The document outlines the recruitment, selection and appointment procedure for WA Health. It discusses the process in four phases: 1) prior to recruitment which involves identifying the need to recruit and developing the job description, 2) recruitment and selection planning which involves considering advertising and non-advertising options to fill the vacancy, 3) applicant assessment which involves shortlisting, selecting and appointing applicants, and 4) appointment which finalizes the hiring process. The document provides detailed guidance on each step of the process and ensures compliance with relevant standards and regulations.
Recruitment and selection are important human resource functions for attracting qualified candidates and hiring the most suitable individuals. The summary is:
1. Recruitment involves advertising job openings, screening applicants, and creating a pool of qualified candidates using methods like internal promotion, job postings, agencies or job fairs.
2. Selection chooses the best candidates and involves applications, interviews, testing, reference checks and making a final hiring decision.
3. Onboarding new employees includes orientation to familiarize them with the company and socialization to align their expectations with organizational values.
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
The document provides an overview of the selection process in human resource management. It defines selection as the process of differentiating between job applicants to identify those most likely to succeed. The summary includes:
1) Selection involves multiple steps, from screening applications and resumes to conduct tests, interviews, background checks, and medical examinations to narrow the pool of candidates.
2) The goal is to reject unsuitable candidates at each stage through a "successive hurdles technique" until the best candidates remain.
3) An effective selection process reduces errors in hiring by accurately predicting who will and won't succeed in a role.
Important steps in the selection processRajeev Sharan
The document outlines the key steps involved in the selection process according to the checklist provided. It discusses 10 main steps: 1) Preparation, 2) Selection Committee, 3) Selection Criteria, 4) Advertising, 5) Shortlisting, 6) Referees, 7) Structuring the Interview, 8) Conduct of the Interview, 9) Reaching a Selection Decision, and 10) Conclusion. For each step, it lists various factors and considerations that should be addressed to ensure a fair and thorough selection process is followed. The goal is to apply merit-based selection principles and comply with equal opportunity requirements at all stages.
The document discusses recruitment methods in the fashion industry. It describes various recruitment channels like internal recruitment, external recruitment through advertising, agencies, and campus recruitment. Electronic recruitment through internet is also mentioned. The advantages and disadvantages of internal and external recruitment are provided. The selection process includes application, interview, testing, reference and background checks, physical examination and final decision. Onboarding of new employees involves introducing them to the organization, employee benefits and training opportunities.
Recruitment and selection are important human resource functions for attracting qualified candidates and hiring the most suitable individuals. The summary is:
1. Recruitment involves advertising job openings, screening applicants, and creating a pool of qualified candidates using methods like internal promotion, job postings, agencies or job fairs.
2. Selection chooses the best candidates and involves applications, interviews, testing, reference checks and making a final hiring decision.
3. Onboarding new employees includes orientation to familiarize them with the company and socialization to align their expectations with organizational values.
The document discusses the selection process at Google Inc. It begins by outlining the different levels in Google's organizational structure from top management to workforce. For selection from outside, the process involves an application, written and aptitude tests, technical and non-technical interviews, case study analysis, and group discussions. For selection from inside, the process focuses on performance, interviews, leadership quality, presentations, and case study analysis. The process concludes with offers and negotiations.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Selection and Appointment".
The document provides an overview of the selection process in human resource management. It defines selection as the process of differentiating between job applicants to identify those most likely to succeed. The summary includes:
1) Selection involves multiple steps, from screening applications and resumes to conduct tests, interviews, background checks, and medical examinations to narrow the pool of candidates.
2) The goal is to reject unsuitable candidates at each stage through a "successive hurdles technique" until the best candidates remain.
3) An effective selection process reduces errors in hiring by accurately predicting who will and won't succeed in a role.
Important steps in the selection processRajeev Sharan
The document outlines the key steps involved in the selection process according to the checklist provided. It discusses 10 main steps: 1) Preparation, 2) Selection Committee, 3) Selection Criteria, 4) Advertising, 5) Shortlisting, 6) Referees, 7) Structuring the Interview, 8) Conduct of the Interview, 9) Reaching a Selection Decision, and 10) Conclusion. For each step, it lists various factors and considerations that should be addressed to ensure a fair and thorough selection process is followed. The goal is to apply merit-based selection principles and comply with equal opportunity requirements at all stages.
The document discusses recruitment methods in the fashion industry. It describes various recruitment channels like internal recruitment, external recruitment through advertising, agencies, and campus recruitment. Electronic recruitment through internet is also mentioned. The advantages and disadvantages of internal and external recruitment are provided. The selection process includes application, interview, testing, reference and background checks, physical examination and final decision. Onboarding of new employees involves introducing them to the organization, employee benefits and training opportunities.
The document discusses recruitment and selection processes at CH Institute of Management & Communication. It describes the institute's departments and career opportunities. It then discusses the selection process, including preliminary interviews, employment interviews, reference checks, and job offers. It also addresses challenges in recruitment and selection like talent shortages. Common recruitment sources and advertising mediums are identified. The recruitment plan and stages in the selection process are outlined. Suggestions are provided for performance appraisal and improving the fire process. Various appraisal methods like checklists, rating scales, and rankings are defined.
The document discusses the selection and selection process in human resource management. It defines selection as the systematic process of choosing the best qualified candidate for a job based on their qualifications and fit with organizational requirements. The objectives of selection are to identify qualified candidates, reduce hiring costs, and evaluate recruitment efforts. The selection process involves application forms, resume screening, testing, interviews, candidate assessment, making a job offer, and negotiating compensation. Common selection tools include application blanks, weighted application forms, tests of intelligence, aptitude, personality and achievement, and different types of interviews. The goal is to hire the most suitable candidates through a standardized, objective process.
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
Selection process as a human resource functionTanuj Poddar
The document discusses the selection process as a human resource function. It defines selection as the process of choosing the most suitable candidates out of those recruited through the recruitment process. Selection involves collecting information on applicants through a series of steps to evaluate their suitability for a job.
The document then compares selection and recruitment, noting that recruitment involves attracting applicants while selection chooses the best candidates. Several factors can determine the steps in the selection process, including the type of job, number of applicants, and organization's selection policies.
The selection process typically involves preliminary interviews to screen applicants, application forms to collect information, selection tests, interviews, reference and background checks, and making and implementing the final selection decision.
The document discusses the selection process at Madras Fertilisers Ltd (MFL) and Pragati Fertilisers Ltd (PFL). MFL used scientific selection methods to hire Mr. Praveen as DGM of marketing, while PFL hired Mr. Chaitanya without tests. Under Mr. Chaitanya, PFL's market share grew from 10% to 60% while MFL's declined from 50% to 15%. This led MFL to review the validity of their selection tests. The document then discusses the meaning of selection, the difference between selection and recruitment, and outlines the typical steps in a selection process including preliminary screening, tests, interviews, reference checks, and a final decision.
The document discusses performance management in healthcare organizations. It explains that performance management involves linking organizational objectives and values to individual employee objectives. This ensures employees' work contributes to the overall mission of providing quality patient care. Effective performance management requires enhancing employee performance through competence development. Key aspects of performance management discussed include performance appraisal methods like written reports, critical incidents, rating scales and 360 degree feedback which evaluate employees. Clinical audit, assessment and surveillance are also discussed as ways to measure and improve healthcare performance based on standards and best practices.
- Adil Yakoub is seeking a challenging position in a leading organization to contribute positively and develop his professional skills.
- He has over 15 years of experience in audit and finance roles, including currently working as Manager of Internal Audit at Soorty Enterprises, a large textiles company.
- Prior to his current role, he worked for over 5 years at Ernst & Young in Pakistan, Saudi Arabia, and Qatar, fulfilling audit roles and gaining experience with companies in various industries.
The document discusses the processes of recruitment and selection. Recruitment is the process of identifying potential job candidates from internal sources like transfers, promotions, layoffs, or external sources like waiting lists, campus recruiting, or third-party recruiters. Selection is the process of evaluating candidates to choose the most suitable one, and involves screening applications, preliminary interviews, specialized application forms, testing, interviews, reference checks, medical exams, and final selection.
