Coordinate recruitment and onboarding
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BSBHRM415
Coordinate recruitment and onboarding
1. Planning for Recruitment
By the end of this chapter, you will understand:
3 Establishing recruitment requirements
3 Consulting with stakeholders about job
descriptions, selection criteria and workforce
strategy
3 The contribution to development of job descriptions
3 Sourcing candidates according to organisational policies and procedures.
In this chapter, we will establish recruitment requirements and consult with
stakeholders in relation to job descriptions, selection criteria and workforce
strategy. We will examine the development of job descriptions and source
candidates according to organisational policies and procedures.
Recruitment is simply the process of identifying a role
vacancy and attracting, interviewing, selecting, hiring
and onboarding the right person for that particular role
within the organisation. Most organisations undertake
set processes to clearly identify and establish the
skills, knowledge and qualifications that are required
for the vacancy, along with when, where and how the
recruitment should be undertaken.
The recruitment process aims to find and engage the
most suitable candidate for a job vacancy. The process
should be undertaken in a timely and cost-effective
manner. It is a process of searching for prospective
employees and providing them with relevant information
about the organisation, its mission and vision and
encouraging them to apply for jobs at the organisation.
The key principles in recruitment and selection are
where the organisation endorses and promotes open,
transparent and merit-based recruitment principles.
This also includes its associated policies, procedures,
guidelines and documentation, relates to engaging in the
recruitment and selection process with an open mind,
assessing applicants on their merits and not acting to
undermine the process.
An equitable process will ensure that the merits of each
application will be recognised, acknowledged and given
appropriate value, given that people bring different
talents and strengths to their applications based on
different life experiences and values. Most organisations
will have a process that is used to initiate recruitment
and selection, and this may include an authority to fill
a position that may be a form that is completed and
forwarded to the manager or delegate for approval.
The form may include details of the vacancy, an
attached position description and possible suggested
advertisements. Once the form has been checked
and approved by the manager or delegate, the form is
usually then sent to the human resources department to
commence the recruitment and selection process.
BSBHRM415
Coordinate recruitment and onboarding
Planning a recruitment process is imperative for ensuring that there is consistency when it comes to recruiting and
onboarding across an organisation. Steps in the recruitment process are as follows:
STEP 1: IDENTIFY A GENUINE VACANCY
• Create an employment checklist that outlines the vacancy title, competency requirements, relevant award or
agreement, roles to be undertaken and who the position will be reporting to
• Confirm the need for this job to be filled
• Construct a job description
STEP 3: CONDUCT A JOB ANALYSIS
• Look at the major areas of responsibility of the role
• Identify the main tasks involved in these areas of responsibility
• Identify and determine the major requirements of the role
• Determine the relative importance of these requirements
• Establish the requirements for a person to successfully perform the role’s duties
STEP 5: SOURCE CANDIDATES
• Source candidates according to the organisations advertising and recruitment policies and procedures
STEP 2: OBTAIN THE AUTHORITY TO RECRUIT
• Ensure that the authority to recruit is obtained from senior management
• Ensure that the recruitment process includes a whole of business view
• Obtain authority from a designated authority if necessary
STEP 4: WRITE OR REVIEW THE POSITION DESCRIPTION
• Conduct a review of the current position description
• Conduct an analysis of the job you want to fill
• Consider if the nature of the job has changed
• Describe the main tasks, duties and responsibilities of the job
Coordinate recruitment and onboarding
1. Planning for Recruitment
Website
Read the following article in relation
to the definition of
‘recruitment:’
https://scnv.io/EOXH
Website
Read the following information on
the approval for filling
a vacancy:
https://scnv.io/VVz9
Website
Read the following article in relation to hiring staff:
https://scnv.io/NQHY
• External stakeholders such as employer
organisations, industry peak bodies and
associations, recruitment agencies and
workplace relations specialists
• Internal stakeholders such as colleagues,
human resource managers, human resource
officers, senior management, supervisors and
team leaders
Establish Recruitment
Requirements
Explain the process that is used to establish the
recruitment process in your organisation.
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1.2 Stakeholders and
Workforce Strategy
It is important to ensure that consultation occurs
with the relevant stakeholders when developing job
descriptions, key selection criteria and the organisations
workforce strategy. The workforce strategy includes
planning for the future requirements of the workforce
that is aligned to the strategic plan and overall
direction of the organisation. The stakeholders can
provide valuable insight on the workforce needs of
the organisation now and in the future. Stakeholders
may also be able to provide specific details about the
role and the required selection criteria for the position.
The job or position descriptions tend to be written in
conjunction with staff involved directly with that role or
position and the manager who is responsible for that
particular role.
The relevant stakeholders may include:
Coordinate recruitment and onboarding
The relevant stakeholders can provide specific details
about the job or position that can be included in the
descriptions. Usually, the job or position descriptions
are written in conjunction with the manager who is
responsible for managing that particular role and other
staff that are involved directly with that role or position.
It is imperative that consultation with the relevant
stakeholders is conducted for valuable input into the
job descriptions and selection criteria, and also to
gain any necessary approvals for changes. The job or
position descriptions will often have an authority at the
bottom that is usually approved and signed by the direct
manager.
Website
Read the following information on
the stakeholders that
should be engaged
when developing job descriptions:
https://scnv.io/EiAI
Website
Read the following article on
stakeholder
consultation:
https://scnv.io/tKUS
Consulting with Stakeholders
Describe the various stakeholders that you need
to consult with about job descriptions, selection
criteria and the organisations workforce strategy.
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Activity
1B
Job or position descriptions:
• Are an essential document to be used as a basis for
recruitment, appraisals and salary negotiation
• State what an employee must accomplish and the
position they hold
• Contain a detailed analysis of the position’s tasks
• Should include the following:
• Job title
• Objective and purpose
• List of duties or tasks
• Relationships with other roles
• Job location
• Salary range
Think
Think about roles that you held in
the past or roles you have applied
for. Were the job descriptions
similar? Did they outline competency requirements
and the tasks required to be performed?
