Contents

Before you begin vii

Topic 1: Develop recruitment, selection and induction policies

and procedures 1
1A Analyse plans to identify relevant policies and objectives 2
1B Develop recruitment, selection and induction policies and procedures 6
1C Review options for technology to improve the recruitment and selection process 14
1D Obtain support from senior management 21
1E Trial forms and documents and make necessary adjustments 25
1F Communicate policies and procedures to staff and provide training 29
Summary 31
Learning checkpoint 1: Develop recruitment, selection and induction policies and
procedures 32

Topic 2: Recruit and select staff 37

2A Determine future human resource needs 38
2B Ensure current position descriptions and specifications for vacancies are used 43
2C Provide access to training and support to relevant staff 49
2D Ensure advertising of vacant positions complies with requirements 54
2E Utilise specialists where necessary 57
2F Ensure selection procedures are in accordance with requirements 61
2G Ensure processes for advising selection outcomes are followed 68
2H Provide job offers, contracts of employment and advice promptly 71
Summary 76
Learning checkpoint 2: Recruit and select staff 77

Topic 3: Manage staff inductions 83

3A Provide access to training and ongoing support for people engaged in staff induction84
3B Check induction processes are followed 89
3C Oversee the management of probationary employees 92
3D Obtain feedback on induction process 95
3E Refine induction policies and procedures 98
Summary 101
Learning checkpoint 3: Manage staff inductions 102

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induction policies and procedures
‘An organisation is only as strong as its people’ is a much-used phrase that is also an
accurate observation of a successful business. To have the right people in your organisation
is not just a case of good luck; the key to success is skilful recruitment of people with the
attributes that your organisation requires.
To understand the type of people you need, you must understand the goals of the
organisation and develop a recruitment and selection policy that will help meet those goals.
Your policies will need to work within the requirements of relevant legislation and make use
of all available avenues to attract the best people to fill your vacant positions.
In this topic you will learn how to:
1A Analyse plans to identify relevant policies and objectives
1B Develop recruitment, selection and induction policies and procedures
1C Review options for technology to improve the recruitment and selection process
1D Obtain support from senior management
1E Trial forms and documents and make necessary adjustments
1F Communicate policies and procedures to staff and provide training

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1B Develop recruitment, selection and induction

policies and procedures
Your analysis of your organisation’s strategic plans,
policies and objectives may have revealed gaps in the
employee competency and workforce. Recruitment may be
part of your strategy to overcome these shortfalls.
Recruitment involves taking actions, such as advertising,
to attract a number or pool of suitable applicants for a
vacant position. You need to portray the organisation
as a desirable place to work so that job seekers will want
to apply.
Selection is the process of choosing the best person for the
job from the pool of suitable applicants by utilising various tests and interviews to assess
their skills, knowledge, attitude and compatibility with the organisation.

Recruitment policies
Recruitment policies, procedures and strategies should define how and where you recruit
staff. The recruitment procedures are a product of your policy. Your procedures will be
driven by your policies, legal requirements and the position you’re recruiting for. Include
procedures for identifying skill and knowledge gaps, analysing job requirements, preparing
position descriptions and advertising.
Recruitment policies should always be focused on attracting the best candidate for the job.
Here are aspects that should be included.

Anti-discrimination

You must always follow state-based equal opportunity and anti-discrimination laws
and diversity principles to ensure that women, older people, people with disabilities
and members of minority groups are treated with equity throughout the recruitment
process and the organisation does not overlook quality candidates from diverse
circumstances.
Make sure you are familiar with the wording you can and cannot use when
advertising a position vacancy.
You may also need to consider the perception of nepotism and decide whether family
members and friends should be employed and if so what restrictions, if any, are
applied to the positions they are employed to fill.

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The need for fairness

└└ Your policies should specify measures that ensure the process is fair.
Measures include:’
• informing all applicants in advance of tests
• fair, relevant and appropriate testing
• allowing opportunities for applicants to demonstrate skills
• providing feedback on testing
• treating applicants honestly, politely and in a manner that helps them
relax
• conducting the process in an inclusive environment

Legal requirements

└└ Your policy will also need to include the legal requirements for selecting
staff, including anti-discrimination, access and equity and privacy and
confidentiality. Measures will need to be in place to ensure that state and
federal laws are complied with.

