Workflow Tools

Workflow and process analysis tools and diagrams can be a really helpful way of visually showing the steps involved in a process as well as the roles involved in each stage.

There are three terms often used and confused: Process, Procedure, and Work Instruction.

Process

Any activity or set of activities that uses resources to turn inputs into outputs can be considered a process. Processes need clear objective(s), input(s), output(s), activities, and resources. You should be able to ask these when defining a process:

Activities:

• What are the basic jobs carried out in my department?
• Can you explain to me your operations here?

Inputs/Resources:

• What information do you need to start your work?
• Where does it come from?

Outputs:

• Who receives the result of your work?
• How do you know if you’ve done your job correctly? (meet objectives)

Procedure

A procedure outlines how to perform a process, such as “Purchasing”:

• Who does what? Performs an action?
• What sequence do they perform the steps in the task?
• What criteria (standard) needs to be met to successfully complete this process?

Work Instructions

A work instruction describes how to perform a task. It is more detailed information on the procedure such as “Completing a Purchase Order” or “Ordering supplies”. Sometimes more detail is needed than the procedure steps. Many businesses include work instructions to aid in training, to reduce mistakes, a point of reference for jobs, etc. Refer also to workplace manuals.

Watch

Introduction to Process Flow Charts

An introduction to process flow charts showing the sequence of process steps.

Duration: 4:28

Questions

Pre-Watch Question: How do you think a process flow chart can help business operations?

Post Watch Task: What have you learned about process flow charts?

Workflow diagrams and flowcharts are used to develop understanding of how a process is done, to study a process for improvement, to communicate to others how a process is done, when better communication is needed between people involved with the same process, to document a process.

When you think of flowcharts, the basic workflow charts are probably what come to mind. There's a starting point, a few steps in the middle and an endpoint. All connected by arrows or lines. These are the charts used most widely.

Simple Decision Process

Example of a Payment Process

Other workflow tools and models include:

Context diagrams

Context diagrams are graphic displays of relationships among business roles. It shows external relationships with businesses and individuals, as well as relationships with internal roles and the department being analysed.

Context diagram

Functional flow diagrams

Functional flow diagrams are a clean, logical method for “making sense” of a situation. They are useful for showing an overview of a procedure, process or situation. They consist of grouping of boxes with connecting arrows:

Functional flow diagram

Cross functional flow diagrams

Cross functional flow diagrams is a business process mapping tool used to show the steps and stakeholders for a specific process. Cross functional flow diagrams consist of a sequence of activity steps and the interaction between individuals or groups:

Cross-functional flow diagram

Activity

What processes do you use? Make a flowchart to show the steps in a job you complete every morning in your workplace and share to the forum.

There are some free online tools which allow you to create and download workflow diagrams, such as https://app.diagrams.net/

Or you could create your diagrams on paper then scan or use your smartphone to photograph your diagram.

Case Management is another way to approach building processes. It has similarities to workflow, but also important differences. Different situations may require one or the other, or even a combination of both. Structured workflows are useful to handle repetitive processes with predictable steps and outcomes. However, some processes are not perfectly predictable and require adjustment as new information as new information arrives from multiple sources – these situations require a more flexible and unstructured approach.

Watch

Workflow vs Case Management

This video presents a simple explanation of workflow and case management, and when they may be useful.

Duration: 2.10

Questions

Pre-Watch Question: What do you think the main differences are between Case Management and Workflow?

Post Watch Task: How could you explain the differences between Case Management and Workflow to another person new to these concepts?

Project management workflow refers to a systematic sequence of tasks, activities and processes which are used to plan, execute, monitor and complete a project. It consists of a specific and ordered set of steps which must be completed to execute a process step. Each step in the process requires that the previous step has been completed. The main aim of project management workflow is to ensure that a project is completed successfully, on time, within budget and with the desired quality (Eby, n.d.).

Workflow vs Project Management

Project management has the overall aim of project completion, whereas workflow is concerned with making sure each task within the project is successfully executed.

Differences between Workflow and Project Management:

• Length: Workflow refers to project tasks within the overall project
• Approach: Workflow processes are standardised, project management is different according to each project.
• Triggers: Workflow steps are triggered by the completion of the previous step but projects are not necessarily dependent on those that preceded them.

Similarities between Workflow and Project Management

• Processes: Both deal with the completion of tasks and the steps involved
• Simplification: Both break down a process’s many steps into smaller pieces
• Accountability: Both have defined goals which teams and individuals are accountable for completing.

