Manage recruitment selection and induction process

Assessment 1

BSBHRM506 Manage recruitment selection and induction processes

Report on recruitment and selection processes

Submission details

Candidate’s Name

Phone No.

Assessor’s Name

Phone No.

Assessment Site

Assessment Date/s

Time/s

Assessment description

Healthcare United is a healthcare provider and currently employs 1,500 Healthcare professionals with two sites in Victoria and NSW. They recently developed a new strategic plan that involves opening another office in Hobart. Part of their HR plan is to employ 500 workers in three stages.

You will need to write a report that compares the 2000 Healthcare United recruitment and selection guidelines against the newly developed 2010 Healthcare United recruitment and selection policy and relevant legislation.

You also need to recommend changes necessary to improve procedures and the overall process, based on current research.

You will be given copies of 2000 Healthcare United recruitment guidelines and the 2010 Healthcare United recruitment and selection policy.

Your report needs to cite relevant legislation and address the following key areas for each procedure:

·

timeframes

· personnel involved

· documentation

· training

· monitoring and evaluation.

Procedure

1. Read the 2010 Healthcare United Recruitment and Selection Policy.

2. Analyse the 2000 Healthcare United Recruitment and Selection Guidelines – Appendix 1, addressing key areas for each procedure against the current 2010 Healthcare United Recruitment and Selection Policy – Appendix 2 and relevant legislation.

3. Identify and discuss key areas for each procedure that need revising because they are:

a. contrary to 2010 policy

b. outdated compared to current research and practice

c. do not comply with current legislation.

4. List your recommendations for revising key areas of the 2000 Guidelines.

5. Write a hard copy of your report of no more than 3,000 words and, if necessary, attach relevant supporting documents.

· a list of your recommendations to revise the 2000 Healthcare United Recruitment and Selection Guidelines

· a logical, formatted structure with an introduction, body and conclusion or with clear headings for each section.

Appendix 1:
Healthcare United 2010
Recruitment and Selection Policy

Healthcare United aims to be the number one provider of Healthcare professionals in Australia.

Healthcare United is an organisation that currently employs 1500 Healthcare professionals with two sites, in Victoria and NSW and seeks to expand its operations and open another office in Hobart.

As an organisation our vision is to provide:

· the best qualified and trained human resources available for clients

· up-to-date technology in all services for both clients and staff

· innovative best practices and procedures from both inside and outside the organisation

· best facilities and procedures in a competitive environment.

To address the future needs of the organisation, Healthcare United aims to recruit a further 500 of the best possible healthcare professionals available, in three stages, over the next five years.

Key tenets of our recruitment and selection policy are:

· managers will assume major responsibility for the recruitment and selection of staff, the training of required personnel and supporting documentation

· HR department will support managers in this role

· timeframe for recruitment and selection will be two to three weeks maximum

· position analysis will be conducted on all vacant or new positions

· all vacant and new positions will be advertised internally and externally for ten working days unless special exemptions apply and be advertised online and in leading national newspapers

· special exemptions to internal recruitment must be approved by the general manager

· all interviews must be conducted by a trained selection panel

·

selection of staff is subject to reference checks conducted by the manager

· Healthcare United is an equal opportunity employer.

Appendix 2:
Healthcare United 2000
Recruitment and Selection Guidelines
Policy statement:

Healthcare United is an organisation that seeks to employ the best possible healthcare professionals. It is an equal opportunity employer.

Purpose:

The purpose of the recruitment and selection process is to ensure that Healthcare United has the best possible human resources available to effectively provide its service.

The Healthcare United recruitment and selection process has been developed in line with organisational strategies, relevant legislation and best practice recruitment.

Recruitment and selection process

The recruitment and selection process involves the following procedures:

1. Vacant position analysis

2. Position description

3. Advertisement

4. Short-list applicants

5. Interview preparation

6. Interview applicants

7. Reference check

8. Job offer

9. Feedback to unsuccessful applicants.

1. Vacant position analysis

When a position becomes vacant it is important to analyse the position to determine whether it is still required.

