BSBHRM405A_BUS Lesson 1
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Transcript of BSBHRM405A_BUS Lesson 1
PRESENTATION OBJECTIVES
At the close of this session you will be able to:
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
OBTAIN APPROVAL
The first step is to obtain approval to commence the recruitment
process. Most organisations will have a procedure in place for
recruitment and the first step will direct you to gain approval. The
relevant authority will firstly consider:
• Is there still a business need for this role/position
• Has the role/position changed (i.e. is the Job Analysis still current?)
• Does the role/position still align with organisational needs (or
could the human resource be better utilised?)
• Is the employment type (fulltime; part time; casual) still current?
Once it is validated that this position must be filled, then the approval
to commence recruitment will be issued.
GETTING IT RIGHT
Getting your recruitment process right the first time
is imperative as, getting it wrong leads to a lot of
inefficiencies, loss of time and expense.
What is the impact of selecting the incorrect person
for the role?
• Negative impact on morale
• Decrease in productivity
• Expenses of advertising, outsourcing, interview
time, on-boarding costs, induction and training
time.
RECRUITMENT TIME LINES
It is necessary to understand your organisations recruitment time lines,
so that you know when to commence your recruitment process in order
to have a role filled by a target date (i.e. meet the business need)
Inefficient organisations can have a long drawn out recruitment
process. This is not a good impression to give a potential employee.
Consideration should be given to:
• Organisational goals and objectives
• Staff forecasting
• Labour market pressure and demand
• Advertising, interviewing, recruitment and induction time
JOB ANALYSIS
The first step is to conduct a job analysis for the role. A job analysis
evaluates why the “role” exists. It is not about the person. It focuses
on the role function and how this role is required to meet
organisational objectives.
It is an important first step which is often overlooked in a busy
organisation.
You must have a very clear picture of:
• why the role exists,
• what function does it provide to meet organisational objectives
• What tasks will be performed in this role
• What are the required skills, knowledge, qualifications and
experience for this role
METHODS OF JOB ANALYSIS
Some methods used for job analysis include:
• Review of job classification systems
• Supervisor interviews
• Expert panels
• Structured and open-ended questionnaires
• Observation, check list and work logs
WHAT IS A JOB DESCRIPTION?
A position (job) description defines the duties and tasks
comprising a specific job or function and identifies what a job
holder does, how it is done and why.
A position specification states the qualifications; experience; skills or
competencies; knowledge and abilities required for a person to perform
the job successfully.
The positon specification is often included in the Job Description
document.
The Job Description document will outline:
•Purpose
•Duties
•Responsibilities
TO WRITE A JOB DESCRIPTION...
1. Review the job analysis
2. Consult with stakeholders
3. Identify role tasks and duties
4. Identify role responsibilities
5. Identify qualifications required
6. Identify required competencies
7. Level of experience required
JOB DESCRIPTION SHOULD INCLUDE:
• Position Profile: the role tasks, duties,
responsibilities, qualifications,
competencies and experience
• Position summary
• Selection Criteria
• Legislation
ALIGN JOB DESCRIPTIONS AND WORKFORCE STRATEGIES
Workforce strategies may impact on the job descriptions and recruitment. For example,
if an organisational objective is to increase the workforce diversity. Then you will strive
to attract candidates from diverse cultures.
Targets for specific groups to ensure workforce diversity could include age, ethnicity,
experience, gender, qualifications, capabilities, attributes.
A targeted recruitment strategy to be relevant and compliant it needs to relate to:
• Company policies• Industry practices• Licensing requirements • Industry awards and codes• Workplace agreements• Job specifications• State and Federal Legislation such as Equal Employment Opportunity and Workplace
Health and Safety
LEGISLATION RELATING TO HR IN AUSTRALIAThere are important legislations, codes of practice and Acts that impact on the
recruitment and selection process. You must be aware of these legislations and
comply with the laws.
These include:
• Anti-discrimination Act
• Freedom of Information Act
• The Australian Human Rights Commission Act
• Federal- Fair Work Act
• Privacy Act
• Racial Discrimination Act
• Sex Discrimination Act
• Fair Work Act
• Workplace Health and Safety Act
WHS LEGISLATIONCommon to all WHS legislation in Australia are the following features:
• support for WHS in the workplace
• provision of systems of work that are safe and without risk to health
• prevention of injury and disease through the elimination or minimisation of
risks
• protection of the general public’s safety and health
• workplace representation, consultation, co-operation and issue resolution
• inspectors
• regulations
• enforcement
Given the above there are many impacts on the recruitment, selection and
induction processes. For example, job design will need to be mindful of the
provision of system of work that are safe and without risk to health.
ANTI-DISCRIMINATION LEGISLATION
Possible impacts on recruitment, selection and induction:
• Unlawful discrimination (recruitment and selection processes)
• Unlawful harassment (recruitment and selection processes) which
can include:
• Hostile working environments (induction)
• Workplace bullying (recruitment and selection for internal
promotion)
DISCRIMINATION AND HARASSMENT IS NOT:
Workplace harassment or discrimination must not be confused with
legitimate comment and advice (including relevant negative
comment or feedback) from managers and supervisors on the work
performance or work related behaviour of an individual or group.
The process of providing feedback to staff during a formal
performance appraisal, or counselling staff regarding their work
performance, will not always be free of stress. Managers should
manage these processes with sensitivity, but they should not avoid
their responsibility to provide full and frank feedback to staff.
(https://www.humanrights.gov.au/what-workplace-discrimination-and-
harassment)
PRIVACY LEGISLATION
Privacy can refer to:
Personal information
• Information that helps identify you is personal information. This
information may include medical records, photos, videos, bank
account details, and information may include your opinions and
where you work. This includes any information that can assist you
in identifying who you are.
Your personal information privacy is different to other
concepts such as:
• Confidentiality
• Secrecy
• Freedom of information
APPROVAL TO ADVERTISE
Organisations should have a procedure in place for recruitment and
selection which will include a step to gain approval to advertise.
Before approval is given the relative authority should ensure the
content of the advertisement:
• Complies with legislation
• Aligns to the job description document
PRESENTATION SUMMARY
Now that you have completed this summary you will be able to:
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