Selection procedures
Selection policies suggest actions that are set out clearly in selection procedure documents.
The selection procedure will vary according to the position being filled, but written
documentation should include guidance about particular actions.
Selection procedures specify:
• responsibilities when using an external agency
• arranging a selection panel and its composition
• compiling a short list of applicants (if appropriate)
• contacting candidates
• interviewing procedures and methodologies
• testing procedures
• contacting referees and making reference checks
• developing contracts
• informing people of selection outcomes and offering a position
• probationary periods.

Induction policies and procedures

Organisations invest a substantial amount of time and money in recruiting and selecting a
new employee. Inducting them into the organisation is equally important.
The style and type of induction will depend on the nature and size of the organisation; for
example, some organisations plan a formal, structured, intensive week-long program while
others may provide a day-long program. Others may have an induction that consists of one-
hour sessions spread out over a number of weeks.
Here are comparisons of both effective and ineffective inductions.

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Organisation websites
If an organisation uses print media to advertise, they generally refer applicants to
their organisation’s website. By referring people in this way, you can provide minimal
information about your organisation in your print advertisement and place comprehensive
material on your website.
Here are five advantages of using your organisation’s website in recruitment activities.

Present a positive image

A well-designed website presents a positive image of your organisation and attracts

the attention of prospective employees from all around the world. The organisation’s
objectives, vision, mission, policies, products and services can be presented on
the website to give potential applicants comprehensive information about your
organisation.

Offer a search function

Setting up a search function or recruitment link will allow potential employees to

search for vacant positions. Pages can be posted showing the job specification,
required skills, knowledge, attitude and experience to allow applicants to match their
abilities to the job requirements.

Cater for candidate’s needs

Making the application process less time-consuming and as easy as possible can
also create a competitive advantage within the job market. Potential applicants are
more likely to make a speculative application if it is a simple process. Recruitment is
about attracting as big a pool of suitable applicants as possible. Having application
forms and information packs available to download removes the need for the
applicant to approach the organisation. This can be an advantage if the person does
not want their current employer to know they are actively seeking another position.

Submit application online and pre-test candidates

The internet also allows for application forms to be filled out and submitted online.
As part of the online process applicants can submit electronic copies of their
résumés and some preliminary testing can be conducted. Applicants can complete
a variety of questions to gauge their knowledge, skills and experience. Areas such as
numeracy and literacy, cognitive skills and problem-solving can be tested online. For
an example, visit IBM’s career resource centre on their website at: www-07.ibm.com/
employment/au/.

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Example: online recruitment tools

For an example of an online recruitment process go to www.miningemployment.com.au and follow
the prompts to see how the organisation channels new job applications.
The following steps comprise the process candidates are asked to follow:
1. Select job seekers from the menus across the top header.
2. Choose a skill group.
3. Select any job from the list.
4. Read the job requirements.
5. Complete online application.
6. Upload resume and supporting documentation.
7. Provide your public LinkedIn profile URL.
8. Submit.

Practice task 3
Research online recruitment and testing agencies such as:
•• www.hays.com.au/recruiting-now/index.htm
•• www.seek.com.au/recruiter
•• http://au.hudson.com
Briefly describe the tools and techniques each site uses to gather information and how this could be
used in your organisation.

continued …

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1E Trial forms and documents and

make necessary adjustments
The use of standard forms in recruitment, selection and induction helps to ensure that the
process will be consistent, fair and accountable.
Here are forms commonly used prior to interviews and the information they contain.

Application form

└└ Applicants may be required to complete a job application form. A standard

application form ensures that:
• all applicants are informed of the information required to be submitted with
the application, such as proof of qualifications, and that they must address
the selection criteria, working-with-children checks and specialist licences
• all applicants are made aware of any legislative or union requirements they
must comply with
• you will have consistent data on file for all applicants.