Methodologies:

Project management methodologies are frameworks which define a set of principles, processes, practices and tools for planning, executing and managing projects to provide a systematic way to organise project activities. A few common methodologies include: (Eby, n.d.)

• Waterfall: the Waterfall methodology is a sequential, linear approach to project management which involves completing one phase of a project before moving on to the next. It is often used for projects where requirements are well-defined and unlikely to change during the project.
• Agile: Agile methodologies are incremental approaches to project management which emphasis flexibility, collaboration and responsiveness to changing requirements. It is often used in software development and other industries where requirements evolve over time.
  • Scrum: Scrum is a type of Agile framework which focuses on small, incremental improvements in short timeframes called “sprints” and which emphasise teamwork, regular meetings and adaptability.
  • Adaptive Project Framework (APF): is another type of Agile framework which focuses on the anticipation of risks and mitigating them before they occur.
• Kanban: Visualises work on a progress map and limits the work in progress by assigning tasks as the team completes the preceding task.

Workflow processes refer to a series of organised and interconnected tasks, steps, and activities that are designed to achieve a specific goal or outcome within an organisation. These processes are essential for efficiently and systematically managing various functions, projects, and operations. They are characterised by a logical sequence of actions, roles, and responsibilities, ensuring that work is performed consistently and in a standardised manner. Workflow processes are critical in virtually all industries and sectors for several reasons:

• Efficiency and Productivity: Workflow processes help streamline operations, reduce redundancy, and minimise delays. By providing a clear path for work to move from one step to the next, they enable organisations to accomplish tasks and projects more efficiently.
• Quality Control: Standardised workflows ensure that each task is carried out consistently and according to established standards. This contributes to improved quality control and reduces the likelihood of errors.
• Resource Allocation: Workflow processes help organisations allocate resources, including human resources, time, and budget, more effectively. This allows for better planning and resource utilisation.
• Transparency and Accountability: Clear workflows make it easier to track progress, assign responsibility, and monitor performance. This promotes transparency and accountability within the organisation.
• Adaptability and Scalability: Well-designed workflows can be adapted and scaled to accommodate changes in the business environment, whether it's growth, new regulations, or shifts in customer demands.
• Customer Satisfaction: Efficient workflows often result in faster response times, improved customer service, and a better overall customer experience.
• Compliance and Risk Management: In highly regulated industries, workflows help ensure compliance with legal and industry standards. They also assist in identifying and mitigating risks.

Line Production

Also known as Assembly Line Production or Progressive Assembly is a production process which

• Assembly line production is a process in which goods are manufactured in a sequence of pre-defined steps
• Assembly lines are the most commonly used mass production method
• Assembly lines reduce labour costs because tasks can be performed by unskilled workers (Banton, 2022)

Key characteristics of Line Production:

• Division of labour – workers specialise in specific tasks which enhances efficiency and product quality
• Continuous flow – products move along an assembly line in a continuous flow
• Standardisation – consistency and quality are maintained by use of standardised components and processes
• Efficiency – minimises downtime and wasted resources
• Quality control – integrating quality control checks allows defects to be identified early
• Mass production – line production is well suited for the large volume production of standardised goods.
• Examples of line production include cars, electronics and consumer goods.

Watch

How Cars Are Made in Factories (Mega Factories Video)

A video which shows the manufacture of cars in large factories using the assembly line workflow process.

Duration: 5:54

Questions

Pre-Watch Question: Why is assembly line production commonly used in the automotive industry?

Post Watch Task: Did you notice the quality control inspections? What is the role of humans vs robots in the production of cars?

Product Launching

Product launching is when a new product is introduced to the market and serves several purposes for an organisation:

• create awareness for a new product
• builds anticipation for a new product
• gives customers the chance to buy a new product
• drive sales
• gather feedback from users
• create momentum and industry recognition

^{(Product Launch, 2023)}

There are a number of activities which need to take place in the process, including:

• pre-launch preparation
  • market research
  • target audience analysis
  • setting goals for the launch
  • budget and resource allocation
• planning
  • create a timeline and milestone schedule
  • identify risks and challenges
  • assemble a team from different departments and a range of expertise to contribute to the launch
• execution
  • build anticipation through teaser campaigns
  • create product messaging
  • select appropriate marketing channels
  • co-ordinate PR and media relations
• post-launch analysis
  • gather feedback and reviews from customers
  • make necessary improvements if needed
  • celebrate success with the team

A well-executed product launch is important for a product’s success as it can lead to positive market perception, customer adoption and profitability for the company.