Manager

Estimated timeframe: Two to three days.

When a position becomes vacant the following procedure must be completed.

Procedure

1. Manager notifies HR about vacant position and requests ‘permission for position form’.

2. Manager completes their section of ‘permission to recruit form’ stating reasons why position needs to be filled and submits it to HR department.

3. Position needs analysis conducted by HR department who them completes rest of ‘permission to recruit form’.

Note: HR may need to question manager about position.

4. Completed ‘permission to recruit form’ to be approved by senior management.

5. Once permission is obtained then HR department explore implications, options, legislative and award requirements.

2. Position description

A position description is an important prerequisite to successful recruitment and selection.

Estimated development and validation timeframe: three to five days.

Procedure

1. Position descriptions are developed by HR department using a position description template and include:

a. position title

b. key objective

c. qualifications required

d. WHS component

e. terms.

Note: HR may consult with manager about position description if necessary.

2. Senior management to sign off on position description.

3. Advertisement

Healthcare United’s advertising policy: unless there is special authorisation from senior management, all positions must first be advertised internally for a minimum of ten working days in the HU newsletter before being advertised externally for a period of ten working days.

The newsletter is distributed via the intranet every Friday morning and hard copies are also placed on noticeboards in offices and lunchrooms.

Timeframe: 20–25 working days.

Procedure

1. HR department creates advertisement for HU newsletter on intranet.

2. HR sends advertisement to publications department to post on the intranet.

3. HR creates advertisement for authorised external print media.

4. After advertisement has been posted internally for ten working days, HR organises for external print media.

4. Short-list applicants

Short-listing is a process of elimination. However, Healthcare United requires that all internal applicants be interviewed.

Timeframe: Five days minimum.

Procedure

1. Administration staff to collate all resumes and give to HR department.

2. HR to read over position description and advertisements.

3. HR to read each external applicant’s résumé and divide them into ‘yes’, ‘no’ and ‘maybe’ piles.

4. HR to then reread ‘yes’ and ‘maybe’ resumes and complete short-list chart for external applicants.

5. HR reads all internal applications and completes the short-list chart.

6. HR then collates all documentation from internal applicants and shortlisted external applicants.

7. HR organises administration staff to send all external applicants not short-listed a standard letter by post.

5. Interview preparation

Healthcare United uses the interviewing selection technique with interviews being conducted at head office only. Where possible, Healthcare United requires a selection panel of two HR personnel and a representative from the related department to interview applicants.

Timeframe: interview preparation one to two days.

Procedure

1. HR requests administration staff at head office to organise:

a. comfortable and quiet location

b. food and beverages for interview panel

c. interview schedule.

2. HR to organise interview documentation which includes:

a. position description

b. resumes for each shortlisted candidate

c. consent to check and release police record form

d. standard interview questions for HR members of interview panel

e. interview assessment forms for interviewers

f. use checklist for documentation.

3. HR organises interview panel: two members of HR department and one staff member from the job-related department with one of the HR members being the chairperson.

Note: It is preferable that the staff member from the job-related department is experienced.

4. Chairperson (HR) chooses and advises the staff member of their role as ‘expert’ and requests that they think of three job-related interview questions.

6. Interview applicants

Interviews are to be conducted only at head office. Interviews are to be 30 minutes in duration with a five-minute break in between. No more than 12 interviews should be conducted in a day.

Timeframe: scheduled interviews one to two days depending on number of applicants.

Procedure

1. Chairperson greets candidate and makes introductions.

2. Chairperson opens interview.

3. HR members of panel ask applicant a series of standard interview questions.

4. Staff member from job-related department asks three questions.

5. Chairperson asks applicant if they have any questions.

6. Chairperson informs the candidate of the process.

7. Panel thank candidate for attending.

8. Panel complete interview assessment.

9. Panel select applicant.

10. Gain approval from senior management – subject to reference check.

7. Reference check

Reference checks are an important part of the selection process. Healthcare United reference checks must be conducted on both internal and external applicants by the HR department.

