Recruitment & Selection

Recruitment & Selection

1  Scope

This policy is intended for use by managers of <Insert Company Name> (being the Company).

2  Purpose

The purpose of this policy is to:

·  clearly outline the roles and responsibilities for recruitment and selection;

·  set out consistent and effective recruitment and selection procedures;

·  encourage the use of behavioural interviewing; and

·  ensure that the Company only employs the best candidates.

These guidelines apply to all Company departments and candidates (internal and external), regardless of the position being filled.

3  Recruitment and Selection Process

3.1  Job vacancy

Before hiring, the relevant manager must conduct a departmental review and discuss any vacancies with their manager to determine the need, if any, to recruit and on what basis (for example, permanent full time, fixed term contract, casual, part time etc.).

3.2  Approval to fill vacancy

There is no “automatic replacement” policy if an employee leaves the business. Permission must be sought by the hiring manager seeking to fill the position. If it is decided that the vacancy should be filled, the hiring manager must obtain sign-off from <Insert Manager Title>.

3.3  Position description and evaluation

So that the current requirements and details of the role are documented, the hiring manager must update or create a position description using the appropriate template. Without the position description, the hiring process cannot proceed.

Once a position description has been completed, a remuneration evaluation will occur when a position is new or needs to be re-evaluated due to significant change in job responsibilities. In all other circumstances, the previous salary level for the position will remain. All remuneration packages must be recommended by the hiring manager and authorized by the <Insert Manager Title>.

3.4  Advertising

The hiring manager / Insert Manager Title> is responsible for writing the advertisement and approving advertisement costs (where necessary) prior to advertising. All vacancies are to be advertised internally and posted on a recognized web based recruiting service (e.g. SEEK) (Optional).

3.5  Use of recruitment agencies (Optional)

Usually, recruitment is managed internally. However, in some circumstances it may be appropriate to use a recruitment agency (for example, when a position is difficult to fill, when the position is market sensitive, or in respect of high volume / turnover roles). The hiring manager must seek the written permission of the <Insert Manager Title> prior to engaging a recruitment agency.

3.6  Short listing applicants

Once the nominated closing date for applications has been reached, it is the responsibility of the hiring manager to:

·  review and assess the pool of candidates, aiming to come up with a shortlist of applicants they wish to interview. The shortlist should include potential candidates who provide the best match to the role in question, based on knowledge, skills and work experience;

·  issue a letter or email to all applicants who did not make the shortlist; and

·  schedule interview times with applicants on the shortlist.

3.7  Interview guides

To ensure equity across interviews and to help interviewers make the best selection decision based on 'like' information, interview guides should be used.

Company interview guides should:

(Insert requirement for interview guides here. Examples are provided below.)

·  be created by the hiring manager;

·  reflect the selection criteria of the vacant position as outlined in the position description;

·  use questions that have been structured according to the behavioural interviewing approach (eliciting a situation, task, action and result);

·  use technical questions, where appropriate;

·  include questions that are based around organisational values; and

·  ensure adequate balance between technical skill and cultural fit.

3.8  Conducting interviews

Interviews need to be conducted in a quiet, comfortable and non-threatening environment, and are to be conducted by the Hiring Manager with another suitable person as “scribe”.

At each interview, the following structure is recommended:

(Insert required interview structure here. An example structure is provided below.)

·  welcome and introductions by the hiring manager;

·  overview of the Company presented to the interviewee by the hiring manager;

·  summary of the vacancy by the hiring manager;

·  the interviewee to present an overview of themselves, including a summary of their current role and their knowledge of the Company;

·  behavioural and technical questions presented to the interviewee by the hiring manager;

·  an opportunity for the interviewee to question the interviewer/s on the role, the Company or any concerns; and

·  interviewee briefed on 'where to from here' by the hiring manager.

The hiring manager should decide which candidates will proceed to the next stage of the selection process.

3.9  Reference checking

Every attempt should be made to conduct 2 or 3 reference checks from previous employers (or, in respect of internal candidates, previous managers).

3.10  Second round and additional interviews

Second round interviews give the interviewers the chance to clarify any concerns arising from the first interview. In addition it allows the hiring manager to involve other peers, colleagues, direct reports or managers in the process at this stage to provide a second opinion.

3.11  Offer of employment

After the hiring manager has determined the most suitable candidate and has established an appropriate salary package within the range for the position, the hiring manager should seek approval to finalise the recruitment process and to offer the candidate the position.

3.12  Induction

Managers will be responsible for inducting the employee into the team and ensuring that their new recruit participates in the Company induction program. Induction will commence within the first week of employment.

3.13  Probationary periods

A six / Insert Appropriate Amount> month probationary period applies for all new appointments, which is supervised by the hiring manager. In the last month of the probationary period, three possible scenarios could confront the hiring manager:

1. the new employee is performing well and their employment will be confirmed at the end of the probation period;

2. the new employee meets some expectations but is struggling with some areas of their performance. In this situation, the hiring manager should seriously discuss extending the new employee's probation with the <Insert Manager Title> and put a development plan in place to address the performance shortfalls; or

3. the new employee does not meet performance standards and the hiring manager should seriously discuss terminating the new employee’s employment with the <Insert Manager Title>.

3.14 Post Probation (Optional)

During and up the completion of the initial 12 months of employment, the Hiring Manager must hold feedback sessions with the new employee to ensure the employee reaches the required standard of performance.

4  Status of these Guidelines

These guidelines are not a contract and do not give employees enforceable rights. The Company may amend or remove these guidelines at any time.

5  Further Information

If you have any questions about any matter in these guidelines, please contact <Insert Manager Title>.