Watch

The Lost 1984 Video: young Steve Jobs introduces the Macintosh

The product launch of the Macintosh computer in 1984 by Steve Jobs. The video shows the audience reaction to a revolutionary new product.

Duration: 5.10

Questions

Pre-Watch Question: What do you know about the influence this product launch had on the company and on the tech sector?

Post Watch Task: What was your reaction to watching this video? Post your thoughts on the influence of the product and on how this launch affected the company.

Activity

How do you think the launch of the Macintosh computer in 1984 affected the profitability and perception of Apple? Share your ideas in the forum. Don’t forget to comment on what your classmates say.

Retail Store Operations

This includes the activities and procedures a retail establishment uses day to day in order to run efficiently. It involves a range of tasks including:

• inventory management
  • manage stock levels to ensure the right products are available in the right quantities
  • optimise the supply chain (i.e. improve the efficiency and cost-effectiveness of procurement and distribution of goods and services to meet customer demand while minimising waste)
  • eliminate or reduce overstock or understock situations
• sales and customer service
  • provide a high level of customer service
  • process transactions
  • engage with customers to ensure their needs are met
• visual store merchandising
  • attractive preparation and presentation of products to encourage purchases
  • create an appealing in-store environment
• staffing to provide high-quality customer service
  • hiring
  • training
  • scheduling
• financial operations to ensure profitability and sustainability
  • budgeting
  • accounting
  • tracking sales and expenses
• loss prevention
  • security measures to prevent theft and to protect assets (physical and digital)
• marketing and promotions to attract and maintain customers
  • create and execute marketing campaigns
  • promotional events

Watch

A Retail Store Daily Checklist: Tackle Each Day with a Business Operations Checklist

A step by step video explaining the day to day retail store operations in detail.

Duration: 5.21

Questions

Pre-Watch Question: How can a detailed operations process benefit a retail store?

Post Watch Task: Why do you think having a checklist for retail store operations is important?

Recruitment

Recruitment is simply 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 identify and establish the skills, knowledge, and qualifications required for the vacancy and when, where, and how the recruitment should be conducted.

The recruitment process aims to find and engage the most suitable candidate for a job vacancy.

A recruitment process should:

• be undertaken in a timely and cost-effective manner
• promote open, transparent and merit-based recruitment principles
• follow policies, procedures, guidelines and documentation relating to engaging in the recruitment and selection process
• provide candidates with information about the organisation, its mission and its vision.

An equitable process will ensure that the merits of each application will:

• be recognised, acknowledged and given the appropriate value
• be unique as people bring different talents and strengths to their applications based on different life experiences and values.

Most organisations have a process for the authority to fill a position. It might be a completed form 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.

A recruitment process example:

• Identifying and reviewing the role and job analysis.
• Advertising vacancy
• Sourcing candidates and shortlisting
• Screening and interviews
• Referee, identity and probity checks
• Job offer
• Onboarding and probationary period

Activity

Reflect on a time you were hired for a job. What was the process?

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:

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
2. Obtain the authority to recruit
   • Ensure that the authority o 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
3. Conduct a job analysis
   • Look at the major areas of responsibility of the role
   • Identify the main tasks involved in these areas of responsibilities
   • 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
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
5. Source candidates
   • Source candidates according to the organisations advertising and requirement policies and procedures

The following articles contain very useful information on recruitment. Make notes for your own reference as you read.

Have a go at the following activity to check your understanding of the recruitment process.

Stakeholders and Workforce Strategy

It is essential to ensure that consultation occurs with the relevant stakeholders when developing:

• job descriptions
• key selection criteria
• the organisation's workforce strategy.

The workforce strategy includes planning for the workforce's future requirements that are aligned to the strategic plan and overall direction of the organisation and the organisation’s goals or objectives.

The stakeholders can provide valuable insight into the organisation's workforce needs now and in the future. Stakeholders may also be able to provide specific details about the role and the required selection criteria. The job or position descriptions tend to be written in conjunction with staff involved directly with that role or position and the manager responsible for that particular role.

The relevant stakeholders may include:

• External stakeholders such as employer organisations, industry peak bodies and associations, recruitment agencies and workplace relations specialists
• Internal stakeholders include colleagues, human resource managers, human resource officers, senior management, supervisors and team leaders.