Watch
Job Descriptions and
Specifications Watch this YouTube
video by GreggU called Job
Descriptions and
Specifications to learn more
about job descriptions:
https://scnv.io/qX4b
Website
Read the following article that
outlines the purpose
of a job description:
https://scnv.io/fuD6
BSBHRM415
Coordinate recruitment and onboarding
1. Planning for Recruitment
1.3 Job Descriptions
The purpose of a job description or position description
is to provide a statement that clearly outlines and
describes the position or role and documents the
responsibilities of the position. It should include the
purpose of the role, which is often referred to as the
job purpose, position purpose or position objective.
The job description outlines the conditions of the role
or job and its competency requirements, including the
tasks required to be performed by the role, job holder
or incumbent and a description of how they must be
performed. A job or position description will usually also
outline any licences that are required to perform the
duties.
You can contribute to the development of the job
description by ensuring that it has the required input
from the hiring manager and reflects the requirements of
the role. A well written and clear job description is used
as the foundation for recruiting, selecting, onboarding
and developing the individual. It is also used as a
benchmark for managing performance. The position
description may include any required mandatory
qualifications to be able to perform the duties of the role.
This may include any tertiary qualifications such as a
degree, masters or doctorate (PhD).
CBSA is a consultancy company. Details from their business plan are as follows:
Target market:
Small, medium and enterprise size
organisations.
Marketing strategy:
Broad strategies of electronic,
event-based and traditional advertising.
Tag line:
“Your business expert”
CBSA is expanding its training department and
a vacancy has arisen for a training administrator.
The training manager has identified that key
administration tasks need to be undertaken within
various client training projects and has noted that
the current administration staff cannot perform at
the level required. The training manager, training
co-ordinator, human resources officer and the lead
trainer will be working directly with the training
administrator. This small team will decide the tasks,
skills and knowledge required for the position
and work together to establish the job or position
description.
Recruitment Requirements
Find three examples of job descriptions in your
organisation. Review the job descriptions to ensure
that they have consistent information that can be
used to support sourcing, selecting and appointing
suitable staff.
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Sourcing Candidates
Sourcing potential candidates for a vacancy is often
the next part of the recruitment process once the
job description has been written and the need to fill
a vacancy has been identified and approved. The
various strategies that are to be implemented to assist
in sourcing candidates should be done in accordance
to organisational policies and procedures. These may
include:
• Recruitment policy and procedure
• Advertising policy and procedure
• Interviewing policy and procedure
• Selection policy and procedure
The introduction of a range of software programs
and the expansion and use of the internet has led
to an increase in efficiency and effectiveness of
organisational processes regarding recruitment. The
recruitment process itself has evolved and changed
to reflect the needs of the organisation and to meet
the everchanging needs of the environment in which
businesses operate. The various organisational policies
and procedures will usually outline the preferred process
of sourcing candidates, and this may include the use of
various technology that is available to source suitable
candidates. This may include:
• Software such as an online system to search online
applications and look for specific criteria
• Online interview applications to record the candidate
and watch and review videos at a later time and date
• Social media applications such as LinkedIn to match
potential candidates
There are several common methods of attracting
candidates that include:
• Clear advertisements about the role and showcasing
your organisation
• Outlining career development and professional
development opportunities
• Using internal referral systems as sometimes your
own staff may know of someone who may be the
ideal candidate
• Using recruitment agencies especially for specialist
roles as they have access to potential candidates
• Using any professional organisations or bodies to
advertise the position
• Having a stall or stand at a career expo (if you are
part of a large organisation) to showcase the various
positions that you have
• Offering flexible working arrangements such as an
opportunity to work from home (if the position allows)
• Highlighting any monetary incentives that the
organisation may have such as discounts to products
or services
• Using social media to recruit
LEGISLATION MAY INCLUDE:
• Local, state and territory work health and safety
(WHS) legislation
• State, territory and federal workplace legislation
relating to organisational recruitment processes
(e.g. Fair Work Act 2009, anti-discrimination
legislation, Privacy Act 1988)
CODES OF PRACTICE MAY INCLUDE:
• Non-prescribed voluntary codes
• Organisational codes
• Prescribed mandatory industry codes
REGULATIONS AND STANDARDS MAY RELATE TO:
• Awards and agreements
• Diversity and inclusion
• Fair Work Regulations 2009
In each stage of the vacancy advertising and recruitment
process, it is vital to adhere to relevant legislation,
standards, regulations and awards. These legislative
and compliance requirements must be considered at
every part of recruiting for a vacancy, including writing
and advertising a vacancy, interviewing applicants,
conducting referee checks and the selection of a
candidate. You need to become familiar with the
legislative requirements to ensure that the recruitment
policy and procedures meet Australian law, standards,
regulations and various legislative requirements that are
applicable to the organisation.
When sourcing candidates, it is imperative that
relevant legislation is adhered to, and this is especially
important when developing the position description and
advertisement. There are different relevant legislation,
regulations, standards and codes of practice that
may affect an employment agency and organisation’s
recruiting processes. This may include the following:
The following are principles you should be aware of
when advertising vacancies:
• There must be a real vacancy to fill
• The job advertisement must not be discriminatory
• The advertisement should be realistic and honest
• Promises that cannot be kept should not be made
• The advertisement should include a copy of the job
description or the details of a person that applicants
can contact for further information
Coordinate recruitment and onboarding
1. Planning for Recruitment
In addition to the principles above, you must also ensure
that the advertising of vacant positions complies with
relevant legislation. The Australian anti-discrimination
legislation, for example, includes the following acts:
• Age Discrimination Act 2004
• Disability Discrimination Act 1992
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984
• Australian Human Rights Commission Act 1986
The various relevant legislation, regulations, standards
and codes of practice may vary according to industry.
Example
ABC buses have been granted a
contract to provide bus services
across 15% of the Melbourne
metropolitan area. The company must adhere to various additional legislation for
their industry that includes bus safety legislation
in Victoria that is made up of several acts and
regulations including:Bus Safety Act 2009 (Vic)https://scnv.io/HYWWBus Safety Regulations 2020 (Vic)https://scnv.io/c1zWTransport (Safety Schemes
Compliance and Enforcement) Act
2014 (Vic)https://scnv.io/RF8UHeavy Vehicle National Law Application Act 2013 (Vic)https://scnv.io/W1O0WatchWatch the following YouTube video
called Technology for Recruiting by
GreggU:https://scnv.io/6ze003:30WebsiteRead the following article on
sourcing candidates:https://scnv.io/juXaWebsiteRead the following article on
sourcing candidates:https://scnv.io/12XmSourcing Candidates Describe the various policies and procedures that
must be adhered to in your organisation when
sourcing candidates.