Timeframe: one to two days depending on number of applicants.

Procedure

1. Phone workplace of applicant and speak to manager/referee.

2. Introduce self, organisation and purpose of call.

3. Ask standard questions about applicant’s knowledge and skills.

4. Ask about applicant’s personality.

5. Ask manager for their opinion of applicant’s standard of work.

6. Ask manager if there have been any problems with applicant.

7. Discuss references with other HR person on interview panel.

8. Job offer

Job offer needs to be made immediately after Reference check.

Timeframe: one to five days.

Procedure

1. HR department organize written contract to be drawn up with terms and conditions.

2. Administration to post employee contract to applicant.

3. Upon receipt of signed contract HR post new employee advice about induction program.

9. Feedback to unsuccessful applicants

Healthcare United requires all unsuccessful internal applicants to be provided feedback in individual meetings with a member of the HR department.

Timeframe: one to two days depending on number of applicants.
Procedure

1. HR department ask administration to schedule 30-minute meeting with each unsuccessful internal applicant.

2. HR department representative to conduct feedback meetings with unsuccessful internal applicants.

3. HR department representative to phone unsuccessful external applicants and offer feedback.

4. HR department to file hard copies of notes about unsuccessful applicants.

Page 8 of 8

BSBHRM506 Manage recruitment selection and induction processes Assessment 2

Recruitment and selection consultation

Submission details

Candidate’s Name

Phone No.

Assessor’s Name

Phone No.

Assessment Site

Assessment Date/s

Time/s

Assessment description

Many small businesses lack well developed recruitment and selection systems. The resulting poor staffing decisions can cost businesses time and money and lead to worker frustration.

Your role is to work as a consultant to a small business. You will need to identify a small business, a business with which you are familiar or a business agreed with your assessor and conduct research into that business’ human resources needs (for both now and in the future). You will then develop and implement a plan to address the recruitment and selection needs of the business.

Procedure

1. Identify and select a small business as the subject for your project, and explain the task to the business manager to obtain approval.

2. Survey key stakeholders (relevant positions in the small business) and identify the HR needs of the business for the next 12 months.

3. Develop a human resources (HR) plan to address the HR needs of the organisation and have the plan approved by the business manager and your assessor before proceeding further.

Note: HR plan must include: identification of needs or gaps, identification of key stakeholders and specialists, current status of human resources, recruitment and selection processes, and recommendations for improvements.

4. Develop job descriptions using the template in Appendix 1.

5. Develop an advertising policy and procedure, including checklist, which complies with organisational, legal and policy requirements.

6. Develop a selection policy and procedure, including checklists, that complies with organisational, legal and policy requirements for:

a. external reference checking

b. providing offers of employment (including advice about salary, terms and conditions, probation).

7. Discuss what technology you can use to improve the recruiting and selection process.

8. Review the procedures with key stakeholders and your assessor before proceeding.

9. Develop a training schedule for staff on 2 of the procedures you have developed.

Ensure participants complete the ‘training evaluation form’ located in Appendix 2.

· each procedure to include: purpose, policy, step-by-step instructions and checklists

· procedures must comply with legal and organisational requirements.

Appendix 1:
Position description template

Position title:

Position reports to:

Qualifications – essential

Key objectives

1.

2.

3.

4.

Key position functions

1.

2.

3.

4.

Key selection criteria

OHS requirement

Terms and conditions of employment

Appendix 2:
Training evaluation form

Task description

Competent

Not Yet Competent

1

2

3

4

5

Method of delivery (please circle):
1. presentation e.g. lecture
2. workshop e.g. classroom
3. one-to-one instruction
4. online interactive
5. other (please specify).
Rate the training:

unsatisfactory satisfactory

Was sufficient time allowed for session?

1

2

3

4

5

Were there adequate resources?

1

2

3

4

5

Was method of delivery engaging?

1

2

3

4

5

Was instruction clear?

1

2

3

4

5

Was sufficient time allowed for discussion?

1

2

3

4

5

Were supporting documents useful?

1

2

3

4

5

What further training is needed with this task?

