BSBHRM506 - Healthcare United HR Report on Recruitment and Selection

This report analyzes Healthcare United's recruitment and selection processes, covering various aspects of human resource management. It begins by outlining recruitment and selection methods, including direct, indirect, and third-party approaches, along with selection methods like applicatio...Read More

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LEADERSHIP AND MANAGEMENT
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Institution’s Name
Lecturer’s Name
Course Name
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A. Recruitment and selection methods
Recruitment is the process through which organizations attract, shortlist and appoint
qualified candidates to fill vacant positions. Selection, on the other hand, is the process of
choosing the most qualified candidates from a pool of applicants. Recruitment and selections are
methods deployed by organizations to achieve recruitment and selection objectives. Recruitment
methods are classified into Direct, indirect and third party recruitment methods. Under direct
recruitment method, recruiters from an organization are sent to potential candidates in training
and educational institutes (Bratton and Gold,2017). Indirect recruitment involves the use of a
medium such as magazines, professional journals, television, radio and newspapers to advertise
vacant positions in organizations. Finally, Third party recruitment involves the use of parties
such as trade unions, employee referrals, professional associations and recruitment agencies.
Among the most commonly used selection methods are application forms whereby candidates
fill forms with relevant information such as work experiences and educational qualifications.
Employment interviews are also used in the selection process. During employment interviews
the interviewee and interviewer exchange information on candidates interests and suitability for a
job (Boxall and Purcell, 2011). Skills, Aptitude, and abilities tests are also used to gauge a
candidate’s abilities and skills
B. the Concept of outsourcing
Outsourcing refers to the process through which organizations hire external companies or
suppliers to manage their human resource functions. Through outsourcing, an organization
transfers roles such as recruitment and selection, customer services, training and development
and employee compensation insurance. Sub-Contracting from external suppliers enables
organizations to reduce their operational costs and reduce pay role expenses (Guest, 2011).

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C. Purpose of employee contracts and industrial relations
An employee Contract is a document signed by an employer and the employee. It is a
signed agreement detailing the rights and responsibilities of both the employee and the employer.
Some of the details contained in an employee contract include work schedule, employee salary
and wages, the duration for the employment contract, duties, and responsibilities. The purpose of
an employment contract is to ensure that the contracting parties have a clear understanding of
what is expected of them in the course of the employment term (Briscoe, Tarique, and Schuler, 2012).
It also allows them to understand their rights besides being used in times of conflicts. Industrial
relations is the study of multifaceted interrelationships between the state, the employer
organization, trade unions, employers, and employee. Industrial relations helps employees seek
for better working conditions, promote organizational democracy by allowing employees to take
part in the management and defend compensation related interests of employees.
D. Relevant legislation, regulations, standards, and codes of practice that may affect recruitment,
selection, and induction
Racial Discrimination Act 1975
This legislation promotes equality by making discrimination on the basis of race
unlawful.
Workplace Gender Equality Act 2012
This act was established in 2012 to replace Equal Opportunity for Women in the
Workplace Act 1999. It is intended to ensure that equality for both men and women is promoted
at the workplace (Nel et al.,2012).

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Fair Work Act
This Act provides the minimum standards of employment for all Australian Employees
and covers issues such as industrial relations and termination of employment.
An organization should only request applicants for vacant positions to provide only
information that is required and all the information provided must be treated with much care and
confidentiality(Nel et al.,2012).
Applicants should be provided with all the necessary information regarding the vacant
position and be selected solely on the basis of their suitability to the vacant position.
All applicants should be notified within a reasonable time if they have been invited for an
interview or if their application has been rejected (Nel et al.,2012).
E. Explain why terms and conditions of employment are an important aspect of recruitment
Employment terms and conditions are agreed upon by the employer and the employee
prior to the commencement of an employment contract. It is important in ensuring that
employees are fully aware of their duties and responsibilities, the number of hours and days that
they are supposed to work, their salary or wages and other jobs aspects such as dress code and
leave days (Jackson, Schuler and Werner, 2009). It also specifies the rules and responsibilities of the
employer as well as organizational rules and regulations that need to be followed by everyone
F. Explain the relevance of psychometric and skills testing programs to recruitment.
Psychometric tests are used by employers during the recruitment process to better
evaluate candidates by accessing the abilities of their minds. Psychometric tests are used to
measure the personality and ability of a candidate. Their relevance includes their ability to give a

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correct picture of the applicant (Armstrong and Taylor,2014). They are also time and cost saving and
can be used at any stage of the recruitment process. Skill testing, on the other hand, is important
in gauging the applicant’s skills such as data entry skills, typing skills, spelling and numeracy
skills.

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References
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan
Page Publishers.
Briscoe, D., Tarique, I. and Schuler, R., 2012. International human resource management: Policies and
practices for multinational enterprises. Routledge.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Macmillan International Higher
Education.
Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human
resource management journal, 21(1), pp.3-13.
Jackson, S.E., Schuler, R.S. and Werner, S., 2009. Managing human resources (p. 358). Mason, OH: South-
Western Cengage Learning.
Nel, P., du Plessis, A., Fazey, M., Erwee, R., Pillay, S., Mackinnon, B.H., Wordsworth, R. and Millet, B., 2012.
Human resource management in Australia and New Zealand.