Task 1
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
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.
Task 2
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 |
|
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 working process |
Supervisor and managers of respective departments along with one Junior Human Resource Manager |
Day 7 |
(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 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. |
|
|
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. |
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 resume matches up with the job vacancies (Caers and Castelyns, 2011) |
The overall database often faces overload issues in relation to keeping resumes of each and every applicant for a prolonged 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. |
Position Description
Table 2: Position to Recruit
|
Position: Research Coordinator (Computer Science) Skills and Responsibilities: Skill:
Responsibilities:
Salary: A total yearly compensation of $81,900 Terms and Conditions:
|
(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 degree in national or international level on any subject of Computer Science. Interested candidates drop your resumes at [email protected] |
Interview Questions
- Tell me about yourself?
- Why do you want to join UGA?
- Tell me something which is not covered in your resume?
- What are your hobbies?
- Where do you want to see yourself down the lane 5 years?
- How can you enhance the operational activities of UGA?
- Why should I hire you?
- How dedicated are you towards motivating students who will work under you?
- What is your passion?
- Tell me something about your family life?
- What was your subject in PHD?
- Why did you go ahead with PHD instead of doing a job after your Masters?
- How confident are you that you will be able to motivate and help the students of UGA?
Shortlisted Interview Questions
- Tell me about yourself?
- Why do you want to join UGA?
- What was your subject in PHD?
- Why did you go ahead with PHD instead of doing a job after your Masters?
- How confident are you that you will be able to motivate and help the students of UGA?
- Share your previous experiences relating to PHD work?
- 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 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.
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 weekends. We are largely looking forward to your tenure in our esteemed organisation to be of immense help and support in relation to accomplishing our objectives. We hope that you will get in touch with us within a short span of time. Looking forward to your positive reply. Yours sincerely, Name of Human Resource Personnel, Senior Human Resource Manager, Talent Acquisition. Kindly make a note of the following details relating to your selection as Research Coordinator in UGA: Superannuation UniSuper of 17% (Additional information contact: [email protected] | (+61 2) 9876 1976.
Vacation Christmas/New Year. The vacation tenure will be adjusted based on the urgency of the overall workload being faced by UGA.
For any other information contact: Name: Mark Webberg, Designation: Human Resources Representative, Human Resource Division. Email: [email protected] Phone No.:| (+61 2) 9876 7776 |
Assessment Activity 3: Training and Induction
The following workflow diagram analyse the process in which training and induction would be constructed for the selected staffs of the healthcare unit.
Reference List
Caers, R. and Castelyns, V., 2011. LinkedIn and Facebook in Belgium: The influences and biases of social network sites in recruitment and selection procedures. Social Science Computer Review, 29(4), pp.437-448.
Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. and Winkler, A.L., 2012. Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), pp.73-85.
Lievens, F. and Chapman, D., 2010. Recruitment and selection. The SAGE Handbook Of Human Resource Management, 34(3), pp.135-154.
Rees, G. and Rumbles, S., 2010. Recruitment and selection. Rees, G. and French, R. Leading, Managing and Developing People, 25(3), pp.169-190.
Schweyer, A., 2010. Talent management systems: Best practices in technology solutions for recruitment, retention and workforce planning. 4th ed. New Jersey: John Wiley & Sons.
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