.

Are there any other areas/tasks that you would like training for? Please specify:

..

Are you interested in conducting training in any areas? Please specify.

Jabin Hopkins Institute of Technology Page 1 of 5

BSBHRM506 Manage recruitment selection and induction processes Assessment 3

Induction process project

Submission details

Candidate’s Name

Phone No.

Assessor’s Name

Phone No.

Assessment Site

Assessment Date/s

Time/s

Assessment description

1. Develop a ‘New Staff Induction Handbook’ which contains the necessary information / forms / policies / procedures for a Manager / Team Member to conduct an effective staff induction.

2. Design a one-day staff development program titled “New Staff Induction’ for an organization of your choice. This can be an organization you are familiar with or an organization approved by your assessor.

The training program should include:

a. A definition of staff induction.

b. A description of the staff induction process.

c. A summary of why ‘staff induction’ is important.

d. Distribute the “New Staff Induction Handbook” to participants.

e. Discuss / demonstrate some of the documents / tools that are to be used in the induction process.

f.

Explain ‘Employee Probation’ and how this process is to be implemented and monitored.

g. Discuss legislation that is relevant to employees in the workplace.

h. Gather feedback sheets from participants and compile the results.

3. Evaluate the participant feedback and summarize any change you would make for future training sessions.

Training evaluation form

Task description

Competent

Not Yet Competent

1

2

3

4

5

Method of delivery (please circle):

1. presentation e.g. lecture

1. workshop e.g. classroom

1. one-to-one instruction

1. online interactive

1. other (please specify).

Rate the training:

unsatisfactory satisfactory

Was sufficient time allowed for session?

1

2

3

4

5

Were there adequate resources?

1

2

3

4

5

Was method of delivery engaging?

1

2

3

4

5

Was instruction clear?

1

2

3

4

5

Was sufficient time allowed for discussion?

1

2

3

4

5

Were supporting documents useful?

1

2

3

4

5

What further training is needed for this task?

.

Are there any other areas/tasks that you would like training for? Please specify:

..

Does the ‘New Staff Induction Handbook’ provide adequate guidance for inducting a new staff member?

Jabin Hopkins Institute of Technology Page 3 of 3

BSBHRM506 Manage recruitment selection and induction processes Assessment 4

Recruitment and Induction – Knowledge Test

Submission details

Candidate’s Name

Phone No.

Assessor’s Name

Phone No.

Assessment Site

Assessment Date/s

Time/s

Assessment description

Answer each of the following questions. Each question should contain approximately 250 words.

Question 1

Describe the concept of ‘outsourcing’ in regard to recruitment and selection. Explain why an organization may choose this method and what are some of the associated benefits with this approach are.

Question 2

What type of employment contracts can be used when recruiting staff? Why would an organization use different contracts for some staff?

Question 3

Explain what the term ‘industrial relations’ means. In Australia who is responsible for the management of industrial relations?

Question 4

Organizations sometimes use an ‘assessment centre’ when recruiting staff.

· Describe what an assessment center is.

· Explain what they do.

· Discuss why this approach may be superior to traditional types of recruiting.

Question 5

Who with an organization would provide an employee with information about their employment ‘salary, terms and conditions’? If this did not happen, where could an employee find out this information?

Question 6

Discuss the difference between ‘pychometric’ and ‘skills’ testing. Who would carry out these types of tests and why are they necessary in the recruitment process?

Question 7

Discuss why ‘diversity’ is important in the workplace. What potential problems can arise in a workplace with a high degree of diversity?

Question 8

Sometimes ‘specialists’ need to be engaged to assist with the recruitment process. What role do they play in ensuring the right person is recruited for the role.?

Jabin Hopkins Institute of Technology Page 1 of 2

Overview

BSBHRM506 Manage recruitment selection
and induction processes

Session 1

Purpose of this presentation
This presentation will introduce you to the concepts of:
Strategic planning, human resources (HR) planning, policy, process, and procedure.
Recruitment, selection, and induction process.
Factors that affect processes.
Need-to-know legislation.

