three. However, it is to ne
noted that the overall degree of penalisation is largely dependant on the reasons that has resulted in
refraining the concerned employee from attending the induction process.
Relevant Legislation
The overall induction process undertaken by UGA has successfully ensured high degree of adherence to
the legal obligations enforced by the government of Australia relating to handling employees as well as
standard work place health and safety standards.
Policies, Procedures and Documents
The induction program provides a detailed elaboration of the overall operational policy followed by
UGA in relation to accomplishing its objectives. It ensures successful inculcation of the work and
operational ethics that the university follows as well as motivates its employees to accomplish their
individual operational goals within that operational scope.
Task 2: Local WHS Induction Checklist
The local WHS induction checklist for new staff in UGA are as follows:
Emergency and Evacuation:
 Inform the newly recruited employees the exact location of the nearby exits in case of
emergency fire situations.
 Provide a detailed knowledge on the location where every individual must assemble during
emergency situation in the university campus.
 Explain the new employees about the emergency alarm system followed by the university
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such as evacuation and alert tones.
 Provide the employees with emergency contact details of the university security services as
well as make them knowledgeable on the methods used for the purpose of reporting
emergency situations and hazards along with security threats.
Injury and First Aid:
 Provide the employee with contact numbers of First Aid Department located in individual
university buildings.
 Provide employees with a detailed overview on the requirement as the process associated
with reporting emergency situations like illness, sudden health issues, injuries and hazards.
 Make employees knowledgeable on reporting injury and first aid issues via university portal.
Ergonomics and Workstation:
 Find out whether the chair and table provided to the employees are in full working condition.
 The computer system provided to the employees for work purpose is free from viruses and
any other technical issues.
 The overall workstation is comfortable and safe for the daily usage of the new employees.
 The fan, lights, air conditioners and electric plugs are in proper working condition.
 The washrooms are clean and hygienic to be used by the employees.
 There is adequate supply of drinking water for the employees.
 Provide special care, assistance and essential services to specially challenged staff members.
Work Environment:
 All the physical entities associated with proper operational functionality of the employees
are capable of ensuring successful accomplishment of the work assigned.
 The staffs share a relationship of mutual trust, confidence, cooperation and cooperation.
 Inter conflict among the staff members have no existence in the organisational operational
activities.
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 The work environment is positive for the employees to work upon.
 There exists adequate scope for the employees to relax and enjoy free
 There is adequate greenery in the university for the employees to enjoy the beauty of nature
in between extreme work pressure.
Hazard and Incident Reporting:
 Provide the contact number as well as email address of the concerned authorities for
reporting hazardous incidents like emergency health issues, discrimination, sexual violence
or molestation.
 Make sure employees are themselves capable of handling emergency situations for that
particular instant of occurrence followed by reporting to concerned authorities at a later
stage.
Task 3: Technological Review
The following table highlights the technologies that are being used for the purpose of recruiting and
selecting skilled workforce in UGA:
Table 2: Use of Technological Advancements
TECHNOLOGY OPTION ADVANTAGES DISADVANTAGES
Job Aggregator Makes the overall process of
employee recruitment and
selection comparatively easier
through job search engines.
Reliability and trust issues
associated with third party job
search engines
Artificial Intelligence and
Automation
Automated recruitment and
selection of employees without
investing in manpower for the
purpose.
Any form of technical glitch is
likely to make the overall
process ineffective (Schweyer,
2010).
Resume Database Keeps a record of the applicants
resumes.
Applicants can be called for
interview as and when the
The overall database often faces
overload issues in relation to
keeping resumes of each and
every applicant for a prolonged
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resume matches up with the job
vacancies (Caers and Castelyns,
2011)
period of time.
Applicant Tracking Continuous tracking of required
applicant largely helps in
recruiting the best possible staff.
The operational software must
be capable of handling a large
volume of data. As a result, the
technical team is required to
invest a lot of time and effort to
ensure smooth functioning.