Explain how you would coordinate the recruitment
of two candidates across your organisation.
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Use the following questions to check your knowledge.
Review
Questions
Chapter 1
15
BSBHRM415
Coordinate recruitment and onboarding
1. Planning for Recruitment
15
CHCLEG001
Work legally and ethically
1. Working Within Legal Requirements
Q1.
Using three examples, explain pieces of legislation
that must be adhered to when sourcing candidates.
Q2.
Describe the purpose of a position or job
description.
Q3.
Explain why is important to include a description of
the tasks and responsibilities in a job description.
Q4.
Describe different types of technology that is
available to source suitable candidates.
Q5.
Explain why you would need to consult with
stakeholders in relation to job descriptions.
In this chapter, we will examine different types of screening used to organise
and conduct interviews. We will carry out a skills assessment and examine the
additional information that may be required from candidates.
By the end of this chapter, you will understand:
3 How to conduct preliminary screening with
candidates
3 Ways to organise and conduct interviews and
selection activities
3 How to carry out skills assessment and
obtain relevant additional information from
candidates.
2.1 Conduct Preliminary
Screening
Preliminary screening processes and questions are
designed to determine if the candidate is a suitable and
qualified applicant. Preliminary screening can be done at
the beginning of the recruitment process when sourcing
for a potential candidate. This can be undertaken
when the candidate is submitting an application for
the vacancy using an external careers/employment
platform or through an internal organisational careers
system. Some larger organisations will use software and
applicant tracking systems that are able to conduct the
first round of pre-screening. This is achieved through
sorting job applications via a software program that is
able to determine whether the words on a resume match
the requirements and key word of the job vacancy.
Various questions that can be posed at the preliminary
screening point are used to determine if the candidate is
suitable for the role.
The preliminary screening questions may include:
• Do you have the right to work in Australia?
• Do you have more than five years’ experience
in this field?
• Do you have the required qualifications to
undertake the role?
• Do you have the required licences required for the role?
• Do you have or are you willing to undertake a
police check and other relevant checks?
• What are your salary expectations?
A preliminary screening interview may also be
conducted over the phone, recorded and uploaded onto
the organisation career system or via a video meeting.
The preliminary screening assists the organisation to
determine if the candidate moves to the next round of
the recruitment process and whether they will be asked
to attend an interview in person or through a video
interview.
Website
Read the following article on pre-
screening interviews:
https://scnv.io/TGUO
Website
Read the following article on
screening interviews:
https://scnv.io/pXRC
Watch
Watch the following video on
screening: 'Selection Screening'
https://scnv.io/2fc3
Activity
Preliminary Screening
Using selection criteria found in a job description,
develop four preliminary screening questions that
can be used to determine if a candidate is suitable
for the vacancy.
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Conducting Interviews and
Selection Activities
The process of organising and conducting interviews
and selection activities are usually
outlined in various organisational policies and
procedures. These may include recruitment,
interviews and selection policies and procedures.
Organising the interviews may include:
• Developing interview questions aligned
with the job description and selection criteria
and ensuring that they include open ended
questions
• Organising a suitable location for the interview that allows for privacy
• Using an internal booking system or HR system
• Phoning the candidate to confirm time, date
and location of the interview
• Emailing the candidate to confirm time, date and location of the interview
• Organising the required selection activities in
accordance with organisational requirements
• Organise any skills assessments required
An interview panel may be required for certain roles
and this will be in line with any specific organisational
requirements. The manager or coordinator usually has
the responsibility for the appointment and the selection
panel. The selection panel must receive the appropriate
training in recruitment and selection processes including
any interviewing techniques and behavioural interview
questions and any other specific requirements.
When determining the composition of the selection
panel, consideration must be given to any potential
conflict of interest that might exist. Where such a conflict
occurs, the manager or coordinator must contact
human resources to discuss how the conflict should be
managed or, where practicable, avoided. The selection
panel should include a manager or coordinator from the
department where the vacancy has arisen. The panel
usually consists of three members, including:
• The immediate manager or coordinator (who will
generally be the chairperson of the panel)
• Another appropriate person from the work unit
• One other person nominated by the chairperson of
the panel
• The panel should also contain a balance of genders
When conducting the interview, it is important to start by welcoming the candidate and outlining the interview
process. Ensure that active listening and communication skills are used during the interview. The interview process
may include:
• Asking questions, listening to the responses and take notes
• Asking clarification questions if required
• Allowing time for the candidate to respond to the questions
• Obtaining any further information from the candidate
At the conclusion of the interview, thank the candidate and outline the next steps of the process including any other
skills assessments that may be required. After the interview, check the answers provided against selection criteria
and write a report. Provide the report to the relevant stakeholders and make a selection. After the interview, review the
process and ensure that any suggestions or changes are discussed with the stakeholders.
The process for organising and conducting interviews and selection activities can be summarised in the following
diagram:
Just like the preliminary screening process, there are
a number of common interview techniques. The most
commonly used interview is conducted in person and
face-to-face. Other interview techniques include:
• Phone interviews
• Group interviews
• Online live interviews conducted via Zoom, Skype or
Microsoft Teams
• Recorded video interviews
• STAR interview technique:
• The STAR format stands for Situation, Task, Action,
Result.
• Situation: An event, project or challenge faced
• Task: Explain the task you had to complete
• Action: Steps or procedure taken to relieve or rectify
situation
• Result: Close with the results of your effort
Questions that are asked during the interview may
include generalist questions and role specific questions
as outlined in the selection criteria of the job description.
General questions may include:
• What motivated you to apply for this role?
• What do you know about our organisation?
• What are your salary package expectations?
• What expertise can you bring to the role?
• Why should we employ you over other
candidates?
• Why do you want to leave your current
company?
• What are your career goals?
Selection criteria specific examples of interview
questions may include:
• Describe a time when you disagreed with a team
member. How did you resolve the problem?