Standard procedure for selecting hospitality industry employeesGabriel Guzmán
The document discusses employee selection and the process of comparing job candidates' qualifications to the requirements of an open position. The goal is to maintain or increase organizational efficiency by selecting the most suitable candidates. Selection involves comparing employee characteristics to the job model or standard. There are three main models: model fitting for a single candidate, model selection for multiple candidates and one vacancy, and model classification for multiple candidates and vacancies. Effective selection tools like applications and weighted applications can help predict an applicant's potential workplace success by collecting verifiable background data and determining links to job performance.
A Study on Effectiveness of Performance Appraisal of EmployeesProjects Kart
Appraising the performance of the individual, groups and organization is a common practice of all societies. While in some instance these appraisal processes are structured and formally sanctioned, in other instances they are an integral and informal part of daily activities. The teacher evaluates the performance of student, banker evaluates the performance of creditors, parents evaluate the performance of their children and all of unconsciously or unconsciously evaluate our own action from time to time. In social interaction, performance evaluation is done in a haphazard an often unsystematic way. But in organization formal programs of evaluating employee and managerial performance-conducted in a systematic and planned manner have achieved popularity in recent years.
The document discusses the process of selecting job applicants. It defines recruitment as attracting applicants and selection as screening applicants to choose the most suitable candidates. The key steps of selection described are preliminary interviews, application forms, screening applications, tests to assess skills/personality, employment interviews, reference checks, medical exams, and making a job offer. The goal is to identify candidates who are qualified and able to perform the job duties while rejecting unsuitable applicants.
This ppt will help you understand the selection meaning, features and process in an easy way and with real corporate examples. Do Like, share and follow. Thank you
The document discusses the recruitment and selection process. It defines recruitment as attracting job applicants and encouraging them to apply for openings. The purpose of recruitment is to find qualified candidates to fill positions. Selection involves differentiating between applicants to identify the most suitable candidates. The key steps in selection are screening applicants, interviews, tests, reference and background checks. Selecting the right employees is important for performance, costs and legal obligations. Recruiting qualified people is essential for organizational efficiency.
STEPS OF SELECTION IN MANAGEMENT
source selection steps
management selection process
selection management systems
process of natural selection steps
project management selection process
project management step by step
5 steps of management process
steps of planning in management
what is process selection
process selection types
process selection for product production
project management selection process
process selection in operations management
selection management systems
what is a selection process
steps in selection process
Selection process of middle line manager.DEEPAK SAHU
The selection process for various medical positions involves multiple similar steps. Applicants submit applications and are shortlisted based on qualifications. Shortlisted candidates then undergo interviews and reference checks. The final selection decision is made by the selection committee. The document provides details about selection criteria and processes for positions like Auxiliary Nurse Midwife, Hospital Administrator, Housekeeping Supervisor, Pharmacist, Medical Representative, Area Sales Manager, and Regional Manager in different organizations and locations.
The document discusses staffing, recruitment, and selection. It defines staffing as filling positions in an organization by identifying workforce needs, inventorying available people, and recruiting, selecting, placing, promoting, appraising, and training candidates and current employees. Recruitment is the process of discovering sources of manpower to meet staffing requirements. Selection involves screening applications, conducting tests, preliminary interviews, medical examinations, reference checks, and final interviews to evaluate candidates and select the best qualified individuals for open positions. The goal is to effectively staff organizations with skilled employees to accomplish goals.
Selection process in HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
In this file, you can ref useful information about sample of performance appraisal form such as sample of performance appraisal form methods, sample of performance appraisal form tips, sample of performance appraisal form forms, sample of performance appraisal form phrases … If you need more assistant for sample of performance appraisal form, please leave your comment at the end of file.
The document discusses human resource management practices related to recruitment, selection, training, development, and performance appraisal of employees. It provides a step-by-step process for recruitment and selection that includes identifying vacancies, developing job descriptions, establishing a recruitment plan, selecting a search committee, reviewing applicants, conducting interviews, and selecting candidates. It also discusses identifying training needs, the difference between training and development, and methods for evaluating employee performance.
This document provides guidance on developing job descriptions, including describing duties, tasks, and other key elements such as the purpose of the role and level of supervision. It includes examples of well-written duties, tasks, and other sections for common roles such as an administrative specialist and senior hospital biller. The document emphasizes using clear action verbs and avoiding vague phrases in task statements.
The document discusses recruitment and selection processes at CH Institute of Management & Communication. It describes the institute's departments and career opportunities. It then discusses the selection process, including preliminary interviews, employment interviews, reference checks, and job offers. It also addresses challenges in recruitment and selection like talent shortages. Common recruitment sources and advertising mediums are identified. The recruitment plan and stages in the selection process are outlined. Suggestions are provided for performance appraisal and improving the fire process. Various appraisal methods like checklists, rating scales, and rankings are defined.
The document discusses the selection and selection process in human resource management. It defines selection as the systematic process of choosing the best qualified candidate for a job based on their qualifications and fit with organizational requirements. The objectives of selection are to identify qualified candidates, reduce hiring costs, and evaluate recruitment efforts. The selection process involves application forms, resume screening, testing, interviews, candidate assessment, making a job offer, and negotiating compensation. Common selection tools include application blanks, weighted application forms, tests of intelligence, aptitude, personality and achievement, and different types of interviews. The goal is to hire the most suitable candidates through a standardized, objective process.
The selection process involves choosing the best applicant for a job based on how well their qualifications match the job requirements and organizational culture. Key parts of the selection process include reviewing applications, preliminary interviews, tests, employment interviews, reference and background checks, and making a selection decision. The goal is to properly match people with jobs and the organization while avoiding legal issues from discrimination.
Selection process as a human resource functionTanuj Poddar
The document discusses the selection process as a human resource function. It defines selection as the process of choosing the most suitable candidates out of those recruited through the recruitment process. Selection involves collecting information on applicants through a series of steps to evaluate their suitability for a job.
The document then compares selection and recruitment, noting that recruitment involves attracting applicants while selection chooses the best candidates. Several factors can determine the steps in the selection process, including the type of job, number of applicants, and organization's selection policies.
The selection process typically involves preliminary interviews to screen applicants, application forms to collect information, selection tests, interviews, reference and background checks, and making and implementing the final selection decision.
The document discusses the selection process at Madras Fertilisers Ltd (MFL) and Pragati Fertilisers Ltd (PFL). MFL used scientific selection methods to hire Mr. Praveen as DGM of marketing, while PFL hired Mr. Chaitanya without tests. Under Mr. Chaitanya, PFL's market share grew from 10% to 60% while MFL's declined from 50% to 15%. This led MFL to review the validity of their selection tests. The document then discusses the meaning of selection, the difference between selection and recruitment, and outlines the typical steps in a selection process including preliminary screening, tests, interviews, reference checks, and a final decision.
The document discusses performance management in healthcare organizations. It explains that performance management involves linking organizational objectives and values to individual employee objectives. This ensures employees' work contributes to the overall mission of providing quality patient care. Effective performance management requires enhancing employee performance through competence development. Key aspects of performance management discussed include performance appraisal methods like written reports, critical incidents, rating scales and 360 degree feedback which evaluate employees. Clinical audit, assessment and surveillance are also discussed as ways to measure and improve healthcare performance based on standards and best practices.
- Adil Yakoub is seeking a challenging position in a leading organization to contribute positively and develop his professional skills.
- He has over 15 years of experience in audit and finance roles, including currently working as Manager of Internal Audit at Soorty Enterprises, a large textiles company.
- Prior to his current role, he worked for over 5 years at Ernst & Young in Pakistan, Saudi Arabia, and Qatar, fulfilling audit roles and gaining experience with companies in various industries.
The document discusses the processes of recruitment and selection. Recruitment is the process of identifying potential job candidates from internal sources like transfers, promotions, layoffs, or external sources like waiting lists, campus recruiting, or third-party recruiters. Selection is the process of evaluating candidates to choose the most suitable one, and involves screening applications, preliminary interviews, specialized application forms, testing, interviews, reference checks, medical exams, and final selection.