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Assessment Activity 2: Recruit and Select Staff
Task 1: Job Analysis and Advertising
Position Description
Table 2: Position to Recruit
Position: Research Coordinator (Computer Science)
Skills and Responsibilities:
Skill:
 To have a minimum work experience of five years in a reputed university of college.
 PHD holder in any computer and technological domain (Distinction preferred).
 Prior experience of handling PHD pursuing students.
 Published PHD paper in international seminars
Responsibilities:
 To act as a guide to PHD aspirants of universities.
 To arrange seminars and assists students in international seminars and conferences.
 To conduct the overall process of doing PHD, right from submission of proposal to final
completion.
 To provide necessary help, support and assistance to the students.
Salary: A total yearly compensation of $81,900
Terms and Conditions:
 Has to sign an employment bond of one year.
 Is not allowed to collaborate with any other national and international universities as a part
time PHD guide.
 Cannot attend international seminar invitation without the prior permission of university.
(Source: Author’s Creation)
Advertising
Table 4: Advertising for Job Recruitment
UGC is looking forward to recruiting an experienced and adequately trained PHD Guide for
Computer Science subjects. The candidate must possess a work experience of five years and a PHD
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degree in national or international level on any subject of Computer Science.
Interested candidates drop your resumes at [e-mail]
Task 2: Interview and Panel Discussion
Interview Questions
1. Tell me about yourself?
2. Why do you want to join UGA?
3. Tell me something which is not covered in your resume?
4. What are your hobbies?
5. Where do you want to see yourself down the lane 5 years?
6. How can you enhance the operational activities of UGA?
7. Why should I hire you?
8. How dedicated are you towards motivating students who will work under you?
9. What is your passion?
10. Tell me something about your family life?
11. What was your subject in PHD?
12. Why did you go ahead with PHD instead of doing a job after your Masters?
13. How confident are you that you will be able to motivate and help the students of UGA?
Shortlisted Interview Questions
1. Tell me about yourself?
2. Why do you want to join UGA?
3. What was your subject in PHD?
4. Why did you go ahead with PHD instead of doing a job after your Masters?
5. How confident are you that you will be able to motivate and help the students of UGA?
6. Share your previous experiences relating to PHD work?
7. What important lessons you have learned from your PHD pursuing tenure?
The above-mentioned questions 1 and 2 will be asked by the Senior Human Resource Manager (Talent
Acquisition) while the remaining questions will be jointly asked by the Head of Computers Department
in the presence of Dean and Junior Human Resource Managers. The first two questions are basic and
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asked in the first round. On successful completion of the first round, applicants will be redirected
towards the technical round.
Selection Outcome
The overall selection process was quite difficult since majority of the applicants in spite of possessing
requisite knowledge set was not competent for the job role. However, after screening of nearly 100
candidates, only ten were considered suitable for the concerned position in UGA. Out of the 10
shortlisted candidate selection was done by conducting a third round, wherein the analytical and
problem-solving skills and capabilities of the employees were judged.
Task 3: Offer and Appointment
Table 5: Appointment Letter
To,
Name of the Candidate
Sub: Appointment Letter for Research Coordinator
Dear Name,
This to inform you that you have been selected for the position of Research Coordinator in a full-
time basis at The University of Greater Australia. You will be liable for a probation period of six
months only, beyond which you are likely to operate as a permanent employee of UGA. We are
largely looking forward to your service in UGA to be of prime significance in benefiting
organisational operations as well as your individual career progression. The above-mentioned position
will offer you a total compensation package of $81,900 on a yearly basis. The overall compensation
package offered to you also comprises of superannuation that is paid every fortnight.
I am pleased to inform that you will join our esteemed organisation at Level 6, Step 1
position. We hope your dedication and effort towards the present job role will be of immense
significance in making you eligible to progress towards Level 6 in our organisational hierarchy.
Please note that you are required to work for 70 ordinary hours per fortnight, which will comprise of
the lunch break comprising of one-hour lunch break along with five working days and two offs in
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