Course Title: Support the recruitment, selection and induction of staff

Part B: Course Detail

Teaching Period: Term2 2014

Course Code: EMPL7058C

Course Title: Support the recruitment, selection and induction of staff

School: 650T TAFE Business

Campus: City Campus

Program: C5221 - Diploma of Business Administration

Course Contact : Sylvia Baroutis

Course Contact Phone: +61 3 9925 5469

Course Contact Email:sylvia.baroutis@rmit.edu.au


Name and Contact Details of All Other Relevant Staff

Nominal Hours: 50

Regardless of the mode of delivery, represent a guide to the relative teaching time and student effort required to successfully achieve a particular competency/module. This may include not only scheduled classes or workplace visits but also the amount of effort required to undertake, evaluate and complete all assessment requirements, including any non-classroom activities.

Pre-requisites and Co-requisites

None

Course Description

This unit describes the performance outcomes, skills and knowledge required to execute tasks associated with the recruitment cycle. Performance of the work described in this unit will be underpinned by in-depth knowledge of the work of the organisation, and how recruitment and selection practices fit with other human resources functions.


National Codes, Titles, Elements and Performance Criteria

National Element Code & Title:

BSBHRM405A Support the recruitment, selection and induction of staff

Element:

1. Plan for recruitment

Performance Criteria:

1.1 Obtain approval to fill position and clarify time lines and requirement for appointment
1.2 Assist in preparing job descriptions that accurately reflect the role requirements, according to organisational policies and procedures and legislation, codes, national standards and workplace health and safety (WHS) considerations
1.3 Consult with relevant personnel about job descriptions and workforce strategy
1.4 Assist in ensuring that job descriptions comply with legislative requirements and reflect the organisation's requirements for a diverse workforce
1.5 Obtain approvals to advertise position
 

Element:

2. Plan for selection

Performance Criteria:

2.1 Choose appropriate channels and technology to advertise vacancies and/or identify potential talent pool
2.2 Advertise vacancies for staffing requirements according to organisational policies and procedures
2.3 Consult with relevant personnel to convene selection panel and develop interview questions
2.4 Assist in ensuring that interview questions comply with legislative requirements
2.5 Assist in short-listing applicants
2.6 Schedule interviews and advise relevant people of times, dates and venues
 

Element:

3. Support selection process

Performance Criteria:

3.1 Participate in interview process and assess candidates against agreed selection criteria
3.2 Discuss assessment with other selection panel members
3.3 Correct biases and deviations from agreed procedures and negotiate for preferred candidate
3.4 Contact referees for referee reports
3.5 Prepare selection report and make recommendations to senior personnel for appointment
3.6 Advise unsuccessful candidates of outcomes and respond to any queries
3.7 Secure preferred candidate's agreement
3.8 Complete necessary documentation according to organisational procedures, observing confidentiality and privacy requirements
 

Element:

4. Induct successful candidate

Performance Criteria:

4.1 Provide successful candidate with employment contract and other documentation
4.2 Advise manager and work team of new appointment
4.3 Advise managers and staff of candidate's starting date and make necessary administrative arrangements for pay and employee record keeping
4.4 Arrange successful candidate's induction according to organisational policy
 


Learning Outcomes



Details of Learning Activities

Students should attend all classes. In-class assessments require mandatory attendance. The class activities provide an opportunity to develop skills and apply theory to real life situations.
The classroom learning activities students may take a role in are:
• Case studies
• Collaborative classroom activities
• Team activities
• Peer interaction
• Role plays
• Reflection and discussion
• Reading text book
• Accessing materials online
 