2

Recruitment
Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired knowledge, skills and experience to allow an organisation to select the most appropriate people to fill job vacancies against defined position descriptions and specifications.
The purpose of the recruitment process is to find the widest pool of applicants to provide the greatest opportunity to select the best people for the required roles in an organisation.

Selection
Once a pool of candidates has been identified through the recruitment process, the most appropriate candidates are identified through a selection process including interviewing, reference checking and testing.  
The purpose of the selection process is to ensure that the best person or people are appointed to the role by using effective, and fair assessment activities.

Induction
Induction is the process for welcoming newly recruited employees and supporting them to adjust to their new roles and working environments. Starting a new job can be a stressful experience and new employees need help to settle in.
It involves orientation and training of the employee in the organisational culture, and showing how he or she is interconnected to everyone else in the organization.

Recruitment, selection and induction process
Recruitment, selection and induction are part of an ongoing cycle for organisations that focuses on filling vacant positions and preparation for future grow, change or replacement of staff

What kind of tasks and procedures will you participate in?
Identify vacant/ new position
Position analysis
Obtain permission to recruit
Develop job description
Advertise/ search
Collate (gather and examine) application
Short list applicants for interview
Develop interview and selection techniques
Conduct interviews
Selection by selection panel
Verbal offer
Reference checks
Response to unsuccessful applicants
Written contract signature
Induction

7

Key terms- 1. Strategic plan
An organisation’s overall plan or vision for the future (3–5 years).
Outlines where they are today, where they would like to be in the future and what elements they intend to focus on to get there
Describes mission and vision statements, value, goals and objectives

2. Policy
Policies are the guiding principles of an organisation and they describe how employees perform their duties from beginning and in an ongoing manner
Generally developed by relevant committees in consultation with stakeholders and executives.
Policy needs to be reviewed regularly.

Effective policies
Outline a desired standard
State its purpose
State legal obligation of management/ organisation
Specify objectives
Identify roles of managers, supervisors
Give timeframes
State how policy will be implemented and monitored
Outline employee expectations
Communicate policy to all employees.

3. Procedures
based on policy
step-by-step instructions for how something needs to be done
Specify who needs to perform the steps and what documentation is involved
Enable policies to be implemented
Need to be written clearly in plain English
Need to be accessible to all workers

Plan, policy, process, procedure
vision and mission
: outline their value and
direction for future growth
strategic plan
: outline how they will achieve
their goals
policy and procedures
: outline how to conduct
day-to day operation

Vision and Mission

Plans

Policies and Procedures

Common problems
As a HR manager, you will experience some common problems with recruitment, selection, and induction processes;
Lack of HR plan and policy
Inaccurate position description
Time delays
Insufficient personnel to handle process
Inaccurate supporting documentation
Poor communication

Effective processes
Effective recruitment, selection and induction processes need to be;
related to organisation policy
supported by documentation
communicated clearly to staff
supported by trained staff
Evaluated and reviewed regularly

Relevant legislation
Australian Human Rights Commission Act 1986
Age Discrimination Act 2004
Racial Discrimination Act 1975
Sex Discrimination Act 1984
Disability Discrimination Act 1992
Equal Opportunity for Women in the Workplace Act 1999
Fair Work Act 2009
Privacy Act 1988
Work/occupational health and safety

A guide to hiring

new employees

www.fairwork.gov.au

Hiring a new employee is an important decision for your business. This guide will help you find the right employee
for your workplace and get them started on the right track.

You can also access our ‘Hiring employees’ online learning course which has interactive activities, templates and
checklists to help you through the process. Visit www.fairwork.gov.au/learning

http://www.fairwork.gov.au

http://www.fairwork.gov.au/learning

The hiring process
Hiring a new employee is not a single event – it’s a process. Understanding each step in the process will help you
get the best outcome for your business.