Reference check

└└ List the information needed, such as the referee’s name, organisation, position
title, contact details, questions or statements such as:
• ‘Describe the applicant’s experience in …
• ‘Give an example of when the applicant … ‘
• ‘How well do you think the applicant …’

Selection panel schedule

└└ Prepare a template for an interview schedule for each panel member. For
example:
1. Introduction 6. Additional questions to be asked
2. Overview of how the by panel members
interview will be conducted 7. Opportunity for the candidate to
3. Introductory statements show examples of his or her work
4. Review of the applicant’s 8. Opportunity for the candidate to
past jobs and experiences ask questions
5. Prepared questions to be 9. Test
asked by panel members 10. Close

Screening template

└└ When screening or short listing potential candidates, you might want to use a
table with the following headings: Key selection criteria; Comments/questions
and Score.

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Here are further aspects of recruitment, selection and induction that staff may need training
or support in understanding.

Recruitment training requirements

The organisation’s preferred method of advertising

The breadth of the search

The various forms and checklists available and how to complete them

Personnel responsibilities, such as updating records relating to job specifications;

preparing a short list of candidates; informing candidates; storing application forms

Using relevant software

Two way communications

An open two-way communication channel will assist in ensuring the new policies and
procedures succeed in both implementation and achieving the organisational outcomes.
If you allow employees to provide feedback at every step of the implementation, small
unforeseen problems and misconceptions can be fixed before they snowball into large and
possibly expensive occurrences.
As the implementation proceeds, other training requirements may be highlighted.
Human resources staff may need training in:
• interviewing skills
• practical training on meeting legislative requirements
• using more advanced recruitment software functions
• writing recruitment advertisements
• enhancing the website.

Example: communication process for new workplace

recruitment
Building contractors Dean Brothers had a staff of eight with most of the work carried out by sub-
contracted labourers and tradespeople. As the company grew, the owners decided to hire three
permanent tradespeople and consider apprenticeships as a form of long-term staff investment.
They asked the administration clerk to draft a policy that stated this and to develop a recruitment
plan for tradespeople that they could communicate to their database of sub-contractors and skills
development schools.
The policy was brief (which was the intention) and the recruitment process was outlined on a single
A4 page.
The owners travel to the company’s seven active job sites to disseminate the new policy and
to discuss the opportunities with the contractors face-to-face at each site. Additionally, the
administration clerk emails the policies to the trade schools and follows up with phone calls to
ensure they understand what the policy means and how their apprentices or graduates may benefit.

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Identify future staffing needs

Predicting future requirements can be a difficult process, and although some staff
movement will be unforeseen and unplanned, it is essential you constantly monitor staffing
levels to ensure they match the organisation’s strategic plans for its future directions.
The strategic goals and objectives identified in an organisation’s core activity plans provide
the starting point for identifying future staffing needs and capabilities. Changes in
direction, an increase in business or an economic downturn are all catalysts for change in
the size and nature of an organisation’s workforce, and for a corresponding change in the
type of skills, knowledge and expertise required.
Consider the impact on staffing needs of advances in technology (may mean a need for
more IT staff) and moving into new ventures (may mean different knowledge and skills
are required). Identifying those who plan to retire in the next two years would help you in
succession planning.

Identify future staffing needs in your organisation

When considering the staffing needs of your organisation, making notes on the following
issues will help you to determine the level of staffing needed, the type of job roles required
and where the most urgent need for new staff lies. Against each of the areas in the following
table, make notes on how changes will impact on the organisation’s staffing needs.

Area How changes will impact organisation’s staffing needs

Organisational growth and

research direction and focus

Customer-to-staff ratios

Workload and type of work

Technology

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Other specifications of position descriptions

Some organisations include specific information such as hours of work, work conditions
and salary into the employee’s contract of employment instead of in the job description.
Some organisations prefer the person specifications and selection criteria to be included as a
separate document.
Whether reviewing existing positions or writing a new job position, make sure managers
use the organisation’s job description format to ensure consistency and maintain the
organisation’s image. Effective position descriptions enable prospective applicants to assess
themselves for the job. Check that all job descriptions are clear and unambiguous. Further
check that they use plain English, are written in the present tense and each sentence
commences with a verb.
Be wary of including too much detail. For example, don’t include too many task details
as these may change over time; refer people to a WHS manual rather than including each
WHS responsibility in the position description.
Complex or senior positions require more detailed position descriptions.
Include the following in senior positions:
• Key results areas
• Challenges
• A more detailed description of the organisation and job context