Teaching Schedule

<thead> <th scope="col">Week</th> <th scope="col">Activities</th> <th scope="col">Resources</th> </thead> <th scope="row">1. July 07</th> <th scope="row">2. July 14</th> <th scope="row">3. July 21</th> <th scope="row">4. July 28</th> <th scope="row">5. Aug 04</th> <th scope="row">6. Aug 11</th> <th scope="row">7. Aug 18</th> <th scope="row">8. Aug 25</th> <th scope="row">Midsemester break</th> <th scope="row">9. Sep 08</th> <th scope="row">10. Sep 15</th> <th scope="row">11. Sep 22</th> <th scope="row">12. Sep 29</th> <th scope="row">13. Oct 06</th> <th scope="row">14. Oct 13</th> <th scope="row">15. Oct 20</th> <th scope="row">16. Oct 27</th>
 Introduction to course
The recruitment lifecycle Course overview, Assessment overview, Academic administration procedures, Class management
Teams formation

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24

1. Plan for recruitment

1.1 Obtain approval to fill position and clarify time lines and requirement for appointment
1.2 Assist in preparing job descriptions that accurately reflect the role requirements, according to organisational policies and procedures and legislation, codes, national standards and workplace health and safety (WHS) considerations
 

Alternatives to recruitment, recruitment strategies, recruitment planning, attracting employees,

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24
 

1. Plan for recruitment

1.3 Consult with relevant personnel about job descriptions and workforce strategy
1.4 Assist in ensuring that job descriptions comply with legislative requirements and reflect the organisation’s requirements for a diverse workforce
1.5 Obtain approvals to advertise position
 

Recruitment planning, job descriptions, job analysis, legislative requirements

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24
 

 

 

2. Plan for selection


2.1 Choose appropriate channels and technology to advertise vacancies and/or identify potential talent pool
2.2 Advertise vacancies for staffing requirements according to organisational policies and procedures
 

Advertising, media developments, organisational requirements
 

 

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24


Assessment 1 - Job description
Due on Friday online via myRMIT

 2. Plan for selection


2.3 Consult with relevant personnel to convene selection panel and develop interview questions
2.4 Assist in ensuring that interview questions comply with legislative requirements
 

Selection panels, shortlisting, writing questions
 

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24
 

Assessment 1 -Advertisements for position
Due on Friday online via myRMIT
 

 2. Plan for selection


2.5 Assist in short-listing applicants
2.6 Schedule interviews and advise relevant people of times, dates and venues
 

Types of questions/ open/closed/leading, legislation, arrange interviews
 

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24
 

Assessment 1 -Interview/Rankings sheet due on Friday online via myRMIT

3. Support selection process

3.1. Participate in interview process and assess candidates against agreed selection criteria
3.2. Discuss assessment with other selection panel members
 

 

Assessment 2 - Role play interviews
ATTENDANCE MANDATORY

 

 3. Support selection process

3.3. Correct biases or deviations from agreed procedures and negotiate for preferred candidate
3.4. Contact referees for referee reports

Review conduct and outcome of interviews, background checks, psychometric testing, medical examinations, select preferred candidate, referee reports

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013

Chapter 24
 

MIDSEMESTER BREAK September 1-7 INCLUSIVE Midsemester break

3. Support selection process

3.5. Prepare selection report and make recommendations to senior personnel for appointment
3.6. Advise unsuccessful candidates of outcomes and respond to any queries
 

Selection report,  advise unsuccessful candidates

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013
Chapter 24
 

3. Support selection process

3.7 Secure preferred candidate’s agreement
3.8 Complete necessary documentation according to organisational procedures, observing confidentiality and privacy requirements

Secure candidate agreement, complete documentation

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013
Chapter 24
 

4. Induct successful candidate

4.1. Provide successful candidate with employment contract and other documentation
 Employment contracts, legislation, organisational requirements, pay and administrative records

4.2. Advise managers and staff of starting date and make necessary administrative arrangements for pay and employee record keeping
 

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013
Chapter 24
 

 4. Induct successful candidate

4.3. Advise manager and work team of new appointment
Management advice, work team advice

 4.4. Arrange successful candidate’s induction in accordance with organisational policyInduction programs, depth and content, schedules, essential information, supplementary information, employee orientation
 

Management Theory and Practice 5e, Cole.K, Pearson Australia, 2013
Chapter 24
 

Assessment 2 - Report to management
Due on Friday online via myRMIT

 