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 responsible for managing that particular role and other staff 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 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.

The following articles provide important information about engaging with stakeholders. Make notes for your own records as you read through them.

Review your understanding of the importance of consulting with stakeholders in developing job descriptions by completing the following activity.

Position Descriptions

The purpose of a position description or a job 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 position 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 position or job description will usually also outline any licenses that are required to perform the duties.

Position or job 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.

Activity

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?

When developing position descriptions, it is essential to consider what kind of person is required to do the job. This is called a person specification.

The position description describes what the job will entail, and a person specification will describe the type of person the company needs to fulfil the role.

A person specification describes:

• attributes
• experience expected
• skills needed
• qualifications required.

There are two elements to consider:

Essential – without these, the person cannot fulfil the role, for example, a qualification.

Desirable – these elements will enhance the person's suitability for the role, such as skills in a software program that are desirable but not essential. The person can also learn this skill on the job.

You can contribute to the development of the position 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 position description is used as the foundation for recruiting, selecting, onboarding and developing the individual. It is also used as a benchmark for managing performance.

Watch the following short video by GreggU titled ‘Job Descriptions and Specifications’ to learn more about position descriptions and person specifications.

Watch

Job Descriptions and Specifications

This video discusses the role of job analysis in creating job descriptions and specifications. It explains how job descriptions outline tasks, duties, and responsibilities, while job specifications detail the necessary knowledge, skills, and abilities for a role.

Duration: 4:06

Questions

Pre-Watch Question: What do you think are the key elements of a job description and job specifications, and why are they important in HR management?

Post Watch Task: How can maintaining consistency in job description formatting benefit an organisation, and how might it impact HR practices and employee management?

In the real world

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”

Check your understanding of the content so far.

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 to be implemented to assist in sourcing candidates should be done according 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 software programs, including the expansion and use of the internet, has led to increased efficiency. This includes the effectiveness of organisational processes regarding recruitment. The recruitment process itself has evolved and changed to reflect the needs of the organisation and meet the ever-changing needs of the environment in which businesses operate.

The various organisational policies and procedures will usually outline the preferred process of sourcing candidates. This may include the use of different technology 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 standard methods of attracting candidates that include:

• Explicit advertisements about the role and showcase your organisation.
• Outlining career development and professional development opportunities.
• Using internal referral systems, sometimes your staff may know of someone who may be the ideal candidate.
• Using recruitment agencies, especially for specialist roles, has access to potential candidates.
• Using any professional organisations or bodies to advertise the position.
• Have a stall or stand at a career expo (if you are part of a large organisation) to showcase the various positions.
• Offering flexible working arrangements such as an opportunity to work from home (if the role allows).
• Highlight any monetary incentives that the organisation may have, such as discounts on products or services.
• Using social media to recruit.

In each stage of the vacancy advertising and recruitment process, adhering to relevant legislation, standards, regulations, and awards is vital. The legislative and compliance requirements must be considered in every part of recruiting for a vacancy. It includes writing and advertising a vacancy, interviewing applicants, conducting referee checks, and selecting a candidate.

You need to become familiar with the legislative requirements to ensure that the recruitment policy and procedures meet New Zealand law, standards, regulations and various legislative provisions that apply to the organisation.

When sourcing candidates, relevant legislation must be adhered to, especially when developing the position description and advertisement. Different applicable legislation, regulations, standards, and codes of practice may affect an employment agency and organisation’s recruiting processes. This may include the following:

Legislation may include:

• Health and Safety at Work
• Legislation covering organisational recruitment processes (e.g. Employment Relations Act, Privacy Act, Human Rights Act etc.)

Regulations and standards may relate to:

• Awards and agreements
• Diversity and inclusion
• N.Z. employment law

Codes of practice may include:

• Non-prescribed voluntary codes
• Organisational codes
• Prescribed mandatory industry codes

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

In addition to the principles above, you must also ensure that the advertising of vacant positions complies with relevant legislation, for example the Human Rights Act 1993 Information about discrimination in the workplace is published by the New Zealand government:

Watch

Technology for Recruiting

This video discusses the role of technology in building and accessing connections for recruiters. It looks at the use of virtual online communities to identify talent.

Duration: 3:30

Questions

Post Watch Task: How can the use of virtual online communities enhance the recruitment process, and what specific benefits do you see in leveraging technology for identifying talent?