Step One:
Know the law

There are workplace laws that apply to all employees in the
national workplace relations system. Before hiring a new
employee make sure that you know about your responsibilities
under the Fair Work Act 2009:

The National Employment Standards
There are 10 National Employment Standards (NES) that apply
to all employees in the national system. They cover:

1. M aximum weekly hours – 38 hours per week,
plus reasonable additional hours

2. Requests for flexible working arrangements –
certain employees can ask for a change in their
working arrangements

3. Parental leave – up to 12 months unpaid leave per
employee, as well as the right to request an additional
12 months leave

4. Annual leave – four weeks paid leave per year, plus an
additional week for some shift workers

5. Personal/carer’s leave and compassionate leave –
10 days paid personal/carer’s leave per year, two days
unpaid carer’s leave and two days compassionate leave
(unpaid for casuals) as required

6. Community service leave – unpaid leave for voluntary
emergency management activities and leave for
jury service

7. Long service leave – paid leave for employees who
have been with the same employer for a long time

8. Public holidays – a paid day off on a public holiday,
unless reasonably requested to work

9. Notice of termination and redundancy pay – up to
five weeks notice of termination and up to 16 weeks
redundancy pay

10. Fair Work Information Statement – must be provided
to all new employees.

For more information about each of the NES visit
www.fairwork.gov.au/nes

Awards and agreements

Modern Awards

A modern award is a document that sets out t
inimum wages and conditions for an industr

r occupation. They apply on top of the NES.

odern awards cover things like pay, hours of
ork, rosters, breaks, allowances, penalty rates

nd overtime.

o search for the modern award that applies to
our business, go to www.fairwork.gov.au/awar

nterprise Agreements

n enterprise agreement is a document that s
ut the minimum wages and conditions for a
orkplace. When an agreement is in place, it w
sually apply instead of the modern award.

he agreement is negotiated between the
mployer, a group of employees and their
epresentatives. The agreement is then lodged
ith the Fair Work Commission for approval.

ou can search for enterprise agreements or fi
ut more about agreement making on the Fair
ork Commission’s website www.fwc.gov.au

ward/Agreement free employees

ome employees will not be covered by a
odern award or enterprise agreement.

hese employees are considered to be award/
greement free. These employees are still
ntitled to the national minimum wage

he
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a

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o
w ill
u

T
e
r
w

Y nd
o
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A

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m
T
a
e
and the NES.

http://www.fairwork.gov.au/nes

www.fairwork.gov.au/awards

http://www.fwc.gov.au

Wages
Employees must be paid at least the minimum
wage provided in their award or agreement.
If they aren’t covered by an award or agreement,
they must be paid at least the national
minimum wage.

Pay rates are based on an employee’s duties
and other factors like their age and qualifications.
If an employee’s duties change, their wage may
also change.

Wages usually increase on 1 July every year.

For help with pay rates go to
www.fairwork.gov.au/pay

Record-keeping and pay slips
You need to keep written time and wage records
for each employee. This includes records about:

• their employment including:
– the employee’s name
– the employer’s name and ABN
– whether the employee is full-time or

part-time, permanent, fixed term or casual
– the date on which the employee

began employment
• pay
• overtime
• hours of work
• leave
• superannuation contributions
• termination of employment
• agreements relating to an individual’s

employment including individual
flexibility agreements and guarantees
of annual earnings.

These records must be kept for at least seven
years. Visit www.fairwork.gov.au/recordkeeping
for detailed information about record-keeping.

You also need to give all employees a pay slip
within one day of paying their wages. For a
template pay slip, go to
www.fairwork.gov.au/templates

Discrimination
Discrimination in the workplace is illegal.
Employees (or potential employees) cannot
be discriminated against because of their race,
colour, sex, sexual preference, age, physical or
mental disability, marital status, family or carer’s
responsibilities, pregnancy, religion, political
opinion, national extraction or social origin.

For more information about discrimination in
the workplace, go to
www.fairwork.gov.au/discrimination

Taxation and superannuation
Employers need to meet tax obligations for all
workers. This includes PAYG withholding and
superannuation on behalf of their employees.
Some employers will also have to pay payroll
tax when their total wages exceed a certain
level called the ‘exemption threshold’.