Standard procedure for selecting hospitality industry employeesGabriel Guzmán
The document discusses employee selection and the process of comparing job candidates' qualifications to the requirements of an open position. The goal is to maintain or increase organizational efficiency by selecting the most suitable candidates. Selection involves comparing employee characteristics to the job model or standard. There are three main models: model fitting for a single candidate, model selection for multiple candidates and one vacancy, and model classification for multiple candidates and vacancies. Effective selection tools like applications and weighted applications can help predict an applicant's potential workplace success by collecting verifiable background data and determining links to job performance.
A Study on Effectiveness of Performance Appraisal of EmployeesProjects Kart
Appraising the performance of the individual, groups and organization is a common practice of all societies. While in some instance these appraisal processes are structured and formally sanctioned, in other instances they are an integral and informal part of daily activities. The teacher evaluates the performance of student, banker evaluates the performance of creditors, parents evaluate the performance of their children and all of unconsciously or unconsciously evaluate our own action from time to time. In social interaction, performance evaluation is done in a haphazard an often unsystematic way. But in organization formal programs of evaluating employee and managerial performance-conducted in a systematic and planned manner have achieved popularity in recent years.
The document discusses the process of selecting job applicants. It defines recruitment as attracting applicants and selection as screening applicants to choose the most suitable candidates. The key steps of selection described are preliminary interviews, application forms, screening applications, tests to assess skills/personality, employment interviews, reference checks, medical exams, and making a job offer. The goal is to identify candidates who are qualified and able to perform the job duties while rejecting unsuitable applicants.
This ppt will help you understand the selection meaning, features and process in an easy way and with real corporate examples. Do Like, share and follow. Thank you
The document discusses the recruitment and selection process. It defines recruitment as attracting job applicants and encouraging them to apply for openings. The purpose of recruitment is to find qualified candidates to fill positions. Selection involves differentiating between applicants to identify the most suitable candidates. The key steps in selection are screening applicants, interviews, tests, reference and background checks. Selecting the right employees is important for performance, costs and legal obligations. Recruiting qualified people is essential for organizational efficiency.
STEPS OF SELECTION IN MANAGEMENT
source selection steps
management selection process
selection management systems
process of natural selection steps
project management selection process
project management step by step
5 steps of management process
steps of planning in management
what is process selection
process selection types
process selection for product production
project management selection process
process selection in operations management
selection management systems
what is a selection process
steps in selection process
Selection process of middle line manager.DEEPAK SAHU
The selection process for various medical positions involves multiple similar steps. Applicants submit applications and are shortlisted based on qualifications. Shortlisted candidates then undergo interviews and reference checks. The final selection decision is made by the selection committee. The document provides details about selection criteria and processes for positions like Auxiliary Nurse Midwife, Hospital Administrator, Housekeeping Supervisor, Pharmacist, Medical Representative, Area Sales Manager, and Regional Manager in different organizations and locations.
The document discusses staffing, recruitment, and selection. It defines staffing as filling positions in an organization by identifying workforce needs, inventorying available people, and recruiting, selecting, placing, promoting, appraising, and training candidates and current employees. Recruitment is the process of discovering sources of manpower to meet staffing requirements. Selection involves screening applications, conducting tests, preliminary interviews, medical examinations, reference checks, and final interviews to evaluate candidates and select the best qualified individuals for open positions. The goal is to effectively staff organizations with skilled employees to accomplish goals.
Selection process in HRM , initial screening in HRM, application completing in HRM, pre employement test in HRM, Comprehensive or Major interview in HRM, background and medical investigation in HRM
In this file, you can ref useful information about sample of performance appraisal form such as sample of performance appraisal form methods, sample of performance appraisal form tips, sample of performance appraisal form forms, sample of performance appraisal form phrases … If you need more assistant for sample of performance appraisal form, please leave your comment at the end of file.
The document discusses human resource management practices related to recruitment, selection, training, development, and performance appraisal of employees. It provides a step-by-step process for recruitment and selection that includes identifying vacancies, developing job descriptions, establishing a recruitment plan, selecting a search committee, reviewing applicants, conducting interviews, and selecting candidates. It also discusses identifying training needs, the difference between training and development, and methods for evaluating employee performance.
This document provides guidance on developing job descriptions, including describing duties, tasks, and other key elements such as the purpose of the role and level of supervision. It includes examples of well-written duties, tasks, and other sections for common roles such as an administrative specialist and senior hospital biller. The document emphasizes using clear action verbs and avoiding vague phrases in task statements.
Procter & Gamble has a rigorous recruitment and selection process that aims to identify candidates with the key competencies needed for success at the company. The process begins with online assessments of a candidate's success drivers and reasoning abilities. Shortlisted candidates then complete an in-person reasoning test and interviews. Procter & Gamble seeks to promote diversity and inclusion through its recruitment, with goals to increase hiring of women and minorities for management roles. The company also aims to provide employment opportunities for individuals with disabilities through facilities like its new packaging center.
This document discusses recruitment and selection processes. It outlines the goals of recruitment as generating a large applicant pool and allowing self-selection. Sources of recruits include external searches, referrals, agencies, schools, and casual applicants. Selection aims to predict success and inform applicants. The process includes applications, interviews, decisions, investigations, tests, exams, and interviews. Valid selection depends on validity, reliability, and cut scores. Validity strategies are content, construct, and criterion-related. Validity generalization uses meta-analysis to validate tests across occupations.
The document discusses various aspects of staffing, including:
- Staffing involves bringing the right people into an organization and is key to its success.
- The stages of the staffing process include estimating manpower needs, recruitment, selection, placement, training and development.
- Recruitment can come from internal sources like transfers and promotions, or external sources like advertisements, employment agencies, campus recruiting.
- Selection involves screening applicants and may include tests, interviews, and background/reference checks to identify the best candidates.
- Training and development are important for improving employees' skills and preparing them for future roles. This benefits both individuals and the organization.
This document outlines the recruitment policy and procedures of the University of Derby. It aims to recruit staff with the necessary skills to fulfill the university's objectives in a fair and effective manner consistent with equality and diversity policies. The key steps of the recruitment process include justification for recruitment, filling the vacancy, advertising, candidate selection including shortlisting and interviews, making an appointment offer, maintaining confidentiality, and monitoring equality and diversity statistics. Interview panels must consider all candidates equally and document their selection process.
The document provides an overview of recruitment and selection processes. It discusses the importance of recruitment and selection functions in personnel management. Recruitment involves estimating vacancies, attracting applicants, and creating a pool of candidates for selection. Selection involves screening applicants through interviews, tests, and background checks to select the most suitable candidates. The document also discusses internal and external sources of recruitment, the recruitment planning process, and the typical steps involved in selection including preliminary interviews, tests, employment interviews, job offers, and final selection.
The document defines key terms related to human resource management and the employment cycle. It discusses the importance of training for achieving organizational objectives. It also explains the relationship between performance review and reward management, distinguishing between financial and non-financial rewards. Specifically, it notes that performance review is used to evaluate performance, identify areas for improvement, and provide a basis for rewards to motivate employees.
The document provides details about the recruitment and selection process at Damodar Valley Corporation (DVC). It discusses DVC's internal and external recruitment sources. The recruitment process includes job analysis, notification of vacancies, screening applications, conducting interviews, and making hiring decisions. Selection criteria include qualifications, experience, and reservations/relaxations for scheduled castes, scheduled tribes and other backward classes. DVC recruits both internally through promotions and externally through various sources like newspapers, websites, campus recruitment.
The document summarizes the key aspects of employment planning and procurement in human resource management. It discusses job analysis and defining job requirements. The procurement process involves deciding what positions to fill, recruiting candidates both internally and externally, screening applicants through interviews and tests, and making job offers. Employment planning assesses an organization's human resource needs and translates overall goals into required staff. It aims to prevent understaffing and overstaffing while ensuring the right employees are hired to achieve strategic objectives. Common recruitment sources, selection steps, and types of employment tests are also outlined.