Prior to moving on to the next topic, have a conversation with someone that is not in Human Resources or studying this qualification and in your own words:

• Describe the purpose of a position or job description.
• Explain why is important to include a description of the tasks and responsibilities in a job description.
• Describe different types of technology that is available to source suitable candidates.
• Explain why you would need to consult with stakeholders in relation to job descriptions.
• Explain how you would coordinate the recruitment of two candidates across your organisation.

In this topic, 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 topic, you will understand:

• How to conduct preliminary screening with candidates
• Ways to organise and conduct interviews and selection activities
• How to carry out skills assessment and obtain relevant additional information from candidates

Conduct Preliminary Screening

Preliminary screening processes and questions are designed to determine if the candidate is a suitable and qualified applicant. Initial screening can be done at the beginning of the recruitment process when sourcing a potential candidate. This can be undertaken when the candidate is applying for the vacancy using an external careers/employment platform or an internal organisational careers system.

Some larger organisations will use software and applicant tracking systems that can conduct the first round of pre-screening. This is achieved by sorting job applications via a software program that can determine whether the words on a resume match the requirements and keywords of the job vacancy.

Various questions that can be posed at the initial 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 New Zealand?
• 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 necessary licences needed for the position?
• 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's career system or via a video meeting. The preliminary screening assists the organisation in determining 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.

The article you have just read is directed towards job seekers. Now watch this video from the hiring manager’s perspective. Do you see a relationship between the content of both?

Watch

What is a Project Scope? Effectively Planning a Project

This video explains the two categories of selection tools for managers to identify the most qualified job applicants: initial screening methods and final screening methods to narrow down the applicant pool.

Duration: 1:51

Questions

Pre-Watch Question: What do you believe are the most crucial factors in the selection process when a manager is hiring a new employee?

Post Watch Task: After watching the video on selection tools, which method discussed do you think is the most effective in identifying the most qualified job applicants?

Activity

Using selection criteria found in the below job description, fill in the missing words of the screening questions in the activity that follows.

Position Description
Position Title: Customer Service Officer	Department: Customer Service
Reporting arrangements:	Reports to: Customer Service Manger (currently Rick Chalmers) Direct reports: N/A
Position summary:	Provide exceptional customer service to all CBSA clients through phone and email channels and handle first tier complaints to resolution
Key responsibilities:	Answer all inbound queries from CBSA clients Provide outbound welcome calls Answer email communication from CBSA client Manage first tier complaints from CBSA clients Undertake operational projects as needed
Criteria:	Essential skills and knowledge: Strong communication and consultation skills - written and verbal High-level attention to detail Ability to problem solve and work under pressure Ability to work well individually and as part of a team Proficient in Microsoft skills (Outlook, Word, Teams, Excel etc.) Desirable skills and knowledge: Previous experience in high-volume contact centre required Strong analytical mind and problem-solving skills Experience using Salesforce CRM Qualification and experience requirements: Tertiary qualifications in Human Resources, Business Administration, or relevant skills Proven experience as HR consultant - 4 to 5 years minimum
Approvals:	Manager Name: Rick Chalmers Signature: Date: 01/10/2023

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

In the real world

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.

The following readings contain invaluable information about the interview process. Make sure you keep notes for your own personal record.

The first article is from an Australian government website. Keep this in mind as you read.

This next article introduces you to the ‘informational interview’.

Now let’s check your understanding of the interview process. Complete the learning activity below.

Skills Assessment and Relevant Candidate 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

Sometimes there is a shortage of New Zealand candidates for advertised roles, which means that hiring organisations may also advertise for overseas candidates. It’s useful to keep an eye on the skilled migrant visa list as overseas candidates that meet the criteria on the list may be easier to attract and recruit.

Now let’s look at what industry says about the use of skills assessments in the recruitment process.

Activity

Check your understanding on the topic of skills assessments in the interview process by completing this learning activity.

Now it's your turn

Prior to moving on to the next topic, have a conversation with someone that is not in Human Resources or studying this qualification and in your own words:

• Describe the purpose of screening processes.
• Explain when and how the screening process can be undertaken.
• Describe where the process for organising and conducting interviews and selection activities may be found in an organisation.
• Using two examples, explain the type of information candidates may need to provide as part of a skills assessment.
• Describe the further relevant information that may be required from a potential candidate

In this section, 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.