PRACTICAL PLACEMENT

PRACTICAL PLACEMENT
 
PRACTICAL PLACEMENT

PRACTICAL PLACEMENT

 4. Induct successful candidate

Assessment 3 - Role play, induction and orientation

Attendance mandatory

 4. Induct successful candidate

Assessment 3 - Role play, induction and orientation

Attendance mandatory
 

This schedule may be varied according to student progress  or other circumstances, but students will not be disadvantaged by this


Learning Resources

Prescribed Texts

Management theory and practice 5e, Cole, K, Pearson Australia, 2013

9781442550681


References


Other Resources

Recruit, select & Induct Staff, Rod Jones, Pearson Australia, 2010 ISBN: 9781442523234

Human Resource Management, 7th Edition, Raymond J. Stone, John Wiley & Sons Australia, 2010 -
ISBN 978-1-74216-684-1

RMIT Library

my RMIT online resources

Turnitin
 


Overview of Assessment

Assessment may incorporate a variety of methods including technical requirements documentation, homework, assignments, group and/or individual projects, in class exeercises, written and practical assessments, problem solving exercises, presentations, direct observation of actual and simulated work practice, presentation of portfolio of evidence which may comprise documents, and/or photographs and/or video and audio files, review of products produced through work based or course activities.

Students are advised that they are likely to be asked to personally demonstrate their assessment work to their teacher to ensure that the relevant competency standards are being met. Students will be provided with feedback throughout the course to check their progress.


Assessment Tasks

There are three assessment tasks which are completed as teams of 2 students - you must pass all tasks to be assessed as Competent

 

 

Assessment 1: Documentation portfolio
Review of documentation 1 - Position Description due Week 4
You will develop a position description for a new employee to join the Valley View Publishing Organisation. Details of this organisation can be found in the Admin Toolbox. The Admin Toolbox can be found at the following URL:
https://www.dlsweb.rmit.edu.au/toolbox/busadmin/index.htm

Review of documentation 2 - Advertisement for the position due Week 5
You are to develop a suitable advertisement that can be advertised in Saturday’s The Age Careers supplement and another advetisement for online use at Seek.com. You will need to investigate the required format for each purpose and the costs associated with advertising the position.

Review of documentation 3 - Interview questions/ranking sheet due Week 6
You are to prepare ten interview questions, (at least eight of which will be behavioural questions). In addition, you will develop a suitable ranking sheet for use during the interviews.

 

Assessment 2:  Interview and report
Observation of interviewing techniques - Interview due COB Week 7
Your advertisement will be placed on the Learning Hub to enable other students (who are not in your group) to apply for the position. You will then work with other members of your group to form a panel. The panel will then shortlist, prepare for and interview applicants for the position. This will enable you to develop skills in both interviewer and interviewee techniques. You are expected to apply for one of the positions advertised by a group other than your own.

Analysis of response to scenario - report to management due Week 12
You will prepare a written report to management on the panel’s selection decision.

 

Assessment 3: Induction/orientation program -
Presentation due in class Weeks 14 and 15
You will prepare and present the induction/orientation program you have developed for the new employee, to the class in a 15 minute presentation.
 

 

In the team assessment each team member will be marked individually. You will be assessed from observation and peer feedback against several criteria including:
• Did you attend scheduled meetings, and on time?
• Did you meet deadlines for your allocated contributions?
• Did you accept constructive criticism and act on it?
• Did you contribute and share ideas and research?
• Did you participate in team activities and successfully complete all the tasks allocated to you?
• Did you treat other team members with respect?
• Did you contribute proactively to the team, or were you only reactive to others’ suggestions and directions?

Various methods for individual evaluation will be used including contribution to wikis, discussion boards, team meetings, emails, communication systems as well as face to face questioning. All team members are expected to be competent in all aspects of the subject matter so that, even if you accept responsibility for one particular aspect of the assessment, you must know and understand all areas of the assessment
 


Assessment Matrix

1. Plan for recruitmentAssessment 1
2. Plan for selectionAssessment 1,2
3. Support selection processAssessment 2
4. Induct successful candidateAssessment 2,3

REQUIRED SKILLS AND KNOWLEDGE
This section describes the skills and knowledge required for this unit.