This document discusses the recruitment and selection process. It begins by defining recruitment as announcing job opportunities to attract suitable applicants. The recruitment process involves identifying vacancies, analyzing job requirements, reviewing applications, screening candidates, and selecting the right candidate. Key aspects of the recruitment process discussed include recruitment planning, developing a recruitment strategy, searching for candidates through internal and external sources, and screening and shortlisting candidates.
Escorts Limited is an Indian engineering conglomerate that was founded in 1960 and is involved in businesses like agriculture machinery, construction equipment, and railway equipment. It is one of the largest tractor manufacturers in India and has two international subsidiaries. The company is committed to quality and has facilities for automotive press shop, hemming shop, die spotting press, and weld shop. It also has capabilities in CAD modelling. Escorts manufactures tractors under brands like Farmtrac, Powertrac, and Escort and has products like shock absorbers and railway couplers. The company is committed to quality, environmental performance, and customer satisfaction.
The document discusses the recruitment process for Community State University. It outlines a 7 step recruitment process that includes analyzing job requirements, preparing job and candidate profiles, finding candidates through internal and external methods, managing applications, selecting candidates, making job offers, and conducting an induction process. It emphasizes the importance of an effective recruitment process for hiring qualified candidates which can improve employee performance, discipline, and organizational success. An effective process incorporates analyzing job needs, attracting a diverse pool of candidates, screening applicants, and integrating new employees.
The document discusses recruitment and selection processes in nursing management. It defines recruitment as attracting suitable candidates to apply for jobs. The types of recruitment include planned, anticipated, and unexpected. The objectives, sources, and basic elements of recruitment policy are outlined. Internal and external sources of recruitment are explained. The methods of recruitment include direct, indirect, and third party approaches. The recruitment process involves planning, strategy development, searching, screening, evaluation, and control. Selection is defined as choosing candidates with the required abilities. The stages of selection include interviewing, testing, approval, referencing, medical examination, and placement. Promotion is discussed along with factors implying promotion and components of a promotion policy.
Recruitment and Selection
Recruitment :
Recruitment is a process of attracting candidates towards a job in an organization.
Selection :
Selection is a process of hiring right person for a right job at a right time at a right cost.
Selection follows recruitment.
This chapter discusses recruitment and selection processes. It covers strategic recruitment decisions including internal and external sources. Recruitment goals are to attract qualified applicants while encouraging unqualified ones to self-select out. Selection criteria include education, experience, skills and personality. Selection methods evaluated are testing, information gathering and interviewing. Common interview mistakes like biases are also discussed. The chapter aims to help understand recruitment and selection and design effective processes.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
This document outlines 3 assignments for a Certified Recruitment Analyst project, each analyzing the job requirements for a different position - Payroll Assistant, Clinical Support Nurse, and Program Manager. For each assignment, the document describes the job description, fundamental and motivational analysis, job element analysis, required knowledge and skills, behavioral traits, and sample interview questions. The purpose of the project is to develop comprehensive job specifications that accurately reflect the qualifications and skills needed for each role.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Call8328958814 satta matka Kalyan result satta guessing➑➌➋➑➒➎➑➑➊➍
Satta Matka Kalyan Main Mumbai Fastest Results
Satta Matka ❋ Sattamatka ❋ New Mumbai Ratan Satta Matka ❋ Fast Matka ❋ Milan Market ❋ Kalyan Matka Results ❋ Satta Game ❋ Matka Game ❋ Satta Matka ❋ Kalyan Satta Matka ❋ Mumbai Main ❋ Online Matka Results ❋ Satta Matka Tips ❋ Milan Chart ❋ Satta Matka Boss❋ New Star Day ❋ Satta King ❋ Live Satta Matka Results ❋ Satta Matka Company ❋ Indian Matka ❋ Satta Matka 143❋ Kalyan Night Matka..
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...
586
1. Printed copies can only be valid at the time of printing.
RECRUITMENT, SELECTION AND APPOINTMENT PROCEDURE
1. INTRODUCTION
This Procedure should be read in conjunction with the WA Health Recruitment, Selection and
Appointment Policy. The Procedure provides minimum process requirements for
implementation of the policy and includes reference to Guidance Notes that further support
good practice.
WA Health is committed to ensuring that recruitment, selection and appointment, secondment,
transfer and temporary deployment (acting) processes, actions and decisions comply with the
Employment Standard1
and are consistent with outcomes sought by the organisation,
including diversity.
The Employment Standard together with the Commissioner’s Instruction Filling a Public Sector
Vacancy establishes the minimum standards and requirements that apply when filling a
vacancy.
2. DEFINITIONS
Alesco Integrated HR system
Appointment Placement into a position indefinitely or for a finite period of time
Assessment of merit An assessment based on merit, that is free from bias, nepotism
and patronage, and takes into account the full range of skills,
knowledge and abilities relevant to the work related
requirements and outcomes sought in a particular work
environment
Authorised Delegate As stipulated in the WA Health Authorities, Delegations and
Directions Schedule
Breach of Standard Claim Claims made in accordance with the Public Sector Management
(Breaches of Public Sector Standards) Regulations 2005 by a
person who considers they have been adversely affected by a
breach of a public sector standard by a public sector body
Commissioner’s
Instruction (CI)
Written instructions which generally deal with matters of public
sector management and administration
Competitive Assessment
of Merit
A process in which more than one person has their respective
merit assessed for a vacancy
Criminal Records
Screen(CRS)
A process that checks the criminal records of all individuals who
work in or provide services to WA Health
Eligibility to Work Identity check for Australian citizens and permanent residents
and visa verification for temporary residents
Employment Standard Sets out the minimum standards to be complied with when
filling a vacancy by recruitment, selection, appointment,
transfer, secondment and temporary deployment (acting)
activities
1
Commissioner’s Instruction, Employment Standard
2. Recruitment, Selection and Appointment Procedure v3 Page 2 of 19
Establishment Check A HCN check to determine and confirm if a position exists
Health Corporate
Network (HCN)
Employment Services
Branch
Corporate Shared Services Centre providing recruitment,
employment contract management and establishment services
to WA Health
Human Resource
Information Management
System (HRIMS)
Enables the storage of employee data, including recruitment,
payroll, employment, training, leave and rostering. The two
systems used by WA Health are Alesco and Lattice
Individual Assessment of
Merit
An assessment of one person’s merit for a vacancy
Integrity Check A process that checks if a preferred applicant was previously
dismissed by WA Health due to misconduct or resigned prior to
a finding of misconduct that would have resulted in dismissal
Job Description Form
(JDF)
Documentation that outlines the key responsibilities of a
position, including a summary of the duties, selection criteria
and other appointment requirements
Public Sector Body Agency, ministerial office or non-SES organisation
RAMS or BigRedSky Recruitment Advertising Management System
Recruitment Pools
(including Shared Pools)
A pool of people assessed as being suitable for appointment. A
shared pool is formed by the employing authorities of two or
more public sector bodies
Recruitment, Selection
and Appointment (RSA)
Processes used to attract, assess and select applicants to fill a
vacancy
Redeployee An employee who has been formally registered as a “registered
employee” under Regulation 11 of the Public Sector
Management (Redeployment and Redundancy) Regulations
1994. These regulations provide the employee priority access to
employment opportunities in public sector bodies.
Redeployment Process of placing employees whose positions have been
abolished and are surplus to WA Health requirements
Redeployment Clearance A Redeployment Clearance is provided once it is determined
that there is no suitable redeployee to fill a posted vacancy
Secondment The temporary movement of an employee to a different
employing authority or outside of the public sector
Suitability Lists A list of people assessed as being suitable for appointment.
Similar Vacancy A position that is the same level as the advertised vacancy and
comparable in terms of job requirements and the skills,
knowledge and abilities required to undertake the position
Specialist Position A position that the authorised delegate has determined requires
special particular skills, knowledge, experience or qualifications
Temporary Deployment
(Acting)/Higher Duties
(Acting)
The temporary movement of an employee to the same or a
higher classification level
Transfer The permanent movement at the same classification level.