Ensure currency
All job descriptions and person specifications must be assessed for currency to ensure that
the details are accurate, they contain the essential criteria required and that corporate
standards are followed. In particular, details about wages and employment conditions
are covered by government legislation and, if the information is out of date, it may mean
that you are contravening the law. Currently, the pay rate of an award and agreement free
employee must be at least equal to the minimum wage and casual workers on a minimum
wage are entitled to a 25% loading.
Make sure that all managers are aware of the type of information they must update
regularly, in order to ensure the job descriptions for positions within their section are
accurate when the job becomes vacant and they have to advertise it.
When you’re liaising with team managers and supervisors when preparing a job
specification, a good strategy is to ask questions as prompts. Here are examples of topics that
could be addressed in your investigation of how the position may have changed.

Organisational changes

•• Structure of organisation
•• New legislation impacting on terms and conditions of employment
•• New work patterns, technology or new products impacting on position
•• Restructuring resulting in job being combined with another
•• The organisation’s needs changing in ways that impacts the job (for example,
as a result of economic circumstances, a part-time position may be more
appropriate).

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2C Provide access to training and support to

relevant staff
The personnel involved in the recruitment and selection
process are usually those who will have an interest or
stake in who is being employed. They may be human
resource personnel, department heads, section leaders,
managers or qualified persons (if the employment involves
apprentices or traineeships).
When they are first involved in the recruitment and
selection process they may have had little or no experience
in the area. It is important that they are provided with
adequate training and resources to enable them to make
informed decisions, carry out procedures correctly and
understand any ethical considerations and legislative requirements.
Training to equip people with the appropriate knowledge, skills and attitudes to help them
in the recruiting and selection process ensures that the right candidate gets the position.
If the recruiter understands what the organisation is looking for in an employee then the
recruiter will be in a better position to provide it.

Training required
Training can range from a basic understanding of the entire recruitment and selection
process, and who is responsible for each stage, to specific aspects.
The following are common areas for training.

Pre-interview

• How to write job descriptions that are clear and unambiguous

• How to maintain currency of documentation
• How to write recruitment advertisements, including writing techniques
and legislative requirements that should be addressed such as anti-
discrimination and access and equity policy requirements
• Understanding résumés
• How to prepare a short list of candidates

Interview

• Responsibilities of the selection panel

• Interview techniques

Testing

└└ How to administer psychometric testing and evaluate the information

learned from them. For examples of downloadable psychometric tests, go
to: www.psychometric-success.com/downloads/download-practice-tests.
htm. These may be adapted for use in most workplaces.

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2D Ensure advertising of vacant positions

complies with requirements
Once the decision has been made that there is a need for
a position to be created or filled, the next step is to decide
how you will advertise the vacancy. There is a variety of
methods available including internet, internal channels
and recruitment agencies.
The style of the advertisement will be governed by the
medium chosen. Whichever medium you decide to use to
advertise your vacancy you must ensure that you get the
message across without offending not only the potential
candidates but also the public in general. Your aim is to
design effective, non-discriminatory advertisements that
attract attention, develop interest and desire, encourage action and provide the necessary
information for potential candidates to decide whether they should apply.

Comply with organisational policies

The medium chosen will depend on the nature and size of the organisation, the type of
appointment and the organisation’s budget. Regardless of the way you choose to advertise,
you need to make sure you follow organisational policies for writing and placing the
advertisement. Here are examples.

Language

•• Wording must be plain English, unambiguous, not offensive and comply with
anti-discrimination requirements.
•• Use appropriate key words in your web-based advertisement. Search engine
protocols pick out words rather than their meanings, so you may find that
potential candidates miss your vacancy when searching if you choose poor
key words.
•• When writing print-based advertisements, use abbreviations such as ‘neg.’
for negotiable and ‘min.’ for ‘minimum’ to reduce space and costs.

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Security checks
Agencies specialising in security checks can provide a variety of services.
Here are services grouped into three broad categories.

Security clearances

└└ Some security firms offer Commonwealth security clearances to private

sector organisations. These checks involve extensive interviews and careful
scrutiny of a candidate’s background.
The use of technology to forge documents and identities is increasingly
becoming a hazard to organisations so managers are more frequently
relying on security services to verify the candidate’s identity.

