BSBHRM405 assessment Support the recruitment, selection and induction of staff
Activity 1, Activity 2, Activity 3, Activity 4, Activity 5, Activity 6, ... [Show More] Activity 7, Activity 8, Activity 9 ,Activity 10, Activity 11, Activity 12, Activity 13, Activity 14,
Question 1. How can an organization identify the requirement to make an appointment?
Question 2. Provide one reason why it is necessary to gain approval to fill position.
Question 3. An employee in your organization is five months pregnant and has informed management that she intends to take twelve months maternity leave. Management has told you that you can start to advertise for a temporary replacement in month before the employee goes on leave. What would you tell them about the timeline for recruitment?
Question 1. Draw up a competency profile for your job, a colleague’s job, or other job you are familiar with which accurately reflect the role requirements. You must provide at least five competencies in you profile and state the job the profile has been written for.
Question 2. Use the competency profile from the previous question to complete a job description. (2 or 3 pages)
Question 3. Explain the importance of consulting with relevant personnel when preparing job descriptions (50-100 words).
Question 1. What legislative requirements apply to job description or advertising?
Question 2. What type of people might a diverse workforce be made up of? Provide at least eight examples.
Question 3. What event marks the completion of the job description approval process?
Question 1. Choose a job you are familiar with and write an advertisement for that job, aiming to attract a person with the necessary skills and abilities to be successful in the job.
Question 1. You have been asked to convene a selection panel for a job that has been advertised. How would you decide on the composition of the interviewing?
Question 2. The organization you work for runs a chain of coffee shops. The organization is opening a new coffee shop and needs to hire a number of wait staff. Make a list of five questions you might ask applicants.
Question 1. What is the aim of anti-discrimination and equal opportunity legislation?
Question 2. Is it a good idea to ask individual candidates different questions? Explain.
Question 3. The selection panel wants to ask female applicants what they will do if their children get sick and cannot go to school/ child care. Does this type of question breach legislative requirements? Explain.
Question 1. How would you select criteria for short-listing candidates?
Question 2. Write a letter of application and resume for a job being advertised that you are qualified for. Explain why you think the letter and resume would ensure you were shortlisted for the job. The letter and resume should be no more than four pages in length.
Question 3. Should we take previous experience into account when short-listening candidates for a job? When is previous work experience not used as selection tool?
Question 1. You have been asked to schedule interview for shortlisted candidates. The interview panel suggests that interviews should take place every 15 minutes. What would you say?
Question 1. Write a general plan for the interview process. Bear your interview objectives in mind. Write down the steps in logical order, and approximately how much time should be spent on each.
Question 2. Choose a job that has been advertised or a job that you are familiar with. Construct two each of open, direct ad probing questions that could be asked at the interview to assess candidates against the agreed selection criteria. Experiment by asking other people each of the questions and see what type of answer you get to each.
Question 3. The HR manager in your organization says that they do not feel that the person who will be supervising the candidate that is being employed should participate in the interview process. What would you tell them about the need to discuss the assessment with the supervisor and to involve them in the negotiation for preferred candidate? (150-200 words).
Question 4. How can you ensure that you do not select a candidate for a job based on intuition or biases?
Question 1. Create a one-page form you can use when contacting a referee by phone.
Question 2. Make a list of at least 10 questions that you might ask a referee.
Create a form suitable for use as a selection report
Question 1. Draft a letter to be sent to unsuitable applicants. The letter should be general enough to be sent to every applicant excluded from the selection process. (Should not exceed one page in length.)
Question 2. You have selected a candidate who you wish to employ. As a part of securing their agreement to fill the position, you need to decide how much they will be paid. How would you do this?
Question 1. What are three of the documents, other than an employment contract, that you might need to provide the successful candidate?
Question 2. You have provided a candidate with an employment contract. When the contract was drawn up it was decided that the candidate would only be given five days personal/career’s leave a year. The minimum entitlement is 10 days. The candidate agrees to the contract and signs it. Does this means that legally they can only have five sick days a year? You might need to conduct your own research to answer this question. (120-180 words).
Question 3. How might you advise the manager and work team of the new appointment? What should they be told? (25-50 words).
Question 1. You are starting a new job. What are 10 areas of information that you would want to be provided during your induction?
Question 2. What role can supervisors perform in an induction program? (20-50 words).
Question 3. An employee is changing jobs within the organization. They do not feel like they need an induction. What would you tell them about the advantages of an induction for existing employees placed in new jobs with the same organization? (30-60 words).
Question 4. How would you address an employer’s legal obligations in an induction program? (40-75 words) [Show Less]