• This role requires analytical reports. Describe the
type of analytical reports that you have previously
written. What were some of the challenges you faced
writing the reports?
• You are required to report safety incidents as part of
your role. Tell us about a time that you had problems
with reporting an incident. What did you do?
• Tell us about a time that you did not meet a deadline.
What was the situation and how did you handle it?
• How do you approach problems and issues? What
was the process that you used?
• Provide an example of where you have worked in
a small team. How did you contribute to the team
goals?
Regardless of the role, the questions must be clear to
the candidate and be aligned to the selection criteria
and the scope of the role to assist with the process of
selecting the right candidate for the vacancy.
Example
For area manager roles, Aldi stores
conduct an online preliminary
interview, and if the candidate
is successful, they are invited to attend an online
video interview. The candidate is provided with
a link and a series of questions are asked (in
text) that the candidate must respond to and the
answers are recorded and uploaded onto the Aldi
recruitment system.
Website
Read the following information on
arranging and conducting interviews:
https://scnv.io/lAKF
Website
Read the following information
regarding conducting
interviews:
https://scnv.io/By2Z
Information
Skills assessments can vary depending on the role,
and in some cases, they may be a formal process that
is aligned to licensing and qualification requirements.
There are different authorities that can undertake
formal skills assessment such as those that recognise
qualifications and skills obtained from another country.
Competency based assessments are used to determine
competency levels usually associated with qualifications
including various certificate levels and up to advanced
diplomas as part of the vocation education and training
system.
The process of carrying out skills assessments usually
requires the applicants to provide various types of
evidence such as qualifications, courses attended and
licenses that are required for the occupation along
with any relevant work experience. Some of the skills
assessments may require a completed portfolio, report
submission or registration with other authorities such as
trades.
Examples of these types of skills assessments include:
• Electrical assessments
: to become a
registered electrician
• Building assessments:
to become a registered
builder
• Plumbing assessments
: to become a
registered plumber, roof plumber or gas
plumber
Skills assessments and relevant work experience can
also be used to align the knowledge and skills with
formal qualifications and also to determine any training
requirements.
In addition to carrying out skills assessments, further
relevant information may be required from the potential
candidate. This may include the names of recent
supervisors or managers as referees, verified copies
of formal qualifications, medical information, evidence
of ongoing professional development and training,
vaccination information, police checks and working with
children checks.
Other types of skills assessments may include:
• Psychometric testing is used to assess specific
duties, tasks and soft skills that may include the
ability to work in a team, leadership and management
skills and problem solving and analytical skills
• Personality testing to determine personality or
character that can build teams to be able to work
together effectively
• Management and leadership assessments are used
to determine the type of management style and
leadership capabilities of the candidate and how they
can operate at a strategic level and work towards the
achievement of organisational objectives
• Learning style assessments are used to determine
the ways that individuals learn and take in any new
information
• Culture fit assessments are used to assess the
candidates potential fit into the organisations culture
Example
A regional water board requires
onsite maintenance staff to
conduct audits and general
maintenance of some of the water treatment plants.
Given that there are a number of abattoirs within
the region, the new staff are required to have a Q
fever and tetanus vaccination prior to commencing
employment.
Website
Read the following information
on formal skills assessments
from the Australian
government:
https://scnv.io/nZ69
Skills Assessments
Describe the skills assessments that you may be
required to carry out in your organisation.
Review Questions
Use the following aquestions to check your knowledge
Q1. Describe the purpose of screening processes.
Q2. Explain when and how the screening process can
be undertaken.
Q3. Describe where the process for organising and
conducting interviews and selection activities may
be found in an organisation.
Q4. Using two examples, explain the type of information
candidates may need to provide as part of a skills
assessment.
Q5. Describe the further relevant information that may
be required from a potential candidate.
Coordinate recruitment and onboarding
3. Assess and Select Candidates
By the end of this chapter, you will understand:
3 How to conduct the assessment and selection
process
3 Ways to assess candidates against specified
selection criteria and referee reports
3 How to prepare recommendations.
In this chapter, we will examine the how to conduct assessments and carry out
the selection process according to organisational requirements. We will examine
ways to assess the candidate against selection criteria and how to conduct referee
checks. We will examine how to prepare recommendations for appointments to the
relevant stakeholders.
Conduct Assessments and the Selection Process
In order to select the preferred candidate, the
organisation’s recruitment and selection process must
be adhered to and be in line with the required legislative
requirements. There are many ways of selecting the
right candidate based on the job or position description.
Some organisations use a weighting system by which
to score each of the task requirements against the
candidate response questions in an interview. Other
organisations use situational analysis questions to
determine how the candidate responds to a certain
scenario or situation.
Prior to an interview, or once a shortlist of candidates
has been chosen, organisations may also use other
skills assessment such as psychometric and skills
testing programs for recruitment. Often, these tests
use measurable, objective data that gives details of an
applicant’s skills and suitability for a position, including
their potential cultural fit and behaviour requirements.
Another key part of conducting assessments prior to
selecting a candidate is to conduct an identity check.
It is imperative to have policies and procedures that
can help keep inappropriate people from working at
the organisation. As part of the recruitment process, we
must be able to ensure that we employ the right person
for the role within the organisation.
Consistent messages about rigorous identity, referee
and probity checks should be undertaken to deter
individuals that may have a history of inappropriate
behaviour or criminal offences. An identity check
is defined as a process by which the identity of an
individual is verified to ensure that they are who they
claim they are.
The verification of the candidate’s identity underpins all
other verification and is fundamental to understanding
the candidate’s background and may be used to
undergo working with children checks and police
checks.
Identity verification is a necessary process that ensures
a person’s identity matches the information that has
been provided by the applicant.
The identity verification process should be able to
ensure that there is a real person behind the application
for a role and should be able to prove that they are the
one that they are claiming to be.
An explanation of the types of rigorous identity checks
should be described in all aspects and documents as
part of the recruitment process.
An example of a checklist for the recruitment process to confirm the identity of an individual is provided below:
RECURITMENT PROCESS IDENTITY CHECKLIST
QUESTIONS
ANSWER YES/NO
Does the recruitment process verify the applicant’s identity?
Does the identity check ensure they are who they say they are? For example,
conduct a 100-point check?
Does the identity check request original documents?
