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School of Management — BUSM4589 Professional Human Resource Management Practices Assessment 1: Recruitment and Selection Assessment Type: Report Word limit: 1000 Overview In this assessment task, students are required to select a position of employment, either in a professional or trade background, and act as though preparation to interview for said position. The student will create interview questions for a hypothetical candidate and justify each question by providing references. Learning Outcomes Completing this task you will be able to evaluate and differentiate between various techniques for job analysis, recruitment and selection (CLO1) Assessment Details What is required for Task 1 Students are to download a job description for either a professional or trade position and attach it as an appendix. (You can also download a position description from your own workplace or company’s website). You are to write six questions and justify each question providing references to support your claims. You are advised to draw on the material in Week 2 for this task on interviewing skills and cite references appropriately* (please refer below to EasyCite). You are also advised to consider the RMIT Career and jobs website as an added resource (please refer to http://www1.rmit.edu.au/careers). Students may also wish to download a position description from Seek, Career One or any other online recuitment website that is well know and professional. Students may wish to use reputable websites that advertise positions such as: • https://www.seek.com.au • https://au.indeed.com • https://www.careerone.com.au Some ideas just for consideration for professional and trade positions are listed below: ▪ Professional Positions: • Human Resource Manager • Child Care Centre Manager • Nursing Clinical Director • External Auditor • Structural Engineer • Neurologist • Fashion Designer ▪ Trade Positions • Diesel Motor Mechanic • Fitter and Turner • Carpenter and Joiner • Air Conditioning and Mechanical Services Plumber • Chef • Automotive Electrician • Electrician https://www.seek.com.au/ https://au.indeed.com/ https://www.careerone.com.au/ Students may find the follwing resource useful: “Job Interviews Top Answers To Tough Questions” This can be accessed through http://ebookcentral.proquest.com.ezproxy.lib.rmit.edu.au/lib/rmit/detail.action?docID=1107489 For this task students are advised to access ebooks via the library, please refer to http://ebookcentral.proquest.com.ezproxy.lib.rmit.edu.au/lib/rmit/home. Search words and phrases such as ‘job interviews’ or ‘staff selection’ in the search bar to find useful resources. Assessment Criteria for Task 1: Instructions following effectively Appropriate development of the six questions and the justification of each question Appropriate RMIT Harvard referencing for quality websites, journal articles, text books (minimum of 8 references) Clear and comprehensive written style (spelling, grammar, syntax). http://ebookcentral.proquest.com.ezproxy.lib.rmit.edu.au/lib/rmit/detail.action?docID=1107489 http://ebookcentral.proquest.com.ezproxy.lib.rmit.edu.au/lib/rmit/home Referencing guidelines Use Harvard referencing style for this assessment. You must acknowledge all the sourses of information you have used in your assessments. Refer to the RMIT Easy Cite referencing tool to see examples and tips on how to reference in the appropriated style. You can also refer to the library referencing page for more tools such as EndNote, referencing tutorials and referencing guides for printing. Submission format Upload as one single file via the assignments submission page Academic integrity and plagiarism Academic integrity is about honest presentation of your academic work. It means acknowledging the work of others while developing your own insights, knowledge and ideas. You should take extreme care that you have: Acknowledged words, data, diagrams, models, frameworks and/or ideas of others you have quoted (i.e. directly copied), summarised, paraphrased, discussed or mentioned in your assessment through the appropriate referencing methods. Provided a reference list of the publication details so your reader can locate the source if necessary. This includes material taken from Internet sites. If you do not acknowledge the sources of your material, you may be accused of plagiarism because you have passed off the work and ideas of another person without appropriate referencing, as if they were your own. RMIT University treats plagiarism as a very serious offence constituting misconduct. Plagiarism covers a variety of inappropriate behaviours, including: Failure to properly document a source Copyright material from the internet or databases Collusion between students. For further information on our policies and procedures, please refer to the University website. Assessment declaration When you submit work electronically, you agree to the assessment declaration. Page 3 of 6 http://www.lib.rmit.edu.au/easy-cite/ http://www1.rmit.edu.au/library/referencing http://www1.rmit.edu.au/library/referencing https://www.rmit.edu.au/students/student-essentials/rights-and-responsibilities/academic-integrity https://www.rmit.edu.au/students/student-essentials/assessment-and-exams/assessment/assessment-declaration Week 2: Finding the right people: Recruitment and selection 2.1 Introduction to Week 2 In this module, you'll learn more about the recruitment and selection process, as well as the tools that you can use to help in selecting the best available candidate for a role. We'll go through how to make decisions on employment, such as linking staffing to strategy and describing the role, as well as the position itself. You'll get to explore the different steps in job analysis and design and how to develop position descriptions. We'll also discuss the recruitment and selection process in more detail. At the end of Week 2 you will be able to: · list the steps involved in the recruitment process · define organisational and job requirements · examine multiple ways to advertise a vacancy Read · Armstrong, M. 2017. Armstrong's handbook of human resource management practiceLinks to an external site., 14th edition (14th Ed.)