Required skills
• • communication skills to:
• use networks to source suitable applicants
• actively listen to what is being said in interviews
• advise on the outcomes of the selection process
• support line managers in recruitment and selection functions
• literacy skills to:
• work with job descriptions to devise suitable questions for interviews
• make job offers and prepare letters for unsuccessful applicants
• review legislation to ensure requirements are reflected in job descriptions
• organising and scheduling skills to arrange interviews and venues
• technology skills to:
• advertise jobs
• communicate with applicants and new appointments
• maintain information in the human resources information system.

Required knowledge
• documentation required for recruitment and selection
• human resource functions, human resource life cycle and the place of recruitment and selection in that life cycle
• principles of equity, diversity and relevant legislation.
• range of interviewing techniques and other selection processes and their application.

 

Assessments 1,2,3
Required knowledge
• documentation required for recruitment and selection
• human resource functions, human resource life cycle and the place of recruitment and selection in that life cycle
• principles of equity, diversity and relevant legislation.
• range of interviewing techniques and other selection processes and their application.
Assessments 1,2,3

Other Information

Academic Administration Procedures


Plagiarism

Plagiarism is the presentation of the work, idea or creation of another person as though it is your own. It is a form of cheating and is a very serious academic offence that may lead to expulsion from the University. Plagiarised material can be drawn from, and presented in, written, graphic and visual form, including electronic data and oral presentation. Plagiarism occurs when the origin of the material used is not appropriately cited. Examples of plagiarism include:
• Copying sentences or paragraphs word-for-word from one or more sources, whether published or unpublished, which could include but is not limited to books, journals, reports, theses, websites, conference papers, course notes, etc. without proper citation;
• Piecing together text from one or more sources and adding only linking sentences;
• Copying or submitting whole or parts of computer files without acknowledging their source;
• Copying a whole or any part of another student’s work; and
• Submitting work as your own that someone else has done for you.
For further information including “Plagiarism (and how to avoid it): Resources for Students” refer to the Plagiarism section of the RMIT Policies, at http://www.rmit.edu.au/governance/policies in the Teaching and Learning Policy section. Penalties include official reprimand, recording of a failure result or expulsion from the University.

Referencing
Students are to use the Harvard Referencing System
Submissions which do not use the Harvard system of referencing will not assessed as Not Yet Competent, (NYC), but will be penalised in the grading for this course. Wrong referencing includes using the footnote system instead of the Harvard (author-date) system, no page numbers in references where there is a quote, being unable to use the formula for in-text referencing, using a bibliography instead of a reference list, having no reference list, failing to show where a quote begins and ends, writing out the book title because you don’t know how to use references and not using all elements of the reference citation i.e. surname, initial, date published, title (correctly signified), publisher and place published. Minor errors such as wrong punctuation, a wrong page number or a simple typographical error in a date are not defined as an error.


Submission Requirements
Assessment tasks need to be via electronic submission from the students via MyRMIT and then hard copies (if required by your teacher) handed in during class.


Late Submission Procedures
You are required to submit assessment items and/or ensure performance based assessment is completed by the due dates.
If you are prevented from submitting an assessment item on time, by circumstances outside your control, you may apply in advance to your teacher for an extension to the due date of up to seven calendar days.


More information: http://www.rmit.edu.au/students/assessment/extension
Form to use: http://mams.rmit.edu.au/seca86tti4g4z.pdf


Where an extension of greater than seven days is needed, you must apply for special consideration. Applications for special consideration must be submitted no later than two working days after the assessment task deadline or scheduled examination.
More information: http://www.rmit.edu.au/browse;ID=g43abm17hc9w
Form to use: http://mams.rmit.edu.au/8a5dgcaqvaes1.pdf


Resubmissions:
If you are found to be Not Yet Competent in a Course Assessment Task you will be allowed one resubmission only. Your teacher will provide feedback regarding what you need to do to improve and will set a new deadline for the resubmission. The highest grade you will receive if your resubmission is successful is "CAG".
If you are still not meeting the assessment requirements you must apply to your Program manager in writing outlining the steps you will take to demonstrate competence in your course. Your submission will be considered by the Program Team and you will be advised of the outcome as soon as possible.