Pre-employment screening

└└ Many security firms have an assortment of professional security screening

services that are available to private enterprise, including pre-employment
and post-employment security screening and services. Depending on the
security level of the role, these checks can be basic police history checks or
complex background checks.

Security awareness and risk management

└└ Many global organisations seek professional risk management services

as part of the recruitment package to cover workers in high-risk locations.
These may include:
• threat and risk assessments
• security audits
• security policies and procedures
• security training
• crisis management and response plans
• training and awareness programs, for all aspects of physical, personnel
and information security.

Vocational psychologists
Organisational psychologists work with organisations, teams and individual employees to
improve their performance and increase effectiveness and productivity in the workplace.
They also assist in screening and assessing candidates.
Organisational psychologists base their practice on science, drawing on psychological
research and tested strategies to influence how people act, think and feel at work. This
scientific approach provides confidence that methods produce measurable, replicable and
often cost-effective results. Organisational psychology covers a broad range of disciplines
including industrial and organisational psychology, work psychology, occupational
psychology, personnel psychology, human resource management and development,
ergonomics, human factors, vocational psychology, managerial psychology, coaching, and
consumer psychology.

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Selection criteria
Make sure the selection criteria are accurate and targeted at the specific job role. The
selection criteria supply the means by which a selection committee can assess the
relative merits of applicants and ensure that the assessment in short-listing, interviewing
and reference-checking stages is made on the same basis for all applicants (valid, fair
and consistent).
Selection criteria can be categorised in different ways, and often include qualifications and
experience in addition to skills and attitudes, knowledge and other work-related qualities.
Here are points that may be covered in your selection criteria, depending on the job role and
level of authority.

Skills and abilities

• Ability to work as part of a team

• Ability to work independently
• Ability to work under pressure
• Written communication skills
• Organisational/planning skills
• Supervisory/leadership skills
• Keyboard skills

Knowledge

• Knowledge of the organisation

• Policy and procedures

Work-related qualities and attributes

• Attention to detail
• Flexible and adaptable approach to work
• Problem-solving ability
• Sensitivity
• Initiative
• Ability to maintain confidentiality

Selection procedures
When deciding how you are going to find the right candidate for your vacancy it is
important that you understand what techniques are likely to be the most effective in
assessing the candidates (on the basis of the key selection criteria). Selection methods
include phone interviews, face-to-face interviews, panel interviews, testing, use of references
and group exercises.
Here are factors to consider when choosing and putting into action an appropriate selection
technique.

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Methods used by assessment centres include:

• job-related simulations (used to evaluate applicant behaviours which are relevant to the
key competencies of the job)
• interviews
• psychological tests
• work-sample tests
• group discussions.

Choose the best selection method

Although the standard selection panel is regarded as impartial, recent studies suggest that
panel interviews are not significantly more valid than individual interviews. Interviews
don’t suit all applicants. Some may present as ‘professional interviewees’ while others may
open up more in less-pressured situations. Some, for cultural reasons, may be very reluctant
to speak up about their abilities and achievements. Sometimes, more dominant members
of the panel may guide discussions and decision-making processes, which compromises
impartiality. Having an independent member on the panel can minimise the tendency to
‘group think’ and can add credibility to decisions by reducing the perception of bias or
nepotism.
Try using a variety of selection tools and processes.
Neither selection panels, nor the single interviewer, may
be the most effective or appropriate way of gathering
relevant information and by using more than one source
you may be able to better judge the candidate’s strengths
and weaknesses. It is also easier to ensure that testing is
fair and valid if more than one method is used.
Keep in mind that in all types of testing, you must ensure
that the results are strictly confidential and you must
inform the candidates of all their test results.

Example: recruitment consultancy improves recruitment

processes
A clothing company was finding it difficult to attract the right applicants for the position of section
head they had advertised several times. Two candidates they employed had subsequently proved
unsuitable for the job. A recruitment consultancy firm was engaged to examine their advertising
style, job descriptions and recruitment process and to develop options/strategies.
They conducted a trial on the position and were able to reduce work-related requirements from 5
to 2 dot-points. These two points were re-written in a friendly, conversational style and included six
criteria within the text. Applicants are now asked, ‘In no more than three pages, please tell us about
yourself in the context stated below’.
Both the advertisement and the dot-points emphasise career development opportunities and the
potential to branch out into other areas. The recruitment agency conducts the selection process and
the testing is done by an assessment centre using psychometric testing and work tests.
As a result:
•• the number of applications increases from 9 to 54
•• the quality of applications is high
•• the applicant finally selected is highly satisfactory and has now been with the firm for three years.

