the State Service and the respective Labour Hire companies and evaluate whether the agreement considers the necessary aspects as required by the State Service and also as evidenced in global best practice. Casual Workers: Assess the progression from casual worker to fixed term employee (including both direct hire casual workers and labour hire casuals) Have all casual employees promoted to fixed term contracts have been subject to a formal recruitment process? If casual worker has progressed to fixed term employee, has an appropriate and applicable selection process been applied? Select a sample of casual workers that have been appointed to fixed term employment and evaluate the recruitment process, including the panel’s evaluation process to select the applicant. Fixed Term Contracts: Assess the progression (and associated process) from fixed term contract appointment to permanent employee. Have all fixed term employees that have been promoted to permanent contracts been subject to a formal recruitment process – including selection per the merit based principles? Are Fixed Term employees selected for permanent positions based on merit principles? * What is the average tenure of fixed term employees who ultimately assume permanent roles?* * Data analysis will carve out training positions i.e. positions whereby appointment is confirmed once training and qualification requirements are met. Select a sample of employees promoted from fixed term to permanent employees and evaluate the recruitment panel’s evaluation process to select the applicant. Health: Consider a sample of externally funded positions. Consider the tenure of these positions and comment on the effectiveness and efficiency of fixed term as the vehicle for these roles.
Fixed Term Contracts: Assess the Number of times a fixed term contract is rolled over and why. Have fixed term contracts been rolled over appropriately - specifically in consideration of workforce planning objectives? Is the incumbent fit for the role? How many times have Fixed Term contracts been rolled over? Has Fixed Term position ultimately become a permanent position? Have workforce efficiencies been lost in permanent status not being confirmed early in the decision? Select a sample of Fixed Term Contracts that have been rolled over and review the basis, justification and assessment used to roll the contract over.* Consider the efficiency and effectiveness gained from this process. * *Data analysis will split out roles where formal directive was in place that role be specifically filled as fixed term. Labour Hire Firms: Assess the extent of use of Labour Hire Firms as utilised in the recruitment process.* *Assessment will exclude Locums and Doctors Are Labour Hire firms only used under approved circumstances? How frequently are Labour Hire firms being used as a % of total recruitment? When are labour hire firms utilised in the recruitment process? Determine the agency name and type used to recruit labour hire workers. Perform data analytics and analysis across firms used for Labour Hire. Perform data analytics and ratio analysis across Labour Hire use across the selected agencies. Labour Hire Firms: Assess the trend in the types of role that are being allocated to Labour Hire Workers. Are appropriate roles are being allocated to Labour Hire Workers? What roles are being allocated to the Labour Hire firms for recruitment? Are training or graduate roles being allocated to Labour Hire firms? Perform data analytics and ratio analysis across the types of roles being allocated to Labour Hire Workers.
Labour Hire Firms: Assess the efficiency from a cost perspective in using Labour Hire Firms in the recruitment process. Is the use of Labour Hire Workers cost effective? What is the cost associated with using Labour Hire Firms? What benefits arise from using labour hire firms? Is the State Service working from a level platform with regard to fees associated with labour hire firms? Compare the cost and benefit of using Labour Hire Firms to that of internal recruitment practices. Labour Hire Workers: Measure the tenure of workers employed through labour hire firms. What is the tenure period for employees procured through Labour Hire Firms? What is the tenure of employees procured through Labour Hire firms? What is the ‘time to hire’ period of labour hire recruitment as compared to internal recruitment processes? What is the reason for leaving/termination applicable to labour hire workers? Perform longitudinal analysis of the tenure of employees procured through Labour Hire Compare the tenure of Labour Hire employees to employees sourced through internal recruitment processes? Compare the time to hire of the Labour Hire process and the direct recruitment process. Compare reasons for leaving/termination for employees sourced through Labour Hire Firms and employees recruited through direct channels. Labour Hire Workers: Consider the value of training $ invested during tenure of labour hire workers (non permanent status). What overall value is achieved through investing in training for labour hire workers during the tenure period? What is the average $ spent on labour hire workers throughout their tenure? Perform an analysis of the training dollars invested in general employees compared to labour hire workers. Analyse training dollars invested compared as a function of tenure to determine ROI in respect of labour hire workers.
Selection Process: Consider the support mechanisms provided to interview panels; including but not limited to formal interview training; interview experience; interview guides; additional selection Do staff involved in interviews have formal interview training? What additional support tools are utilised? How many staff assuming selection panel duties have formal interview training? How many selection panels used additional tools to complete the candidate assessment? Determine the process for capturing staff with formal interview training. Analyse how many staff have undertaken formal interview training. Analyse the frequency of formally trained staff being utilised in selection panels. Selection Process: Consider the process for selecting the selection panel. Is the selection panel composition compliant and does it support efficiency through the use of formally trained personnel? Does the panel consist of a member with formal training; a member with experience in the role at hand; and a member from outside the department? What is the process for determining the selection How is it determined that the selection panel is comprised compliantly? How is it determined that the selection panel is comprised of suitably trained personnel? Determine the decision tree for selecting a selection panel. Determine the requirements for the inclusion of an HR staff member in the process. Determine the criteria for approving the composition of the selection panel. Review a sample of the selection process for the selection panels for roles at different levels to determine compliance. Selection Process: Consider the training of HR Do HR personnel have formal training and experience in Have HR personnel undertaken adequate training and have experience Review a selection of training records for HR members.