Does the identity check have a process for identifying and verifying name
changes? For example, marriage, divorce or by the births, death and marriages
name change registration process?
Does the identity check include viewing the applicant’s passport or drivers
licence to check that the name is the same?
Does the identity check include conducting internet searches to verify the
identity of the applicant?
Does the identity check include a process of checking social media accounts?
Checking Social Media
Checking social media accounts and conducting
internet searches are widely used by human resources
practitioners and managers to assist with the verification
of an individual’s identity. Many employers use search
engines and social media to discover information about
applicants and may use social media information from
sites like Facebook, Twitter and Instagram.
You must be mindful that there may be potential
discrimination issues involved in conducting searches
and not to be biased but use the information and data to
confirm the identity of the applicant. The searches may
provide additional confirmation that the individual is who
they say they are, and other information obtained can be
used to evaluate their character, personality, values and
suitability for the role at the organisation.
In some cases, social media accounts and internet
searches may provide the verification of potential
reasons not to engage the applicant due to their
disturbing behaviours, comments, posts and
photographs that have been uncovered as a result of the
searches that have been undertaken.
The searches may demonstrate various unethical
behaviours that the individual has demonstrated such as
any allegations against the individual or pending court
proceedings that were not uncovered during a police
check at that point of time.
3. Assess and Select Candidates
Case study
A local community organisation
undertook a police check on
an applicant. The applicant
only provided two of the four
documents that were required to conduct a
background check. Numerous follow-ups were
conducted with the candidate to obtain copies
of their identification after the verification through
the Document Verification Service (DVS) failed. A
staff member conducted various social media and
internet searches and discovered that there were
several different spellings of the applicants name
being used. The staff member also discovered
disturbing new paper articles in relation to alleged
fraudulent activities with a local community group.
After several weeks, the applicant finally provided
sufficient information to confirm their identity via
the DVS, which also confirmed an adjustment
in the spelling of their name. Once this name
adjustment was discovered, the result of the
background check revealed a lengthy criminal
record that included a prison term for fraud
whilst working at a bank. This case reveals the
crucial part that ID verification plays in a police
check when following up on applicants who
avoid providing the information needed to run the
required check. It also highlights how social media
and internet searches can assist in the verification
of an applicant’s identity.
Website
Read the following article on
conducting social media checks:
https://scnv.io/GCzg
Website
Read the following article on working
with children checks:
https://scnv.io/mPOG
Watch
Watch the following YouTube
video by GreggU called Selection
Screening:
https://scnv.io/jFf5
04:29
Conduct Assessments and the
Selection Process
Describe the purpose of conducting social media
and online identity checks.
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28
BSBHRM415
Coordinate recruitment and onboarding
3.2 Candidates, Selection
Criteria and Referee Reports
The assessment and short-listing process involves
determining the applicants that meet the selection
criteria and who are able to perform the various tasks
and meet the requirements of the role. Screening and
assessing the candidates intake form in a ranking
process to determine which of the candidates may
progress to the next stage of the selection process and
be short-listed. At the short-listing stage, candidates
have met certain criteria as part of the assessment
process. This has been achieved through ascertaining
if the candidates meet the initial relevant criteria and
allows the recruiter to reduce the candidate applications.
Candidates should be provided with clear instructions
on how to address the selection criteria and this should
include information on how the applications must be
able to verify the information that is provided. This, along
with a scoring procedure, can then be used to evaluate
whether candidates have met the selection criteria.
Conducting reference checks can be one of the most
important steps in the selection process. Often the past
performance of an applicant can be the best indicator of
future performance. Speaking to past direct supervisors
or managers will assist to determine if the applicant
being considered is suited for the role. It can provide
you with confirmation that the applicant has the required
skills and experience in working in the role, as they have
directly observed the applicant perform in their previous
role.
By speaking directly to a previous supervisor, you
can obtain valuable information and insight about
the applicant’s job performance, their strengths and
weaknesses, their interaction with customers, suppliers
and other staff. It can help to identify any misleading
information that was provided in the covering letter,
resume or during an interview such as an exaggeration
or incorrect length of employment or the responsibility
the applicant had in their previous role.
It is recommended that at least two referees are
contacted to provide insight into the applicant’s
character and skills. Line managers, particularly the
applicant’s most recent employers, are likely to provide
you with the most accurate information.
Reference checking allows you to ensure that you are
finding the most qualified person for the position. It is
important that during the interview process you obtain
consent from the applicant to contact their references
and ask employment-related questions. Be sure that you
tell the applicant that you wish to speak to the people
who supervised them in their previous roles and that it
must be work-related referees.
An example of an assessment and selection process is
demonstrated in the diagram below:
Organisations have different processes that they use to assess candidates against specified selection criteria and
referee reports. It is important to know the relevant procedures and consult with and confirm these with the relevant
stakeholders.
An example of an interview scoring record is listed below:
SELECTION CRITERIA
RATING
5
4
3
2
1
Educational Background: Does the candidate have the appropriate educational
qualifications or training for this position?
Comments:
----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
Work Experience: Does the candidate have the relevant work experience?
Comments:
----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
Criteria 1: Significant experience in the successful implementation of strategic and
operational plans which have achieved specific objectives of the organisation.
Comments:
----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
Criteria 2: Experience in the oversight of contemporary human resources and cultural
change management programs designed to maximise organisational effectiveness.
Comments:
----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
Criteria 3: Exceptional customer service.
Comments:
----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------
Scoring
Candidate evaluation forms are to be completed by the interviewer to rank the candidate's overall qualifications for
the position to which they have applied. Under each heading, the interviewer should give the candidate a numerical
rating and write specific job-related comments in the space provided. The numerical rating system is based on the
following:
5: Exceptional 4: Above Average 3: Average 2: Below Average 1: Unsatisfactory
Candidate Name: ____________________ Position: ______________________
Interviewer Name: ____________________ Date: ______________________
3. Assess and Select Candidates
Coordinate recruitment and onboarding
Website
Read the following information in
relation to selection
criteria assessment:
https://scnv.io/ks8X
Website
Read the following article on
selection processes:
https://scnv.io/0dwo
Assess Candidates
Using two examples, explain different selection
procedures and techniques.