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Here are information requirements for a standard employment contract.

Basic information

•• Names and details of employers and employee

•• Date of birth of employee
•• Job title
•• Place of work
•• Employment status (for example, full time, part time or casual)
•• If the employment is for a fixed term, the start and end dates of the contract
•• Who the employee reports to in the organisation

Employment conditions

•• Agreed pay rate (must meet minimum conditions of employment and any
applicable award/agreement wage rates)
•• Superannuation details
•• Hours of work, including details of meal breaks and what arrangements apply for
additional hours (must comply with hours in any applicable award or agreement)
•• Leave entitlements (must meet minimum conditions of employment and any
applicable award/agreement leave provisions)

Other conditions

•• Arrangements in relation to parking, use of a company vehicle, or transport

•• Key job duties and/or standards of performance
•• Probationary period/start date
•• Family-friendly provisions
•• Classification/progression scales
•• Uniforms or dress standards
•• Allowances

Performance standards

•• Job duties
•• Rosters/shift work
•• Study leave

Training and development

•• Safety issues

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3A Provide access to training and ongoing

support for people engaged in staff induction
The induction of new staff into an organisation is more
than a basic presentation on its history and a tour of the
facilities. There are a number of requirements to ensure
that the new employee is aware of the legal obligations
entailed in their position and administration details that
need to be covered.
The induction process will only be as efficient or
effective as the people involved in conducting it. In some
organisations, the induction may be carried out by one
person; in large organisations it may be conducted by a
range of people who provide information in their area of
expertise. It may be your job to make sure everyone is up to date with current legislation
and workplace practices and is comfortable with their induction responsibilities.
While induction processes are often well prepared and implemented for full-time staff,
make sure the same integrity and efficiency applies to part-time, temporary and casual staff
as well as volunteers.

Understand legal requirements

It is a legislative requirement that new employees are advised of their obligations before they
commence work. There are a number of legislative obligations they need to be made aware
of. Make sure all staff involved in inducting a new staff member know what legislation to
discuss and how it affects the person’s job role.
Here are four examples of legislative requirements that need to be understood.

Privacy and confidentiality

Employees engaged in the induction process need to know the particulars of privacy
legislation in the territory or state/s that the organisation operates in. This includes
the collection, recording and storing of personal information (both internal and
external clients), payroll data, contracts and day-to-day dealings. Privacy laws and
procedures embedded in the organisation’s privacy policy and procedures statement
need to be current and written in plain English.

Equal employment opportunity

Your staff must understand principles and requirements of relevant anti-

discrimination legislation and how they are embedded in your organisation’s policies.
An organisation’s Equity Officer is the first contact for anyone with an equity or
harassment complaint. This officer should have the training to conduct equity and
anti-discrimination awareness training.
Staff specifically involved in induction will need to be confident they can explain the
legislation and requirements to new employees.

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3B Check induction processes are followed

Your organisation’s induction policy and procedures should meet the requirements of the
organisation’s strategic policies and objectives as well as specific legislation requirements.
As part of the procedure, you should have developed forms and checklists to assist the staff
involved to progress through the procedure in an orderly, logical manner. The forms will
ensure that the new employee is supplied the information and they need to carry out the
tasks required in the role.
All of these measures are only effective if they are followed.

Provide leadership
Motivating the staff to ensure that processes are followed
is one of the skills that a manager needs. Communicating
with your staff is very important. If they understand
the value that a correctly conducted induction has to
the operation of the organisation they are more likely
to ensure it is completed. A simple yet very effective
motivator for your staff is to let them know that
their efforts are appreciated. Additional incentives or
punitive measures may be applied depending on your
organisation’s culture and your own management style.
The incentive-based approach is always the best.
Good leadership skills and communication skills go hand in hand. Ensuring that staff
understand the strategic outcomes and outlining the priorities will help to focus them on
the task. Leadership is more than just communication; a good leader needs to be decisive,
give direction but allow their staff room to do their job. A common model is the functional
leadership model, where a balance between the task, the individual, and the group (or
organisation) is required to meet the overall objectives effectively. Too much time spent on
any one of the dimensions reduces the effectiveness of your leadership.