Transfers occur in accordance with the Employment Standard,
industrial awards and agreements or legislation
Transparent and Capable
of Review
The assessment process is capable of being examined by an
independent person and documented well enough for a
reasonable person to understand how and why the decision
was made
3. Recruitment, Selection and Appointment Procedure v3 Page 3 of 19
Vacancy A vacant post, office or position within the public sector. A
vacancy can result from the creation of a new post, office or
position or by the temporary or permanent movement of another
employee
WA Health Term that includes the following employing authorities:
Department of Health, Metropolitan Health Service, Peel Health
Service, WA Country Health Service
Work Related
Requirements
Selection criteria and other appointment requirements
determined and documented by WA Health
Working with Children
Check
A check that is required to be undertaken if a position is
categorised under the relevant legislation as undertaking child-
related work
4. Recruitment, Selection and Appointment Procedure v3 Page 4 of 19
3. RECRUITMENT, SELECTION AND APPOINTMENT PROCESS
Flowchart
This flow chart displays the broad sequence of activities required for filling a vacancy and
includes links to the Health Corporate Network’s (HCN) transactional processes, and generic
optional guidance notes.
PHASE 1:
Prior to recruitment
Step 1
Identify the need to recruit
Step 2
Develop or review JDF
PHASE 2:
Recruitment and selection planning
Step 1:
Consider non
advertising options to fill
a vacancy
Step 1
Consider advertising
options to fill a vacancy
Step 2
Submit request to
advertise form to HCN
HCN
Form
N4
Advertising
Guidance Note
(2)
My HR
Requis
ition
Selection
Panels
Guidance
Note (3)
Step 3
Convene selection panel*
(*may be convened at an
earlier stage)
OR
Step 2
Submit non-advertising
request form to HCN
Go to Phase 4
(Appointment)
JDF/Work
Related
Requirements
Guidance Note
(1)
5. Recruitment, Selection and Appointment Procedure v3 Page 5 of 19
Step 2
Shortlist applicants
Step 3
Assess / select applicants
Step 4
Complete and submit
approved selection report
to HCN
HCN
Form
R12
HCN
Form
R7
HCN
Form
R12
Step 1
Review eligibility
PHASE 4:
Appointment
Step 1
(HCN) Undertake audit,
advise applicants
Post selection
feedback
Breach claims
(HCN) Advise
successful
applicants
Step 2
(HCN) Finalise pre-
employment screening
HCN
Form
N5
Step 3
Confirm start date
Step 4
(HCN) Issue contract
(HCN) Advise
unsuccessful
applicants
Shortlisting
Applicants
Guidance Note
(4)
Assessment/
Selection
Guidance Note
(5)
Post Selection
Feedback
Guidance Note
(6)
Step 5
Commence induction
HCN
Form
R12
Letter of offer
PHASE 3:
Applicant Assessment
6. Recruitment, Selection and Appointment Procedure v3 Page 6 of 19
PHASE 1 PRIOR TO RECRUITMENT
In accordance with sound human resource and financial management practices, it is
essential that the relevant manager reviews the position in the context of the needs of the
area before commencing a recruitment process.
Step 1 Identify the need to recruit
Determine if a new position is required and/or a vacant position exists within the team/area.
As part of the process of reviewing the needs of the area, issues to consider include:
• Is the position in addition to the approved establishment or existing structure?
• Is the position funded?
• Can the job functions be reallocated across the team?
• Could the position be performed on a part time or job share basis?
• Could all or part of the functions be undertaken or affected by technology?
• Is the Job Description current or is a new one required?
For further assistance, contact local HR.
Step 2 Develop or review Job Description Form
Ensure the Job Description Form (JDF) accurately reflects the role and the work-related
requirements. The work-related requirements are essential to the recruitment, selection and
appointment and will enable a assessment/selection that is transparent and capable of
review. As a minimum, the JDF must consist of:
• Name of Health site
• Job title
• Job level (relevant Award and classification)
• Reporting relationships (organisational chart)
• Conditions of employment
• Role purpose
• Principal responsibilities
• Work related requirements
PHASE 2 RECRUITMENT AND SELECTION PLANNING
Recruitment/selection planning assists in identifying the best options (both non-advertising
and advertising) available to fill a vacancy and ensures the most efficient and responsive
process.
Non-Advertising Stream
Step 1 Consider non advertising options2
1.1 Circumstances and requirements where an appointment may be made without
advertising or a competitive assessment of merit:
a) An employee is transferred (refer to definitions) at the same classification level to
another position within a WA Health employing authority or to another public sector
body (M6 form)
b) Acting, secondment and fixed term contract opportunities less than six months, where
there is no likelihood these opportunities will be extended (M3 or N1 form)
2
Commissioner’s Instruction Filling A Public Sector Vacancy
JDF/Work
Related
Requirements
Guidance Note
(1)
7. Recruitment, Selection and Appointment Procedure v3 Page 7 of 19
c) When it is a Level 1 (or entry level) applicant or trainee who has satisfied the entrance
requirements and has been referred to WA Health by the Public Sector Commission
for an assessment of individual merit (N4 form)
d) Where the authorised delegate is satisfied that advertising will not attract a competitive
field due to the specialist nature of the position
e) Where the position is critical, has a whole of government focus and is for less than 12
months
f) Where a public service officer3
holds an existing office and is to be appointed to a
further office/s that is not higher than the current office or classification held
g) Where a previous permanent employee of a WA Health employing authority (not in the
Senior Executive Service) is to be appointed to a vacancy that is the same or similar
(same level4
and same or similar job requirements) to a previous role held by the
employee in that employing authority, and the following critieria are met:
i) the employee must have worked for the WA Health employing authority
for a period of no less than 12 months continuous service (and was
employed no longer than five years previously)
ii) the employee must have a documented record of satisfactory
performance in their previous role; and
iii) if applicable, the employee is to have met any severance or redundancy
conditions.
In all of the circumstances above, an individual assessment of merit is required (refer to
Phase 3, step 3) and HR advice must be sought prior to approval by the authorised
delegate/decision-maker (refer to Step 2 below).
1.2 Circumstances and requirements where a permanent appointment may be made with
out further advertising or a competitive assessment of merit.
1.2.1 Employees on secondment, acting or on fixed term contracts5
may be appointed to a
permanent position provided all of the following criteria are met:
a) the possibility for permanency to the vacancy or a similar vacancy was stated in the
original advertisement6
b) the possibility of permanency has been documented as part of a recruitment decision
c) an individual assessment of merit has been undertaken prior to permanent
appointment to confirm suitability (Refer to Phase 3, step 3)
d) the person has been acting, seconded or on contract generally for no less than 12
months and the conversion to permanency occurs no later than two years after the
vacancy was advertised
e) performance development/management has been undertaken and documented during
the term of the secondment, acting or fixed term contract opportunity and
supports/provides evidence of satisfactory performance.
3
Public Service Officer means executive officer, permanent officer or term officer employed in the Public Service under Part 3 of the PSMA.
4
Appointment to a vacancy may also be at same or lower level to a previous role held by the employee
5
Subject to specific legislative requirements, the following groups of fixed term contract employees are excluded from the ability to be
appointed permanently: Senior Executive Service Officers, CEOs; and Term of Government or term of Minister Ministerial Officers (s.68
PSMA)
6
For Public Service vacancies (appointed under Part 3 of the PSMA) the position needs to have been advertised in accordance with s.64
(4) of the PSMA
8. Recruitment, Selection and Appointment Procedure v3 Page 8 of 19
1.2.2 Where a position has been advertised and a recruitment process has been conducted,
this process may be used to fill subsequent vacancies six months from when the
authorised delegate endorsed the recruitment decision provided the following criteria
are met (N5):
a) Subsequent appointments are at the same level and status and have identical or
similar job requirements to the original vacancy. Selection documentation must
support that the person to be appointed was considered to be suitable for the
original vacancy; and
b) The possibility of appointment to a similar vacancy was stated in the original
advertisement.