The Australian Taxation Office (ATO) can
give you advice about your tax and
superannuation obligations, visit
www.ato.gov.au/business/employers

Workplace health & safety
and worker’s compensation
As an employer, you are responsible for
providing a healthy and safe working
environment for your employees. You also
need to pay worker’s compensation insurance
for your employees.

For more information contact the relevant work
health and safety body in your state or territory,
go to www.fairwork.gov.au/links

http://www.fairwork.gov.au/pay

www.fairwork.gov.au/recordkeeping

http://www.fairwork.gov.au/templates

http://www.fairwork.gov.au/discrimination

http://www.ato.gov.au/business/employers

http://www.fairwork.gov.au/links

Step Two:
Think about hiring

The next step in the hiring process is to assess your business’ current and future needs and define the role you want to fill.
Decide whether hiring is the best option or whether you could consider alternatives, like training existing staff.

If you decide that you do need to hire, think about what you need from the person and develop a job description to match.
Consider the tasks you need the person to do and the skills/qualifications they will need to do this work.

When defining the role, think about the type of employee you need:

• Full-time employees work 38 hours per week and have ongoing employment. They have a regular pattern of hours and can
be asked to work additional hours if the hours are reasonable.

• Part-time employees work less than 38 hours per week and have ongoing employment. They have a regular pattern of hours
and can be asked to work reasonable additional hours.

• Casual employees aren’t guaranteed a certain amount of hours of work a week. They are usually paid an additional amount
called a ‘casual loading’ because they don’t get other entitlements like paid sick leave or annual leave.

• Fixed term employees are engaged for a specified period of time, task or season, e.g. a fixed term employee may be used to
cover a parental leave absence or to work on a particular project.

Step Three:
Attract the right people

Once you have a clear idea of the role you want to fill, you can then advertise the position. This means making sure that suitable
applicants hear about the opportunity, find the job appealing and match it with their expectations, skills and experience.
The best way to advertise will depend on the type of job and the industry your business is in. Consider options such as:

• online job sites • newspapers and industry publications
• social media • business or industry contacts
• notice boards or shop windows • recruitment agencies.

When preparing your job ad, list the skills and experience you are looking for. Remember to let applicants know what’s in it for them
by including information about the location, salary and benefits of the job.

Step Four:
Choose the right person

Depending on the number of applications you get, it might help to create a shortlist of people to interview. The shortlisting process
can help you identify the applicants whose skills and experience best match the role.

Once you have your shortlist, you can then prepare for your interviews. The interview process can be as formal or informal as you like.
Ensure that you ask questions which focus on the skills and abilities which are relevant to the position. Avoid asking questions that
are personal, intrusive or irrelevant to the role as they may be seen as inappropriate or discriminatory.

Visit our ‘Hiring employees’ online learning course for practical information about interviewing skills.

www.fairwork.gov.au/learning

www.fairwork.gov.au/learning

Step Five:
Offer of employment

Once you have chosen someone, contact them to offer them the job. It’s a good idea to follow this up in writing with a letter of offer.
This will help your new employee understand their conditions of employment. There are template letters of offer available at
www.fairwork.gov.au/templates

It’s a good idea to also include:

• a copy of the Fair Work Information Statement, available to print at www.fairwork.gov.au/fwis (this must be given to every new
employee when they start work)

• copies of any relevant company policies such as a code of conduct, uniform or social media policies
• any forms you need completed such as a tax file declaration and superannuation choice, see www.ato.gov.au/business/employers

Step Six:
Start on the right foot

Investing time in a thorough induction will help you get the most from your new employee. It will also help ensure that
the employee feels well-informed, welcomed and equipped to do their job.
As part of the induction program, you can include:

• a tour of the workplace and introductions to other employees
• an overview of the business
• an explanation of the employee’s role and responsibilities
• an explanation of the business’ policies and procedures including the hours of operation, the dress code and payroll
• an overview of the workplace health and safety protocols, including fire and evacuation procedures.