Meet induction requirements

The induction checklist should include information that will allow you and others to know
that the induction process is being followed correctly.
The form will also be useful for an analysis of the process if the new staff member
has difficulties in their first few weeks. For example, it may mean that there was not
sufficient time given to the induction; the person who gave the induction was not trained
appropriately in the first place; or the information was too brief.
By developing a comprehensive form, the organisation will have a record of the training
completed by each person. To make the checklist a legitimate record of the process it should
also include the requirement to sign and date as each part of the training is completed.

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3D Obtain feedback on induction process

A policy or process that works today may not meet the organisational objectives of the
next twelve months. The business world and the legislation that it works within are in a
constant state of change. Review and revision of processes is an ongoing task that should
be documented in organisational policies and procedures. When creating policies, you will
therefore need to include a method of evaluation.
The starting point for an evaluation is receiving input from everyone who has a stake in the
objectives of the induction process.
Obtain feedback from these stakeholders:
• Inductees • Managers
• Supervisors • Human resources personnel
• Workers • Trainers
• Administration staff • Health and safety personnel

Time of the feedback

Ask for feedback from new inductees during and
immediately after the induction process to measure their
perception of how relevant and effective the induction was
to them. They should be surveyed again after they have
been in the workplace for approximately a month to assess
the relevance of the induction to the workplace.
Trainers should be asked to complete an evaluation after
they have completed delivering the sessions. Their focus
should be on the relevance and currency of the material,
particularly legislation and how well they believed the
information was received by the new employee.
A month after the induction, managers, supervisors and workers should be surveyed.
The focus for these personnel is on how well the induction prepared the employee for the
workplace. In addition, you should survey administration staff, human resources and health
and safety personnel approximately a month after the induction to measure how well the
inductee has been trained in those areas.

Methods of obtaining feedback

Regardless of the method you use to obtain feedback, questions will need to be developed
that will provide you with the information you want. Your questions need to be concise and
easy to understand. Keep the language simple and terminology to a minimum.
A popular form of evaluation uses statements instead of questions and the respondent
is asked to indicate on a scale the extent to which they agree or disagree. Space for the
respondent to add any comments will allow them to expand on their response if they wish.
The advantage of this type of questioning is that statements are usually less likely to be
ambiguous.

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 Topic 3
Manage staff inductions

Approval for adjustments

When the deficiencies require an adjustment of policy it may be necessary to discuss
the proposed adjustment with the senior manager who approved the original policy; for
example, the period of the induction may be extended to cover two days instead of the
current one day; the induction may be carried out by a series of staff with expertise rather
than the new employee’s manager.
When preparing the brief for senior management you will need to present evidence.
Evidence to provide for proposed changes:
• Justification for making the adjustment
• Results of this and previous evaluations
• Deficiencies in employee performance as a result
• Breakdown in procedures
• Proposed changes to policy and processes
• Anticipated results from the adjustment

Draft adjustments and approval

Once you have received approval in principle from senior management for your proposed
adjustments, you are now required to draft the changes to the policy and procedure
documents. This may be as easy as changing a couple of words or as complex as writing or
rewriting a complete procedure. Any forms or templates associated with the policy will need
to be adjusted to incorporate the policy and procedure changes.
Once the adjustments have been written and formatted for the existing policy documents,
they should be forwarded to the senior manager for approval to publish them.
All policy and procedure manuals should include an amendment status or version control
table in the preliminary pages to record all changes from the originally published document.
The table should include the amendment, the date the amendment was published, the
affected sections or pages and the name of the person who drafted the amendment (so that
queries may be directed to them).
Here is an example of an amendment status table.

Amendment Date Areas affected Drafted by

Pages 23 (culture), 24 (personnel), 32 (technology),

1. 28 Jan 12 K. Miller
51 (follow up)

2. 31 Mar 14 Counselling frequency pg15 K. Miller

3. 2 Jul 16 Section 2 D. Lumberg

4.

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