Step 2 Submit non-advertising request
Once HR advice is received and the decision is approved by the authorised delegate, submit
the relevant form or written request* to HCN with an individual assessment of merit if
required (HCN R12 form may be used).
*Please note that for new circumstances, a written request must be submitted to HCN that
confirms HR advice has been received, the criteria has been met for the relevant
circumstance and the decision has been approved by the authorised delegate (Refer to
Table 1).
Table 1 Authorised delegate for new circumstances
Health Entity Authorised delegate New circumstance
North Metropolitan Area
Health Service
PathWest
Dental Health Service
Chief Executive NMAHS
1.1(d)
1.1(g)
1.2.1
South Metropolitan Area
Health Service
Chief Executive SMAHS
1.1(d)
1.1(g)
1.2.1
WA Country Health
Service
Chief Executive WACHS
1.1(d)
1.1(g)
1.2.1
Child and Adolescent
Health Service
Health Corporate
Network
Chief Executive CAHS
1.1(d)
1.1(g)
1.2.1
Other Health Entities not
scheduled
Director General
1.1(d)
1.1(g)
1.2.1
Department of Health Director General
1.1(d)
1.1(g)
1.2.1.
All Health Entities Director General
1.1(e)
1.1(f)
9. Recruitment, Selection and Appointment Procedure v3 Page 9 of 19
Once HCN has received and confirmed the relevant form or written request, it will finalise the
Appointment process (Go to Phase 4).
Advertising Stream
Step 1 Consider advertising options
When planning advertising, in order to attract the most competitive and suitable applicants for
position vacancies, issues to consider include:
• Degree of difficulty in attracting a suitable candidate pool
• Characteristics of the target group
• Target groups preferred media and method for seeking employment
• Equity and Diversity considerations
• Overseas recruitment* (including sponsorship requirements for temporary or
permanent residency visas)
*Contact local HR for further information.
1.1 Advertising
The internet is the primary advertising medium for WA Health employment opportunities.
Placement on the WA Government Jobs Board and the WA Health Jobs Board are required
to be booked and processed through HCN. Other advertising sources include MyHR (Alesco
sites only) or Job Opportunities (on the HCN intranet site).
Other than via the internet, advertising of individual positions is not available, unless an
exemption is approved. Exemptions are listed at Appendix 1. Generic advertising in local,
national, selected community and regional newspapers and other selected media will direct
potential applicants to the WA Health Jobs Board.
If a decision is made to use a private company for recruitment services, WA Health must use
contractors listed on the Public Sector Common Use Arrangements (CUA’s) for Human
Resources (HR) Services unless an exemption to use the CUA is approved. The contractor
must comply with all legislative obligations, other relevant directives (including financial
directives) and the RSA policy and procedures.
In addition, where an executive search is undertaken by a private contractor, it must:
• be run in conjunction with the required website or press advertising and the
advertisement must stipulate that WA Health reserves the right to run an executive
search or that an executive search is under way; and
• where a search is initiated after press advertising, all applicants who responded to the
advertisement must be notified about the search, including the extension to the closing
date. Applicants may then submit further information in support of their application. For
further information, contact HCN.
1.2 Advertising categories
The following table outlines the advertising categories, minimum requirements and vacancy
options available for WA Health.
Advertising
Guidance Note
(2)
10. Recruitment, Selection and Appointment Procedure v3 Page 10 of 19
Table 2 Advertising categories (including vacancy options)
Category Minimum
advertising
medium
Other
advertising
sources
Vacancy
options
General
General vacancies include
permanent vacancies, vacancies
identifying the possibility of
permanency, or fixed term contract
opportunities over six months
Vacancies are open to internal and
external applicants
WA Government
Jobs Board
WA Health
Jobs Board
MyHR or Job
Opportunities
(HCN)
Single
Vacancy
Recruitment
Pool
Targeted
General vacancies that are difficult
to fill (eg in regional or remote
locations) and:
• advertising on WA
Government Jobs Board
would be unlikely to result in
a competitive field; and
• the authorised delegate has
formed an opinion that a
competitive field can be
obtained through targeted
advertising.
Vacancies are generally limited to
internal applicants, however
invitations may be extended to
external applicants
My HR or Job
Opportunities
(HCN)
Local Notice
Board or
Email
Single
Vacancy
Recruitment
Pool
Acting opportunities
Acting Opportunities greater than
six months which do not have a
possibility of becoming permanent
Vacancies are limited to internal
applicants
Level of Advertising
to be determined by
the WA Health
employing authority
It is recommended
that vacancies are
advertised widely
and a competitive
assessment of
merit undertaken
Local Notice
Board or
Email
MyHR or Job
Opportunities
(HCN)
Single
Vacancy
Recruitment
Pool
Opportunities 6 months and
under
Opportunities less than six months,
including casual appointments
Vacancies may be open to external
and/or internal applicants
Level of advertising
to be determined by
the WA Health
employing authority
It is recommended
that vacancies are
advertised widely
Local Notice
Board or
Email
MyHR or Job
Opportunities
(HCN)
WA Health
Single
Vacancy
EOI
Recruitment
Pool
11. Recruitment, Selection and Appointment Procedure v3 Page 11 of 19
and a competitive
assessment of
merit undertaken
Jobs Board
*Please note that some positions may need to be initially advertised locally on site7
.
NB If there is possibility that a fixed term contract of six months or longer may be extended or
made permanent, this condition must be stipulated in the original advertisement, otherwise
the position must be re-advertised.
Step 2 Submit request to advertise
Once the HCN Request to Advertise form (N4) or MyHR Vacancy Requisition has been
completed and approved by the authorised delegate, submit it to HCN. Once submitted, the
following will occur:
i) HCN will undertake a position establishment check and will notify the requestor if
establishment creation or changes are required
ii) HCN will then commence the redeployment clearance process and notify the
requestor when clearance is received or a redeployee identified.
Redeployment Clearances
A redeployment clearance is required to ascertain if there is a redeployee to fill a posted
vacancy and is valid for 3 months from the date that confirmation of clearance is received
by HCN. Vacancies not filled within this period will need to be resubmitted to obtain a new
redeployment clearance. Please refer below for list of exceptions to the requirement for a
redeployment clearance.
When creating a recruitment pool, if there is a current vacancy to be filled, a
redeployment clearance is required. Any subsequent positions to be filled from the pool
must also receive a further clearance at that time. For further information, contact HCN.
Exceptions to the requirement for a redeployment clearance are:
• Positions exempted by the Public Sector Commissioner
• the position is filled by transfer at level
• positions to be filled for six months or less
• positions to be filled for over six months pertaining to rural based positions
• selected occupational groups (contact HCN for current listing).
For further information on redeployee management, consult with local HR.
iii) If a redeployee is identified, the redeployee management process must be followed
iv) During the clearance process, the advertisement is drafted by HCN and authorised by
the requestor. Any requirements of the applicant must be identified in the
advertisement and/or application package
v) Prior to the advertisement going on-line, HCN will provide the requestor with a final
proof.
7
Refer to IC 0049/09 - WA Health - LHMU - Support Workers Industrial Agreement 2007, Application of sub clause 11.9
12. Recruitment, Selection and Appointment Procedure v3 Page 12 of 19
Step 3 Convene selection panel
A selection panel is required unless an alternative process is approved by the authorised
delegate. The alternative process must enable an assessment that is transparent and
capable of review. Please note that the panel may be convened at an earlier stage of the
recruitment process.
The purpose of the selection panel is to select a suitable, available person for appointment,
support impartial decision-making and avoid any potential perception of bias.
The selection panel members must have appropriate knowledge of the requirements of the
position and the selection process, and consist of at least one member who has a good
understanding of RSA procedures and requirements within the WA public sector. Equity and
Diversity principles should be considered in determining the composition of the panel and the
recruitment process.