Step Seven:
Have a productive workplace

During the first few weeks of employment, meet with your new employee to set goals and expectations. As part of this conversation
you can identify any training they need and create a plan to ensure these needs are met.

It’s a good idea to continue to have regular meetings during the first few months so that you can give the new employee feedback
about their performance and monitor their suitability for the role. Developing a performance agreement with your new employee
will also help you do this.

If a problem does arise, address it with your new employee promptly. If you need assistance, you can access our
‘Difficult conversations in the workplace – manager course’ at www.fairwork.gov.au/learning

Tailored advice from your industry association
Your industry or business association can provide you tailored advice and assistance. For information please visit:

• the A ustralian Chamber of Commerce and Industry’s website for a list of industry organisations and chambers
at www.acci.asn.au/Our-Network

• the Ai Group, who represent employers across a variety of industries, at www.aigroup.com.au

• the Fair Work Ombudsman’s website for a list of registered organisations at www.fairwork.gov.au/registeredorgs

http://www.fairwork.gov.au/templates

http://www.fairwork.gov.au/fwis

www.ato.gov.au/business/employers

http://www.fairwork.gov.au/learning

www.acci.asn.au/Our-network

www.aigroup.com.au

www.fairwork.gov.au/registeredorgs

Hiring Checklist:

Know the award/agreement
An employee’s minimum terms and conditions of
employment will come from their award or agreement
if one applies.

Most employees will be entitled to things like annual
leave, sick leave and parental leave. They will also be
entitled to the allowances and penalty rates set out
in their award or agreement.

It’s important to find out what your employee should
get by reading the award/agreement.

If you need help finding out which award or
agreement applies visit www.fairwork.gov.au/awards

Decide on the person’s
employment status
To work out the right pay and conditions you’ll need
to know whether an employee is full-time, part-time
or casual.

For help figuring out what employment status suits the
position go to www.fairwork.gov.au/employment

Pay the right rates
There are different minimum rates of pay for different
jobs. Visit www.fairwork.gov.au/pay for help finding
out the minimum rate of pay for your employee.

Agree to hours and rostering
Under most awards you’ll need to agree with your
employees on their hours of work and rostering
in advance.

Our templates will assist you to do this and are available
at www.fairwork.gov.au/templates

Know your pay slips and
record-keeping obligations
You need to keep written time and wages records
for your employees for seven years. You also have
to give all of your employees a pay slip within one
day of paying their wages.

We have templates that can help. See
www.fairwork.gov.au/recordkeeping
for more information.

Find out about workplace
health and safety and worker’s
compensation
You need to provide your employees with a safe
workplace. This can include paying insurance to cover
workers who are injured or become ill because of work.

Visit your state or territory’s work health and safety
body for information about these obligations. You can
find their contact details at www.fairwork.gov.au/links

Get the paperwork ready
You should provide new employees with paperwork
including the Fair Work Information Statement and
a Tax File Declaration Form.

You may also:

• get the person ’s superannuation and bank
account details

• offer the person a letter of engagement.

We have templates that can help at
www.fairwork.gov.au/templates

Conduct an induction
Running an induction for a new employee will help
them to settle in quickly to the job and learn about
the workplace. It’s important that new employees are
aware of your expectations, like wearing a uniform or
dress codes.

A thorough induction will give you the chance
to explain your expectations and go through any
workplace policies and procedures that you have.
It will also allow new employees to ask questions.

Find out more
For more information about what you need to know
when hiring a new employee, as well as recruiting
the right people, see our ‘Hiring employees’ online
learning course at www.fairwork.gov.au/learning

For information about planning, starting and
growing your business, visit www.business.gov.au

Find out more
www.fairwork.gov.au
Small Business Helpline – 13 13 94

www.fairwork.gov.au/awards

www.fairwork.gov.au/employment

www.fairwork.gov.au/pay

www.fairwork.gov.au/templates

www.fairwork.gov.au/recordkeeping

www.fairwork.gov.au/links

www.fairwork.gov.au/templates

www.fairwork.gov.au/learning

www.business.gov.au

http://www.fairwork.gov.au