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Activity
Prepare Recommendations
When making recommendations for a preferred
candidate, the decisions must be clearly documented
and demonstrate and outline how the candidate has
met the selection criteria as well as achieved any other
required assessments. A recommendation report
must explain the basis on which an interview panel
has made the decision to recommend a candidate.
The recommendations that are to be prepared for the
relevant stakeholders should be documented according
to organisational procedures and provide details that
may include:
• The abilities of the candidate
• The skills of the candidate
•
Qualifications
• Knowledge
• Experience that is relevant to the role
The report may include a table summary of the short-
listed and final candidates that made it through the last
part of the screening and interviewing process. This
includes a summary report or table of the comparison
of other short-listed applicants with the successful
applicant as noted above. A summary report example is
provided below:
Educational
Background
Work
Experience
Criteria 1
Criteria 2
Criteria 3
Total Proceed
Yes/No
Candidate 1
4/5
5/5
4/5
5/5
4/5
22/25 Yes
Candidate 2
2/5
3/5
4/5
2/5
4/5
15/25 No
Candidate 3
3/5
3/5
3/5
3/5
2/5
14/25 No
Candidate 4
3/5
2/5
3/5
2/5
3/5
13/25 No
3. Assess and Select Candidates
Coordinate recruitment and onboarding
The recommendation report should provide the detailed information for the relevant hiring manager to make an
informed decision.
An example of a recommendation report is provided below:
Recommendation and selection report
Vacancy details
Insert relevant vacancy details.
Vacancy candidate pool
Insert detailed information about the candidates such as the number of candidate applications and
the number of candidates that were short-listed.
Assessment strategies
List all assessment strategies that were used such as screening processes, short-listing processes,
assessments and interviews. Attach any relevant selection panel documentation from each selection
strategy.
Pre-employment checks
List all pre-employment checks undertaken, including referee reports such as police history checks,
qualification checks and licenses.
Assessment and referees
Name
Insert name of referee.
Overview
Overview of the applicant’s skills and experience relevant to
the role.
Assessment
Summary of referee report.
Recommendation
Provide a summary of why the candidate is suitable for
appointment. Include all selection techniques that includes any pre-
employment.
Coordinate recruitment and onboarding
Website
Read the following information on
selection reports
from the Tasmanian
government:
https://scnv.io/imUO
Website
An example of a selection report
can be found on the
following link:
https://scnv.io/sY7Q
Website
An example of a selection report
can be found on the
following link:
https://scnv.io/utUE
Activity 3C
Prepare Recommendations
Describe the types of documents or reports
that you are required to prepare for the
recommendations of a preferred candidate.
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Review Questions
Q1.
Describe some of the ways that you can select a
candidate.
Q2.
Describe the other types of assessment that can be
used when selecting a candidate to be short-listed
or interviewed.
Q3.
Explain why you would conduct an identity check of
a candidate.
Q4.
Using two examples, explain what the assessment
and short-listing process involves.
Q5.
Explain why you should conduct referee checks.
Use the following aquestions to check your knowledge.
In this chapter, we will examine ways to inform candidates of selection decisions.
We will examine various processes of providing feedback to internal and external
candidates.
We will examine the various necessary documentation that needs to be organised
and completed in accordance with organisational policies and procedures.
By the end of this chapter,
you will understand:
3 How to inform candidates of selection
decisions and provide feedback
3 The process to secure preferred candidate’s
agreements and coordinate necessary
documentation.
Coordinate recruitment and onboarding
Selection Decisions and Providing Feedback
Each organisation may have a different process for
advising applicants of the selection outcome and
this may include those that have been chosen for
short-listing and those whose applications will not be
progressed further. Unsuccessful applicants need to
be notified and you must ensure that the message sent
is positive and objective. This may be done through
advising in person or via phone or email.
It is important to clearly explain why you are not
progressing further with the candidates and show the
candidates that you appreciate the time and effort
they took to apply for the role. If an applicant was not
interviewed and requests feedback, the hiring manager
or chairperson of the interview panel should advise them
that all decisions made have been based on merit and
that applicants have been interviewed who most closely
matched the selection criteria.
If the interviewer(s) or selection panel is requested to
provide feedback to internal and external applicants who
were not successful in obtaining the role, again, it is to
be reiterated that all decisions have been based on merit
and that the applicant who most closely matches the
selection criteria was successful in obtaining the role.
In particular, the following should be avoided:
• Discussing specific reasons why any person
was unsuccessful. Advise only that short-listed
applicants better satisfied the selection criteria
• Providing information received during the
reference check
• Debating issues with the applicant
• Referring to any personal, irrelevant or unlawful criteria
Coordinate recruitment and onboarding
If the internal applicant is from the department which
the vacant position has been advertised, the hiring
manager or chairperson of the panel should meet with
the unsuccessful internal applicant(s) to discuss with the
employee their career aspirations and expectations. This
may include the provision of relevant information and
advice on any available training and development that is
available to the unsuccessful employee.
Many large organisations, including the public service,
have appeal processes for existing employees. If an
existing employee (including casuals) was interviewed
but unsuccessful, the chairperson of the selection
panel usually advises the employee of the decision as
soon as possible. The chairperson should also notify
human resources as current employees have a set
period of time (two–five days) from the time they were
notified that their application was unsuccessful to lodge
a submission. This submission is usually lodged with
the human resources department and a review of the
recruitment process is undertaken.
Any additional feedback for the unsuccessful internal
employee, the hiring manager or chairperson of the
interview panel should discuss with the employee
their career aspirations and expectations, offering
career advice and information. Where the unsuccessful
applicant is an employee in the department where
the vacancy exists, ensure that the performance
appraisal process for the employee identifies the skill
development and training needed to enhance their
career opportunities. Additionally, develop a strategy
to assist the employee to enhance their job and career-
related skills and experience, i.e., job rotations or training
in resume and interview techniques.
Website
Read the following information
on giving feedback for advising
applicants on the
selection outcome:
https://scnv.io/TxvV
Website
Read the following information on
processes for advising applicants
on the selection
outcome:
https://scnv.io/tehO
Watch
Watch the following YouTube video
by Work It Daily called The Right
Way To Tell Candidates They Didn’t
Get The Job –
RecruitHUB:
https://scnv.io/Dcyq
07:50
Activity
Selection Decisions and
Providing Feedback
Explain what you need to consider when advising
applicants of the selection outcome.