The panel convenor will:
• convene the selection panel prior to the shortlisting of applications
• ensure the panel is made up of a minimum of two relevant members
• provide opportunity for panel members to disclose any matters deemed
to be a conflict of interest*. For example, if a panel member is nominated as a referee,
the referee report must be submitted prior to the assessment process commencing
• notify HCN of the panel members.
In addition, please note the following requirements at King Edward Memorial Hospital8
:
• When recruiting for competitive or promotional nursing positions, the selection panel
must include a member from outside the area recruiting for the position; and
• for senior nursing positions, the panel should include a midwife or nurse from outside
the hospital.
*Panel members must disclose to the entire panel any matters they deem to be a conflict of
interest. If disclosed, the panel must then discuss and decide the best way to manage the
conflict of interest and then document the outcomes in the selection report, clearly
demonstrating the actions taken and methods used to appropriately manage the conflict.
For further information, refer to Managing Conflict of Interest Policy and Guidelines.
HCN will:
• notify panel members about how to access the Advertised Vacancy File (e-AV) file
which contains information relevant to the selection process. The File can be
accessed through MyHR or BigRedSky
• assess late applications to determine if they are eligible (refer below for information).
The applications will be retained on the e-AV file with an explanatory note detailing the
reasons for ineligibility
• ensure all applications available to the panel members are complete and up to date.
Late Applications
All vacancy advertisements must specify a closing time and date by which applications must
be received, unless the advertisement is for an open recruitment pool (refer to Table 1 -
vacancy options).
8
Recommendation 13.7 of the Report of the "Inquiry into obstetric and gynaecological services at King Edward Memorial Hospital 1990-
2000". The report was tabled in the WA Parliament on 20 December 2000.
Selection
Panels
Guidance Note
(3)
13. Recruitment, Selection and Appointment Procedure v3 Page 13 of 19
Late applications will only be considered if the applicant can provide evidence of delay by
either HCN or an official postal or telecommunications service. This includes applications
lodged by facsimile or email. Personal circumstances of the applicant cannot be taken into
account when considering late job applications.
All advertisements are to state “Late applications will not be accepted”.
PHASE 3 APPLICANT ASSESSMENT
All the applicant information is assessed against the work related requirements and used by
the panel to determine suitability for the role. What is deemed suitable takes into account the
full range of knowledge, skills and abilities required to undertake the job in a particular work
environment.
Step 1 Review eligibility
The panel will conduct a review of the applications to identify any potential eligibility issues
relating to:
• a severance received from a public sector body (including a WA Health employing
authority) where time restrictions apply to re-employment (Deeds of Severance must
be sighted before a decision can be made)
• eligibility to work in Australia (refer to on-line Application Form or R5 - WACHS)
• mandatory qualifications and registration or licensing requirements
The panel reviews those applicants who are ineligible for consideration and records their
exclusion from the process.
Please note that further pre-employment screening is undertaken by HCN during the
Appointment Phase (Refer to Phase 4).
Withdrawal of Application
An applicant may withdraw their application at any stage of the process. The panel convenor
will be notified by HCN should an applicant for a position withdraw their application. If the
panel convenor receives notice from the applicant, the applicant must be advised to put their
intention in writing to HCN. An applicant may also be deemed to have withdrawn from the
process if they do not actively participate in the process and/or fail to respond to any
reasonable attempts to confirm their intention to proceed.
If any of the above situations occur, they should be fully documented in the selection report.
Step 2 Shortlist applicants
The panel members determine the shortlist by assessing each applicant’s claims against the
work related requirements.
The panel members should shortlist independently and then discuss their decisions with the
other panel members to reach consensus about the applicants for interview.
Consensus rating and comments regarding shortlisting need to be documented in order to
demonstrate that all the applicants have been properly considered in the process. This
documentation must be incorporated into the selection report and may be used in the event of
a breach claim and/or post selection feedback. The selection report and recommendation form
(R12) may be used to document the shortlisting decision.
14. Recruitment, Selection and Appointment Procedure v3 Page 14 of 19
The panel convenor will advise and confirm with the successfully shortlisted applicants about:
• interview or assessment date, time, venue and expected duration
• panel convenor’s contact name and number
• other tests or assessments the applicant may be required to undergo
• documents required to bring to the interview or assessment
The names and positions of the panel members may also be provided to the applicants.
Insufficient field
Where the panel decides there are insufficient eligible applicants for shortlisting, after
considering the factors that may have influenced a low response, eg timing, type of role etc,
possible options include:
• closing the process
• continuing the process
• extending to a wider search.
The decision must be documented in the Selection Report and be transparent and capable of
review. For further information, contact HCN
Step 3 Assess/select applicant/s
The assessment/selection process must be documented, appropriate
and relevant to the work related requirements, transparent and capable of
review. The activities in the assessment process are used to determine an applicant’s
suitability for the role. As part of the planning process, the panel will determine the most
appropriate assessment methodology and what verification is required to confirm the
applicant’s claims for each step of the process. Please note that as part of the post selection
feedback, unsuccessful applicants have the opportunity to request information that pertains to
them about the assessment process (Refer to Phase 4, Step 1).
Key activities that may be considered appropriate for assessment include the written
application and interview. Information about these activities is outlined below and in the
Assessment/Selection Guidance Note.
3.1 Written application
The written application is considered by the panel for the initial shortlisting process and as part
of the overall assessment of the applicants. Whilst the application should reflect the
requirements as stipulated in the application process, the panel should not rule out applicants
who have not followed the application instructions. The panel is required to assess all
information provided by applicants.
3.2 Interviews
Interviews may include assessment methods such as tests, case studies or presentations.
Interview questions must be bias-free and relevant to the work related requirements. The
panel must document the interview process and ensure it is transparent and capable of
review.
3.3 Reference check
Reference checks must be undertaken for at least the applicant/s considered most suitable
for appointment unless an exemption to this requirement has been approved by the
authorised delegate.
Assessment/
Selection
Guidance Note
(5)
Shortlisting
Applicants
Guidance Note
(4)
15. Recruitment, Selection and Appointment Procedure v3 Page 15 of 19
The panel must ask referee questions that relate to the work requirements. Referee
questions and responses must be documented in the selection report which is transparent
and capable of review.
The referee report may be completed by using the following Forms:
• Referee Report form (R7) and the relevant JDF is forwarded by the panel convenor to
the referee for completion and return
• Verbal Referee’s Report Section (N) of the Selection Report and Recommendation
form (R12) is completed by the panel convenor. Comments recorded can be copied
into an email and sent to the referee for endorsement. This email should be attached
to the selection report.
3.4 Final Assessment
The panel assesses all applicant information which has been gathered during the selection
process to determine the suitable applicants.
If the panel is unable to make a recommendation to appoint at this stage, it may undertake
further assessment or choose not to make a recommendation. The decision to recommend
or not recommend appointment must be documented in the selection report.
Step 4 Complete and submit approved selection report to HCN
At the conclusion of the selection process, the panel must complete the selection report. It
must:
• include any relevant documentation that provides information about the process,
including how the decisions were made, recommendation and reasons for the
recommendation; and
• be approved by the authorised delegate (who must not be a panel member*) and
submitted to HCN.Advertising@health.wa.gov.au.
* Please note that the exception to this requirement is if the panel member reports
directly to an Area Chief Executive or the Director General.
The Selection Report and Recommendation form (R12) may be used for the report.
Any notes taken should be retained until the end of the breach period (refer to Phase 4, Step
1). Selection Report documentation provided by the selection panel will be stored by HCN in
accordance with the General Disposal Authority for Human Resource Management Records
(RD 99002).
PHASE 4 APPOINTMENT
Once the recommendation for appointment is made and the selection report submitted, HCN
will finalise the appointment process.
Step 1 (HCN) Undertake audit, advise the applicants
HCN receives the selection report and it is audited for compliance with the Employment
Standard and the RSA procedure [HCN will advise the panel convenor of the outcome of the
audit].
16. Recruitment, Selection and Appointment Procedure v3 Page 16 of 19
HCN advises all applicants in writing of the outcome of the selection process within five
working days of receipt of the selection report, and provides copies of the applicant letters to
the panel convenor as confirmation of the outcome of the audit process.
