Competency standard UNIT TITLE: RECRUIT AND SELECT STAFF NOMINAL HOURS: 65 UNIT NUMBER: D1.HML.CL10.15 D1.HRM.CL9.10 D2.TRM.CL9.20 UNIT DESCRIPTOR: This unit deals with skills and knowledge required to enable a supervisor to identify future staffing needs and take appropriate action to employ workers to meet these human resource needs including implementation of induction and orientation programs. ELEMENTS AND PERFORMANCE CRITERIA UNIT VARIABLE AND ASSESSMENT GUIDE Element 1: Identify staffing needs Obtain and read enterprise policies and procedures in relation to the staffing process Identify internal factors that impact on staffing needs Identify external factors that impact on staffing Describe techniques to monitor workplace performance Consult with stakeholders to determine staffing Describe and quantify staffing requirements by position and locate them within an organisational chart Undertake a job analysis of each identified position Prepare job specifications and job descriptions for identified positions Unit Variables The Unit Variables provide advice to interpret the scope and context of this unit of competence, allowing for differences between enterprises and workplaces. It relates to the unit as a whole and facilitates holistic assessment This unit applies to organizations that are involved in recruiting and selecting staff to work within the labour divisions of the hotel and travel industries and may include: 1. Front Office 2. Housekeeping 3. Food and Beverage Service 4. Food Production 5. Travel Agencies 6. Tour Operation Enterprise policies and procedures in relation to the staffing process may include: Details of information that may and may not be used in a job advertisement
Slide Slide No Trainer Notes Trainer indicates to trainees they must be constantly looking to identify new and emerging trends in the marketplace so they can take advantage of opportunities highlighting many of these trends require: More – or loess staff. For example, self-catering may allow fewer cooks or waiters to be hired Staff with different skill sets – different skills, experience, knowledge and abilities Staff at different times of the day – to meet differing customer needs at different times. Trainer identifies examples of recent trends: Increase in international travel and tourism Increase in frequent short holidays rather than a single, longer duration holiday Increase in who are travelling for business Growth in new tourism markets – such as eco-tourism, action tourism, medical tourism. Slide Slide No Trainer Notes Trainer explains to trainees changes in legislation have the potential to impact on staffing as follows: There can be a need to train staff about the new legislation – what it means to their everyday workplace responsibilities, what different compliance obligations are provided for, and how their work needs to change to comply There can be a need for staff to obtain mandatory licences, certificates or qualifications There may be a need for staff to update or refresh existing licences, certificates or qualifications may be a need for staff to provide evidence they have completed mandatory training courses Staff who were previously employed in a legal capacity may need to be removed from their position – where legislation means their age prohibits them from working as a result of legislative changes, or their qualification is now deemed to be out-of-date or no longer recognised.
Traditionally, a number of applicants are rejected by the interviewers this first interview for a variety of reasons. Those remaining may be asked to undertake a designated test or task. Their performance may determine if they are asked to attend a second interview (the ‘second round of interviews’) The second round of interviews focuses more on the individual applicants and questions tend to address their individual ability, history, suitability, attitude, knowledge, and expertise. The focus of this round therefore tends to be ‘why should I employ you for this job?’ At the end of this second more applicants are commonly rejected The round is the final interview where ‘more difficult’ issued and questions are covered. It is the outcome of this ‘round of interview’ which determines the successful candidate for the job. Slide Slide No Trainer Notes Trainer recommends to trainees they should accommodate ‘special needs’ applicants if the workplace wants to discharge its EO obligations suggesting possible responses to special needs can include: Scheduling the interview at an appropriate time for the candidate – to accommodate their transport and other needs Providing certain documentation in large print – for vision impaired applicants Providing easy access or car parking to facilitate attendance at the interview for wheelchair applicants Determining if there is a need for assistive technology and taking steps to provide it where necessary. Slide Slide No Trainer Trainer continues to make recommendation to trainees about what they might do at interviews to accommodate ‘special needs’ applicants: Preparing to be sensitive to individual needs at the interview – such as focussing on looking directly at a person who lip reads Preparing and using visual materials and diagrams in cases where written material is inappropriate an interpreter, as appropriate – including sign language Allowing support persons to accompany the person being interviewed Including a ‘special needs’ person as part of the interview panel.
No Trainer Notes Trainer instructs trainees the contents of a formal induction and orientation session; Completion of necessary paperwork – covering internal and legislative requirements, such as: Offer of employment letter (if not already signed and completed) Staff uniform form Personal details form including identification of ‘next of kin’ Bank account details form – for payment of wages into the bank Personal taxation form Superannuation application form 'Need to know' information – of key staff, location of toilets and change room, where staff can park their cars, how to sign in at the beginning of work, where company policies and procedures are located. This may require: Arrangement of access to workplace intranet Distribution of copies of policies and procedures Handing out employee manual Tour of the workplace – to show the extent of the business, the physical relationship of one area to another, and to allow the new staff member to become more aware about the total nature of the business. Some businesses include a 'Tour Checklist' the new staff member ticks off as they visit certain areas of the property, to ensure they get to see all the necessary areas. Class Activity – Handouts Trainer obtains sample documentation as identified on this slide and: Distributes to trainees Discusses and explains their role Tells trainees where these forms may be obtained. Slide Slide No Trainer Trainer continues to provide examples of what needs to be covered in an induction and orientation session: Meeting with managers, supervisors and co-workers – to introduce the new member and enable them to put a face to the name Allocation of uniform and relevant badges – issuing of the name and uniforms. This may include fittings or ordering of new uniform. A copy of the 'staff uniform policy' may also accompany this, together with a sheet explaining the charges for replacement uniform items Detailed department and position induction – explaining how the new staff member’s role fits in with other roles in the business and how the department collaborates with other departments to achieve overall organisation aims, identification of where materials, utensils and other work requisites are located Expectations of the role – setting out what is expected from the employee by management, customers and other staff