HRMG200: iiNet Telecommunication Recruitment and Selection Policy

This report provides an in-depth analysis of iiNet Telecommunication's recruitment and selection policy. It examines the influence of factors such as organization size, budget, culture, and reputation on the recruitment process. The report also highlights the importance of advanced technology, labor laws, and the organization's image in attracting and retaining employees. Furthermore, it addresses critical policy problems like job analysis issues and poor culture fit. The policy overview outlines a merit-based approach, emphasizing fairness and equity, and details the recruitment and selection process, covering both internal and external recruitment methods. The report also covers human resource project management and the selection process, including the role of the selection panel, and offers insights into the appeal process for unsuccessful candidates. The document emphasizes the importance of diversity, skills, and personality in the recruitment and selection process.

HRMG200
Name
Institution
Professor
Course
Date

iiNet Telecommunication Recruitment and selection
Policy Analysis
Internal issues
1. Size of the Firm
Orientation and size of the organization greatly influences recruitment and selection process. The
organization size and number of activities determine the number of recruits and the process.

When it comes to a small Human Resource department handles less and as the size of the
organization grows wider, the recruitment complexities increases (Baert et al 2015,p.187).
2. Budget
Recruitment requires reasonable amount of budget. Organizations have to analyze the cost and
clearly define their budget level for the recruitment and selection of workers.
3. Organizational culture and Reputation
Organizations promote issues that are relevant to their values. Culture has key positive influences
on the desire recruitment and hiring specification standards met by a bunch of qualified
candidates that meet the values they stand for. Therefore, an organization with a strong culture
working strategy’s, adopt human resource management concepts that are complex because they
under pressure to maintain legitimacy.
4. Recruitment and selection team
Successful recruitment and selection requires a team that is effective well trained and
experienced in recruitment. The team must be able to analyze the qualities, skills, knowledge,
and behavior of the candidate.
External issues
Advanced technology,

In comparison to companies using traditional technologies to the companies that have adapted to
advanced technology; study has found that those using traditional means are not involved in
selective hiring, training, development, evaluation, and fair payment. The combination of the
complexity of existing technology in an organization and human resource management has led to
successful recruitment and selection
Labor Laws
There are laws implemented in the labor market by the government, which influence the
industry. Recruitment and selection process must strictly consider every labor law to avoid
breaking the laws.
Image of the organization
Organizations having a positive image and goodwill as an employer finds it easier to attract and
retain employees than an organization with negative image.
High priority issues
Diversity in recruitment and selection
Building diversity in the workforce is very important. The idea that diversity in the workforce
will improve performance and organizational success. This is because it breaks monotonous
thinking and bring new ideas to the table.
Skill and Personality

Sustainable development Recruitment and selection based on knowledge, skills, abilities and
personality in employees is an important criterion. Recruitment and selection process should
reach only those persons, which have those rare skills necessary to carry out organizations
activities successfully
Policy problem (125)
Job Analysis
Shallow and incomplete or a wrong analysis will lead to job posting that might not accurately
reflect the skills and traits required. There be should a routine job analysis for each position and
create a complete report (Baert et al 2015, p.187).
Narrow Focus
During the selection process, the human resource panel might become too enamored with a
singular quality or talent he expects of a candidate, which can limit the other applicant’s traits
that can aid the organization.
Poor Culture Fit
During hiring and selection applicants might get a position due to their skill but lack qualities
such as friendliness, communication skills and interpersonal skills; that can be observed during
an interviewer. Recruiting and selection panel need to put the two into consideration to prevent
poor culture fits
Linnet Telecommunication Recruitment and Selection Policy

 Overview
Recruitment and selection is a systematic process where a job is identified, the requirements of
the position and position holder are laid out, advertising of the position done, and choosing the
most appropriate person for the job is done-after careful analysis of the applications.
Introduction
iiNet limited is a telecommunication company dealing in broadband internet service provision
located in Perth, Western Australia. The organization is composed of a skillful workforce and
this policy aims at to maintain it by carefully recruiting and selecting workers. This policy
enables the organization to properly get an employment force that meets the organization's
objectives.
 Scope
There must be fair and equitable employment process guided by this policy. it will cover
recruitment of the various position for both internal and external applicants. Appointments must
be made in accordance to the policy, therefore, be subject to advertisement and interview for the
position.
Policy Statement
The human resource team must conduct selection of applicants according to merit of
fairness, credibility and equity. This policy enables the recruitment and selection of employees to
be conducted professionally, in proper time and in compliance with legislations that exist.
(Tuchman & Romanelli 2008, p. 176). Merit-based recruitment and selection will enable the

team to draw applicants according to their knowledge, skills, attributes, and experiences. This
relates very well to the requirements of the position and according to the organizations
principles. The human resource team should behave themselves sung professional standards
according to the provided code of conducts in order to be able to follow regularly the policies,
rules, regulations and procedures of the company. Typically, this aspect interacts with the
adhered requires of the position based on the firms set of principles.
This include maintaining confidentiality of the selection process and protecting individual rights
to privacy.
human resource team will provide regular training to all team members who are directly involved with
the recruitment and selection processes (Baert et al 2015, p.187).
The human resource team will ensure that its recruitment and selection process is cost friendly.
Legislation
Human resources practitioners require knowledge the legislation, Fair Work Act of 2009.
This act is important because outlines the minimum employment standards for workers. It covers
of important issues such as terms and conditions of employment it outlines the rights and
responsibilities of employees, employers and employee organizations in relation to the
employment. The Act also creates a compliance and enforcement regime and establishes bodies
to administer the Act. They including Fair Work Australia (FAWN) and the FOWL. Fair Work
Act also gives opportunities to address legal barriers that include the right to request flexible
working arrangements, modern awards, provisions relating to notice of termination of
employment and the general protections provisions (Tushman & Romanelli 2008, p. 176).