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Before a new employee takes up their position, there
is some documentation that should be organised.
When coordinating the necessary documentation,
ensure that you observe and follow confidentiality and
privacy requirements. The proceedings of the interview
panel, including all documents and correspondence
considered by the hiring manager or interview panel,
are confidential and for the information of interviewer(s)
and panel members only. These matters remain
confidential even after the results of the hiring manager,
interviewer(s) or panel’s recommendation are made
known. Information should be securely stored and must
ensure that the confidentiality requirements, as per the
Privacy Act and relevant organisation privacy policies
and procedures, are adhered to.
When securing the candidates agreement, the
successful candidate should receive a letter of
appointment and a contract of employment.
A letter of appointment should:
• Welcome the new employee
• Reiterate the position title, conditions of
employment and salary
• Outline the hours and days to be worked
• State the starting time and date
• Name the staff member who will act as contact
person on the first day of employment
• Outline whether the position will be a contract
and state the time period of the contract
• Outline if the position is permanent employment
and ongoing
• Outline the time frames and details of
any probationary period
• Outline all employee entitlements such as
superannuation, leave and the relevant state or
federal award or enterprise agreement
Other documentation that is usually required includes:
• Contract of employment
• Confirmation letter
• An employment declaration form from the Australian
Taxation Office
• An employee information sheet that includes
emergency contact details and banking details
• A section for the candidate’s signed acceptance
• Fair work statement
• Superannuation form – choice of superannuation
fund form
Contracts of Employment
A contract of employment may incorporate a workplace policy. Workplace policies may take the form of guidelines
or general directions to employees such as a staff handbook and may include other documents in the contract of
employment, such as those listed in the diagram below:
Website
Read the following information
on new starters
documentation and
information:
https://scnv.io/aCm7
Website
Read this article to learn more about
employment contracts:
https://scnv.io/4hCN
LEARN MORE
For further information on
confidentiality and the Privacy Act
check out the following link:
https://scnv.io/m5z8
Activity
Candidate Agreements and
Necessary Documentation
Using two examples, explain the necessary
documentation you need to consider when a new
employee takes up a position.
Review Questions
Use the following aquestions to check your knowledge.
Q1.
Describe the feedback that should be avoided if the
interviewer(s) or selection panel is requested to
provide feedback to internal and external applicants
who were not successful in obtaining the role.
Q2.
Using two examples, explain the type of feedback
that may be given to an internal unsuccessful
candidate.
Q3.
Explain what should be included in a letter of
appointment/offer to the successful candidate.
Q4.
Explain why you need to consider privacy when
coordinating documentation.
Q5.
Using three examples, explain other information and
workplace policies that may be included in an
employment contract.
Q6.
Describe where you can obtain further information
on privacy requirements and legislation.
In this chapter, we will examine the required administration tasks and arrangements
that will be required for the commencement of employment of a new employee
including pay and employee record keeping.
We will also examine the various tasks that are required to coordinate the various
aspects of the onboarding processes.
By the end of this chapter, you will understand:
3 Ways to advise stakeholders of new
appointments and make necessary
administrative arrangements
3 How to coordinate successful candidate’s
onboarding according to organisational
policies and procedures.
Advise Stakeholders of
New Appointment
Prior to the commencement of a new employee, the
relevant manager, supervisor or stakeholder must be
informed of the of new appointment, including the start
date and be provided with the relevant onboarding and
induction information and associated documentation.
Administrative arrangements included in the onboarding
process and program may include various activities and
required documentation that needs to occur prior to a
new employee starting work, such as:
• Ensuring that all payroll information has been
received and processed including tax file
declarations, superannuation choice of fund details
and deductions requests such as union fees or extra
tax
• Ensuring that all human resources documentation
(policies and procedures) has been handed out
• Scheduling all necessary training in policies and
procedures prior to commencement
• Organising and providing information of aspects of
working at the organisation, such as:
• Useable car parks
• Personal belongings storage
• Security and access arrangements
• Computer arrangements
• Amenities (e.g., toilets, tea rooms) locations
• The replenishment of personal stationery,
office supplies, equipment, tools, etc.
• Administrative assistance
• A schedule of where and when to meet the
manager on the first day
• Scheduling on site induction, emergency
and evacuation procedures
• Organising site specific online inductions (if
required)
• Organising any medicals (if required)
• Organising police checks and working with
children checks (if required)
Think
Think about the onboarding
process. What would make an ideal
onboarding process for a new team
member?
Watch
Watch this short YouTube video
titled 5 tips for training new
employees 2019 | New hire training
tips 2019 by The
Human Resources Tips:
https://scnv.io/4b7L
Website
Read the following article on the
successful onboarding and training
of new staff:
https://scnv.io/7OnK
03:20
Activity
Administrative Arrangements
Explain the personnel and payroll information
that needs to be organised prior to a new employee
starting the role.
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Candidate Onboarding
Onboarding aims to provide the required support and
training that allows the new employee to become
familiar with their roles and responsibilities in the
organisation. The onboarding process can last over a
set period of time, and checklists are recommended to
ensure that the required information has been covered.
Consistent onboarding processes should be followed
Onboarding/Induction Timeline
What Occurs
First week
• A meeting is held to discuss the induction program, aims and goals,
expectations, and policies and procedures
• Relevant meetings and training sessions are booked
• A check is conducted to ensure that the new employee is added to
the email system
•
An outline of where records and files are kept is provided to the new
employee
First month
• A meeting is arranged to ensure that all planned induction activities
have occurred or are continuing
• A check is conducted to see if other mentoring is required
First three months
• A meeting is arranged to discuss the performance plan objectives,
development or management
• Feedback is obtained from the new employee on the induction process
• Upcoming milestones or goals are discussed
across an organisation and managers should be
provided with the required training in onboarding
process and standard tools and checklists to ensure
consistency. An onboarding/induction schedule should
be developed to complement any onboarding or
induction checklists that are used. The time frames
for onboarding will vary depending on the position
and organisational complexities and requirements. An
example of an induction/onboarding time framework is
outlined in the table below:
An induction/onboarding time framework may also be
aligned to an employee probation period.