The relevant breach period applies immediately following notification to the applicants about
the outcome of the selection process. For further information and assistance, contact HCN.
Unsuccessful applicants
HCN will provide written advice to unsuccessful applicants, including information regarding
the opportunity to seek feedback from the nominated panel member and notification about
the process for lodging a breach claim.
HCN will confirm with the panel convenor that the written advice has been provided to the
applicants.
Post selection feedback
If requested, feedback is provided about the appointment process and
information specific to the applicant by the nominated panel member.
It may include relevant extracts of documents describing the selection
process or assessment of the particular applicant.
Upon request and following consultation with the panel convenor, HCN will provide
applicants with photocopies of information pertaining to them (excluding all identifying
material relating to other applicants) such as an assessment against the selection criteria and
referee reports.
Copies of any information provided must be documented and retained for future reference.
Breach claims
If a breach claim is lodged against the Employment Standard, an appointment or transfer to a
position cannot be made until the claim is finalised in accordance with the Regulations9
. HCN
will liaise with the relevant health service, working closely to progress the matter in
accordance with the Public Sector Management (Breaches of Public Sector Standards)
Regulations 2005.
Successful applicants
Once the selection report audit has been finalised and confirmed by HCN, the panel
convenor may verbally advise an applicant that they are the preferred applicant, and that an
offer of appointment cannot be made until the finalisation of the breach claim period and/or
any claim that may be lodged. The applicant should be advised that that if a breach claim is
lodged, the process may take longer to finalise.
Letter of offer
HCN will send a letter of offer to the successful applicant, who has 10 working days to accept
or decline the offer in writing. The offer is subject to satisfactory completion of required pre-
employment screening. The relevant pre-employment screening forms are sent with the letter
of offer and must be completed and returned within 10 working days.
If the recommended applicant declines the position, they must advise HCN in writing. HCN
will then advise the panel convenor who then takes the necessary action, including moving to
appoint the next suitable applicant, in accordance with the selection report recommendations.
9
Subject to approval by the Public Sector Commissioner, certain exemptions may apply in relation to selection to appointment pools.
Post Selection
Feedback
Guidance Note
(6)
17. Recruitment, Selection and Appointment Procedure v3 Page 17 of 19
Step 2 (HCN) Finalise pre-employment screening
2.1 Eligibility to work and pre-employment integrity check
Once HCN has received acceptance of the offer in writing by the applicant and attached
forms, it will undertake the pre-employment screening for eligibility to work (including VISA
Entitlement Verification Online) and integrity check.
In the event that the eligibility to work check establishes that an applicant is not approved to
work, HCN will contact the delegated officer for the recruitment process.
In the event that the integrity check identifies that an applicant has a record, HCN will advise
the Chief Executive via the manager of the employing area.
2.2 Criminal records screening (CRS) and working with children (WWC) check
Once the above screening is confirmed, the Criminal Records Screening will commence. If
the position has been identified as undertaking “child related work”, a Working with Children
Check is also conducted.
In the event that the CRS check identifies that an applicant has a relevant criminal record,
the Coordinator CRS will contact the manager of the employing area and the relevant health
service Workforce Director or their delegate.
In the event that a WWC check results in a Negative Notice or Interim Negative Notice, the
Manager Employment Services HCN will advise the relevant health service Workforce
Director or equivalent.
For further information, please refer to the Pre-Employment Integrity Checks Procedure, CRS
or WWC Check Policy.
Any other health service or site specific pre-employment requirements eg Health Assessment
(Medical) must be completed satisfactorily prior to commencement of employment.
Step 3 Confirm start date
Once the relevant checks are confirmed, HCN must advise the panel convenor within five
working days.
Once advised by HCN, the panel convenor contacts the successful applicant to confirm the
start date and submits a Start Date Form (N5) to HCN.
Start date
Where an employee is already performing the duties of the position in a temporary
deployment (acting) or secondment capacity, the effective date of the appointment will
generally be the day after the end of the breach period unless otherwise negotiated.
Salary level
Generally appointment is offered on the first salary increment point unless, in accordance
with the relevant industrial agreement, a higher salary increment point in light of skills and
experience relevant to the position has been approved by the authorised delegate.
A Higher Duties Allowance (HDA) paid at an equal or higher level for the past 12 months
(within the preceeding 18 months) can be taken into account when determining the increment
point.
18. Recruitment, Selection and Appointment Procedure v3 Page 18 of 19
Secondment and temporary deployment
Employees who move to an employing authority that does not have Fringe Benefits Tax
(FBT) concessional salary packaging status must cease their packaging arrangements from
the date of the commencement of the role.
Where the secondment or temporary deployment is for more than 6 months and involves a
change of HR System or data base, employees should be transferred to the host employer.
For further information and assistance, contact local HR.
Step 4 (HCN) Issue employment contract
HCN will issue the Employment Contract reflecting any visa conditions or other relevant
details identified in Step 2 to the successful applicant. A copy of the letter is sent to the panel
convenor.
Step 5 Commence induction
Once the employee has commenced, the Supervisor initiates the local Induction process.
4. GUIDANCE NOTES
Guidance Notes provide supplementary information to the WA Health Recruitment, Selection
and Appointment Procedure that can be applied at the discretion of the user. They include
best practice options, and links to relevant WA Health information.
Guidance Note 1 JDF/Work Related Requirements
Guidance Note 2 Advertising
Guidance Note 3 Selection Panels
Guidance Note 4 Shortlisting Applicants
Guidance Note 5 Assessment/Selection
Guidance Note 6 Post Selection Feedback
5. AUTHORITY
Link to WA Health
Policies
http://intranet.health.wa.gov.au/policies/doh_policy.cfm
Policy Owner Workforce
Contact Officer policyofficer@health.wa.gov.au
Superseded
Documents
Consideration of Late Vacancy Applications Policy
Employment Advertising Policy
Recruitment, Selection and Appointment Policy
Authorised by Director General
Approval Date 29 July 2011
Review Date 29 July 2012
This information is available in alternative formats upon a request.
19. Recruitment, Selection and Appointment Procedure v3 Page 19 of 19
Appendix 1(Refer to Phase 2, Advertising Stream, Step 2)
EXEMPTIONS TO INTERNET ADVERTISING REQUIREMENT
1. System-wide recruitment intakes of no more than four per year for
specific industry, occupational or work groups such as Graduate
program intakes*
*Please note that when undertaking any such recruitment campaign for
a specific occupational group, a standard JDF must be used across all
sites
2. Section 50D and 51 positions (that are required to be filled by a person
of a particular race, e.g. Aboriginality)
3. Positions located in the Kimberley, Pilbara, Gascoyne or Murchison
areas. Advertising mediums may include newspapers (The West
Australian, The Australian, local and community newspapers), relevant
professional publications, seek.com and other online employment sites.
Newspaper advertising may include placement in the government, non-
health, occupational and general sections (subject to Government
Communication Office exemption approvals).
4. This is an individual position deemed essential by a Chief Executive
5. This is a local level vacancy in a country area that has already been
advertised once on the website during the last six month period and not
filled
6. This is an individual position that has already been advertised once on
the website during the last six month period and not filled
7. This is a pooled position that has already been advertised on the
website during the last three month period and there was an insufficient
field.
EXEMPTION PROCESS
In regard to Exemptions 4, 5, 6 and 7, the following approval process is
required:
• Managers/supervisors must submit an Employment Advertising
Exemption Request Form detailing reasons for exemption for Chief
Executive (CE) approval.
• The Form must state where the recruitment advertisement will be
placed and is limited to one type of media (refer to Checklist on above
Form for details).
• If CE approval is obtained, managers/supervisors must forward the
Form and the Request to Advertise Form (N4 or MyHR request) to
HCN Employment Services.
FREE ADVERTISING
Free advertising of an individual job vacancy or pool in any media must still be
booked and managed via HCN Employment Services.
For further information, contact HCN.