Process of Recruitment and Selection
Once vacancies have been identified, the Manager will initiate the recruitment and
selection process and present it to the team in charge. This process will include
1. Reviewing of the vacant position to determine:
 upcoming relevance of the available job position
 Effectiveness of duties and responsibilities
 Classification of the position
 Possibility of the role being broken down into other sections of the existing positions and
made as convenient.
2. Designing the current job Description. A particular change made in the review process it
should be updated. A memo/report should be printed outlining the review process.
3. Authorization Form is completed and sent along with the updates. The review is sent to the
Director for review and approval and finally forwarded to the manager’s approval.
Internal recruitment
Various job advertisements done on several medium should be checked and sent directly to the
qualified workers through the use of emails. Employees working in the company are encouraged
get suitable positions when they arise. Employees that meet the criteria will be awarded the

position; no interview will be conducted. The performance will finally be measure based on
merit in terms of individual job position that has been identified for the selection criteria.
External recruitment
During carrying out available job opportunities in the media, a clear and nondiscriminatory
information in a language that is understandable to the target groups should be done. The
contents of the job advertisement will include the title of the job and duties and responsibilities.
It should outline the criteria of the job and indicate that all the required criteria that must be
addressed by applicants (Tushman & Romanelli 2008, p. 176 Information about where to collect
and drop application forms should be outlined. The existing panel members of a company should
ensure that they understand their key responsibilities for maintenance of confidential matters
throughout the entire process of recruitment and section of qualified personnel for the job. Proper
assessment of each paced application regarding the selection process criteria and finalizing the
shortlisting of the qualified candidates on a n assessment sheet should be included effectively in
the employee information pack computer database (Mwasha 2013). The board members should
always check and review to ensure that the dataset and necessarily information is available and
secure at all costs over a given time frame.
The selection will also have to verify the job description of the advertised vacant position and
ensure that the position under review is updated, precise and accurate.
Human resource in company’s project management
This is a key strategic significant aspect to a project oriented company. Every time a new project
is being designed the configuration of human resource in the company regular changes with the

existing conditions. These includes the various processes and aspects that enable organization,
manage and direct the entire project team who has an aim to complete the project successfully.
The project teams have different levels of skills and expertise therefore each one is specifically
designed to run a specific task in accordance with the specified qualification and knowledge
existing (Mwasha 2013). Specific roles and responsibilities are delegated for the team members
and in this case, all team member’s participants of should be actively involved in planning and
important decision making processes. This active participation adds the employs expertise and
skills in the operations thus strengthening their final commitment towards the main aims and
goals of the project at hand.
It is composed of the following domains:
Planning human resources. This involves the process of evaluating and documentation of role,
responsibilities, needed knowledge in order to enhance a staffing plan as a manager,
Acquire team members. As a manger one need to confirm human resource availability and go
ahead to get the necessary members who will complete the project activities.
Develop and manger the team. Manager play a big role in increment of competency levels by
creating a conducive environment for growth member’s relationship (Mwasha 2013). This will
increase the performance of the project. Keep track of the project member’s performance by
offering feedback, resolving problematic issues and making key function changes I crucial in
maximizing the company’s performance.
SELECTION

Selection panel depending on the post will conduct the selection process. This will include directors
of department, manager human resource and his/her delegates, and department employees
selected. Any member of staff involved in a selection process who has a personal or familial
relationship with an applicant must bring this to the attention to the panel.
The selection panel need to ensure proper preparation of a list of the questionionnaires that will
be given to Candidates at the interview. The questions should only relate to matters that are
relevant to the position. Unlawfully Questions, which are discriminate, need not to be include in
the entire process, this includes questions that may constitute sexual harassment, ageism and the
likes There should be a documentation of applicant’s responses and the reasons for shortlisting
and selecting the chosen applicants Baert et al (2015) shows that a panel should meet and agree
on the successful applicant, who should be notified of the decision in writing. Unsuccessful
attempts on the applicant’s side should also be offered a notification of the anticipated outcomes.
Recruitment and selection diagram.
Job description Personal specifications
Identifying suitable candidate
Single recruitment specifications

Accountabilities
Unsuccessful candidates who completed the job applications should take the following steps if
they literally require an appeal of the results after due date of the selection process.
• Contact Human Resources desk in order to do enquiries and request for important advice on
their next course of action.
• First appeal is to be made on the recruitment and selection board. The strengths and weaknesses
of the appeal are discussed and a selection criteria response is presented.
• If the applicant is still not completely satisfied with the final results, a final appeal should be
made in form of formal writing to the top-level managers
Evaluation Measures
Management Feedback
Getting quick feedback from the manager about the quality of the submitted candidate slate is
critical. This feedback helps analyses and evaluate the selection and recruitment process and the
candidates chosen.
Turnover Risk Mitigation
Literally, this aspect involves the overall number count of all qualified applicants that are
screened in the entire interview due to offering of minimal feedback. An individual should