A probation is a set period of time that allows both an
employer and an employee to assess each other and
the position. If, for any reason, it is deemed that the
employee is not suited to the position or the business (or
vice versa), either the employer or employee can end the
employment within the probationary period.
Probationary periods can vary in organisations and
can last from a few weeks up to 12 months and is
conducted alongside the onboarding process. It also
includes the provision of feedback to the new employee
on progress. Documentation that should be provided
as part of the onboarding and probation periods usually
include the clearly set out role expectations and any key
performance indicators for the staff member to achieve.
Regular meetings are scheduled with the new staff
member and clear and achievable goals are set for the
position. Probationary periods apply to both part-time
and full-time workers.
Most organisations will use an onboarding or induction
checklists as part of the onboarding process to
document the various activities required as part of
onboarding.
Here is an example of an onboarding checklist adapted from a template created by Southern Cross University:
Induction Checklist
This checklist is to be initiated and tailored to the department and the employee's requirements. It should be
completed by the employee's supervisor.
Employee's name: …………...…………...…………...…………...…………...…………...…………...….
Proposed start date: …………...…………... Department or work area: …………...…………...……
INDUCTION TASK
PERSON
RESPONSIBLE
INITIALS & DATE OF
COMPLETION
PRIOR TO COMMENCEMENT
Confirmation of offer acceptance
Confirm with HR Services:
Online onboarding
Offline onboarding
Phone extension organised:
……………………………
Work space and desk organised
Computer/laptop and IT access arrange
Other:
Casual employees:
Signed copy of contract sent to HR
DAY ONE OF COMMENCEMENT
WHS induction checklist completed and sent to HR services
If applicable:
Confidentiality agreement signed
Working with Children clearance (or state or territory
equivalent) acquired
IT access and systems:
Computer setup and network access provided
Access and training arranged for required systems
Security and access:
Photo ID Key and building access Telephone directory
Facilities and services:
Mail arrangements Location of toilets Stores and
stationery Other facilities
Employment information discussed:
Code of conduct
Emergency contacts and procedures
Specific WHS requirements completed if required
Website
Read more about probation on the
Fair Work website at
the following link:
https://scnv.io/EdhN
Website
Read the following:
9 Steps to a Better
Onboarding Program
https://scnv.io/GUkc
Activity
Describe your organisation’s onboarding
processes.
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Review Questions
Use the following aquestions to check your knowledge.
Q1.
Using three examples, explain the various aspects
of working at the organisation that may need to be
organised prior to the commencement of a new
employee.
Q2.
Describe the administrative activities and required
documentation that needs to occur in your
organisation prior to a new employee starting work.
Q3.
Explain the aims of onboarding processes and
procedures.
Q4.
Describe some of the tasks or actions that could be
undertaken in the first week of the onboarding and
induction process.
Q5.
Using four examples, explain some the tasks or
actions that could be included in an onboarding
and induction checklist.
Australia. Attorney-General’s Department. (n.d.). Privacy
.https://www.ag.gov.au/rights-and-protections/privacy
Australia. Australian Human Rights Commission. (2015).
A quick guide to Australian discrimination laws
https://humanrights.gov.au/our-work/employers/quick-
guide-australian-discrimination-laws
Australia. Australian Human Rights Commission. (n.d.). Job Advertisements
https://humanrights.gov.au/quick-guide/12055
Australia. Department of Health. (2019). Selection process
https://www.health.gov.au/about-us/work-with-us/selection-process
Australia. Fair Work Ombudsman. (n.d.). Employment contracts
https://www.fairwork.gov.au/awards-and-
agreements/employment-contracts
Australia. Fair Work Ombudsman. (n.d.). National employment standards
https://www.fairwork.gov.
au/employee-entitlements/national-employment-
standards
Australia. Fair Work Ombudsman. (n.d.). Probation
https://www.fairwork.gov.au/employee-entitlements/
types-of-employees/probation
Bell. S. (2012, February 15). The importance of
communicating HR policies and procedures. iHR Australia.
https://content.ihraustralia.com/blog/
the-importance-of-communicating-hr-policies-and-
procedures
Benz, M. (2019). How to ask for feedback:
The ultimate guide to relevant feedback Busines 2 Community.
https://www.business2community.com/communications/how-to-ask-for-feedback-the-ultimate-guide-to-relevant-feedback-02164582
Bruno, B. (2020). High-tech high-touch recruiting: How to attract and retain the best talent by improving the candidate experience (1st ed.). Kogan Page.
Advanced diploma of leadership and management(2019). Australian Pacific College.
https://files.transtutors.com/cdn/uploadassignments/2867188_1_employee-relations-2-workbook-v1.9.pdf
Ceplenski, C. (2013, November 4). What is the purpose of a job description HR Daily Advisor.
https://hrdailyadvisor.blr.com/2013/11/04/what-is-the-purpose-of-a-job-description/
Deutsch, M. (2016, November 7). The 10 Most Critical
Recruitment Process Steps. Top Echelon.
https://www.topechelon.com/blog/placement-process/10-critical-recruitment-process-steps/
5 ways to create an employee on-boarding process
everyone will Love
(2017). Natural HR.
https://www.naturalhr.com/2017/02/23/5-ways-create-employee-boarding-process-everyone-will-love/
Forbes Coaches Council. (2018, August 10).
10 ways artificial intelligence will change recruitment practices. Forbes.
https://www.forbes.com/sites/forbescoaches
council/2018/08/10/10-ways-artificial-intelligence-will-change-recruitment-practices/?sh=49de22123a2c
Garbarino, C. (2019, September 5). The complete guide to successful onboarding and training. LivePlan
https://www.liveplan.com/blog/the-complete-guide-to-successful-onboarding-and-training/
Gasior, M. (2017, December 26). Why it is important
to review policies and procedures: How regularly
reviewing policies and procedures is a key part of
your organization's success.
PowerDMS
https://www.powerdms.com/blog/why-it-is-important-to-review-policies-and-procedures/
Gregg Learning. (2018, August 4). Technology for Recruiting
[Video]. YouTube.
https://www.youtube.com/watch?v=WXuZwLLFJVo
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