., London, U.K.; Philadelphia, Pa.: Kogan Page. Part VI People resourcing, pp. 229-314 · Society for Human Resource Management Foundation 2016, Society for Human Resource Management Foundation’s effective practice guideline series – Talent Acquisition: A guide to understanding and managing the recruitment process (Links to an external site.)Links to an external site., Society for Human Resource Management Foundation. · Victorian Public Sector Commission 2007, Best Practices in Recruitment and Selection – Tool Week 2: Finding the right people: Recruitment and selection 2.2 Recruitment and selection In this section we will look at: · linking staffing to strategy – assessing and defining organisational requirements · the staffing (recruitment and selection) process · techniques for attracting the right candidates · processing applications · selection methods · making an offer · recent developments in staffing Figure 2.1: The Staffing Process (Source: RMIT, 2018) Alternate version (Links to an external site.)Links to an external site. What is meant by staffing, recruitment and selection? Staffing (sometimes known as resourcing) is the process of planning, acquiring, deploying and retaining employees, which enables the organisation to meet its talent needs and to execute its business strategy. Staffing is generally considered to have two components: recruitment and selection. Recruiting focuses on attracting people to apply, retaining qualified applicants in the candidate pool while they are evaluated, and finally enticing the chosen candidates to ultimately accept job offers. Selection is the process of choosing the most appropriate candidate from those available (Philips & Gully, 2014). Many practitioners use the term sourcing rather than recruiting to describe the attraction function and use 'recruiting' in place of the whole process of 'staffing'. In this course we will stick with the academic parlance and consider recruiting and selection as the staffing processes. Strategic decisions related to staffing Staffing decisions should be derived from the HR planning process, which in turn is related to the organisational strategic planning process. The human resources plan identifies the broad cultural and organisational aspects that enable management of people to effectively meet the objectives of the organisation. The human resources plan includes a workforce plan that identifies the number of employees required, the skills they need, their location, cost and the timing of recruitment; it also describes how and when action needs to be taken, and where and when, to recruit staff to meet the plan. A good description of workforce planning can be found in the following short article: Young, M. B. 2009, What makes workforce planning hot, hot, hot?, (Links to an external site.)Links to an external site. International Association for Human Resource Information Management (IHRIM). Week 2: Finding the right people: Recruitment and selection 2.3 Defining organisational and job requirements Defining organisational and job requirements As discussed, the organisational requirements will ideally be derived from the HR plan. However, in many instances, HR will be asked to assist in filling a new role or a vacancy resulting from the departure of an incumbent. Where the staffing request relates to a vacancy, it is important to be sure that the role actually needs to be filled. In any event, prior to undertaking the recruitment process, it is necessary to undertake a job analysis to determine the key attributes necessary for someone to perform the role. Job analysis Job analysis is the process by which HR professionals identify the work to be done by the role and the tasks necessary to do that work. From this process, the knowledge, skills and attributes (KSAs) required to do the job can be determined. This will usually involve the line manager of the role, in conjunction with the incumbent if there is one, or it may be necessary to interview experts. The US website O*NET Online (Links to an external site.)Links to an external site. is also a useful tool. The KSAs enable managers to identify key selection criteria to be used in the selection process. Key selection criteria are questions or tests that can be put to the candidate in an interview, established through documentation or a CV, or through a practical exercise (often known as an 'in-basket exercise'). As the name suggests, key selection criteria are those which are critical to the role – the criteria you will see in an advertisement as 'essential' rather than those which are nice to have. As an HR professional, your role will generally be one of providing support to line management in identifying and structuring roles, and assisting in the recruitment and selection of appropriate candidates. However, there are circumstances in which human resources staff undertake the bulk of the recruitment and selection process. For example, many large organisations today have established recruitment service centres that provide recruitment services for all parts of the organisation. Should you be involved in one of the service centres, you need to keep in mind your client managers’ needs as you go through the recruitment process, and engage with them as much as possible. Additional reading Read Baier, J., Strack, R., & Zimmermann, P. 2011, Deutsche Post DHL: Using Strategic Workforce Planning to Tackle Parallel Challenges (Links to an external site.)Links to an external site., Boston Consulting Group,