Adjustments to Assessment
In certain circumstances students may be eligible for an assessment adjustment. For more information about the cirumstances under which the assessment arrangements might be granted please access the following website:
More Information: http://rmit.edu.au/browse;ID=7usdbki1fjf31
 

You should:
• Ensure that you submit assessments on or before the due date. If your performance in the assessment is affected by unexpected circumstances, you should consider applying for Special Consideration. Information on the process and application forms is available at myRMIT and check links in your Student Diary.
• Always retain a copy of your assessment tasks (hrd copy and soft copy)
• When you submit work for assessment at RMIT University you need to use a cover sheet that includes a declaration and statement of authorship. You must complete and submit an Assessment Record/Cover Sheet with work you submit for assessment, whether individual or group work. On the cover sheet you declare that the work you are presenting for assessment is your own work. You will find the relevant Assessment Record/Cover Sheet on Blackboard.
• Each page of your assessment should include a footer with your name, student number, the title of the assessment, unit code and title and page numbers.
Marking Guide (competency):
Vocational Education and Training (VET) is based on current industry needs and the focus on preparing you for the workplace. Because VET courses are informed by practical application of knowledge and skills, they are based on a system known as ‘competency based training’ (CBT). So when you are assessed in VET it is about whether you are competent to do the job, as well as having a firm grasp on the knowledge and skills required to do that job, as opposed to traditional curriculum based education settings that are often based on knowledge retention.
You need to demonstrate you are competent in each element of the unit of competency you are studying. You will receive feedback on each assessment task that will inform you whether you are competent or not and how well you are performing. Once competent in all elements of the unit you pass that unit of competency.

Marking Guide (Grading)
Each assessment task is marked as Competent or Not Yet Competent but not graded until achieving competency across the assessment tasks. We then grade your performance in the unit; this gives you the opportunity to have the level of your performance formally recognized against industry standards and employability skills.
The grading is according to the following criteria:


1. LEVEL OF INDEPENDENCE, INITIATIVE, ENTERPRISE AND PERFORMANCE OF WORK TASK
We are looking for a high level of ability to complete all tasks independently as per the specifications as well as demonstrating a high level of initiative in your approach to Recruit, select & Induct staff


2. DEMONSTRATED BREADTH OF UNDERPINNING KNOWLEDGE AND A WILLINGNESS TO CONTINUE LEARNING
We are looking for depth of understanding of the key concepts and knowledge required in recruiting, selecting and inductiong staff. You should be able to demonstrate a thorough understanding of all applicable planning, delivery and review principles in all the assessment tasks.

3. TECHNIQUES & PROCESSES, TECHNOLOGY SKILLS AND PROBLEM SOLVING
We are looking for appropriate use of technology to assist in presenting all tasks clearly and suitable for the intended audience. You also need to show an understanding of the kinds of problems that can arise in a recruitment lifecycle situation in a workplace with people and teams and how these might be addressed.

4. WORK ORGANISATION, PLANNING AND SELF MANAGEMENT
We expect to see on-going uploading of information that is relevant to the unit, full utilisation of Blackboard as per course requirements and timely submission of all required assessment tasks.
 

5. COMMUNICATION, PEOPLE NETWORKING, LANGUAGE AND INTERPERSONAL SKILLS AND TEAMWORK
We expect to see contributions to relevant discussions and scheduled collaborative sessions. In addition your tasks should demonstrate a very good understanding of strategies for a collaborative approach to the recruitment cycle in the workplace.


Marking Guide (Grading)
After achieving competency we then grade your performance in the unit; this gives you the opportunity to have the level of your performance formally recognised against industry standards and employability skills.
Final Grades Table:
CHD Competent with High Distinction
CDI Competent with Distinction
CC Competent with Credit
CAG Competency Achieved – Graded
NYC Not Yet Competent
DNS Did not Submit for assessment

Course Overview: Access Course Overview