By the end of the section, you will have learned:

• How to conduct the assessment and selection process
• Ways to assess candidates against specified selection criteria and referee reports
• How to prepare recommendations

Conduct Assessments and the Selection Process

Before an interview, or once a shortlist of candidates has been chosen, organisations may also use other skills assessments 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 before selecting a candidate is to conduct an identity check. It is imperative to have policies and procedures to 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 with a history of inappropriate behaviour or criminal offences. An identity check is defined as a process by which an individual's identity is verified to ensure that they are who they claim they are.

Verifying 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 the applicant has provided.

The identity verification process should 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:

Recruitment process identity checklist

Questions	Yes or 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 driver's license 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 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 Facebook, Twitter and Instagram.

You must be mindful that there may be potential discrimination issues involved in conducting searches and not be biased but use the information and data to confirm the applicant's identity. The searches may confirm that the individual is who they say they are. 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 verify potential reasons not to engage the applicant due to their disturbing behaviours, comments, posts, and photographs that have been uncovered due to the searches that have been undertaken.

The searches may demonstrate various unethical behaviours that the individual has shown, such as allegations against the individual or pending court proceedings that were not uncovered during a police check.

In the real world

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 Department of Internal Affairs failed. A staff member conducted various social media and internet searches and discovered that there were several different spellings of the applicant’s name being used. The staff member also discovered disturbing newspaper 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, 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

Watch

Selection Screening

This video explains how selection tools can help a manager to identify the most qualified applicant for a job.

Duration: 4:29

Questions

Post Watch Task: What are the key benefits of using selection screening?

Activity

Check your understanding of the content so far!

Activity

In the forum, discuss the benefits and risks associated with conducting social media and online identity checks. How can these be used positively? How can you ensure unconscious or conscious biases are removed through this process? When you have shared your thoughts remember to respond to what your classmates say as well.

Candidates, Selection Criteria and Referee Reports

The assessment and the short-listing process involve determining the applicants that meet the selection criteria and who can perform the various tasks and meet the role requirements.

Screening and assessing the candidate's intake form in a ranking process to determine which candidates may progress to the next stage of the selection process and be short-listed. At the short-listing stage, candidates have met specific criteria as part of the assessment process. This has been achieved by ascertaining if the candidates meet the initial relevant criteria and allowing the recruiter to reduce the candidate applications.

Candidates should be provided with clear instructions on addressing the selection criteria. This should include information on how the applications must be able to verify the information 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 essential steps in the selection process. Often, an applicant's past performance can be the best indicator of future performance. It can confirm 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 position.

By speaking directly to a previous supervisor, you can obtain valuable information. For example, it can help identify any misleading information provided in the covering letter, resume or during an interview, such as an exaggeration or incorrect length of employment or the applicant's responsibility 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 give you the most accurate information.

During the interview process, you must 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 they 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:

Interview scoring sample

Candidate Name	Position:
Interview Name:	Date:

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
Selection Criteria	Rating
Educational background: Does the candidate have the appropriate educational qualifications or training for this position? Comments:	1	2	3	4	5
Work experience: Does the candidate have the relevant work experience? Comments:	1	2	3	4	5
Criteria 1: Significant experience in the successful implementation of strategic and operational plans which have achieved specific objectives of the organisation. Comments:	1	2	3	4	5
Criteria 2: Experience in the oversight of contemporary human resources and cultural change management programs designed to maximise organisational effectiveness. Comments:	1	2	3	4	5
Criteria 3: Exceptional customer service. Comments:	1	2	3	4	5

Activity

Check your understanding of the content so far and complete the learning activity below.

Prepare Recommendations

When making recommendations for a preferred candidate, the decisions must be documented. It must demonstrate and outline how the candidate has met the selection criteria and achieved any other required assessments.

A recommendation report must explain the basis on which an interview panel has decided 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 shortlisted and final candidates through the last part of the screening and interviewing process. As noted above, this consists of a summary report or table comparing other shortlisted applicants with the successful applicant. A summary report example is provided below:

	Education Background	Work Experience	Criteria 1	Criteria 2	Criteria 3	Total/Proceed (Y/N)?
Candidate 1	4/5	5/5	4/5	5/5	4/5	22/25 Y
Candidate 2	2/5	3/5	4/5	2/5	4/5	15/25 N
Candidate 3	3/5	3/5	3/5	3/5	2/5	14/25 N
Candidate 4	3/5	2/5	3/5	2/5	3/5	13/25 N

The recommendation report should provide 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 details 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.

Look at the following resources about selection reports from Australia, which are just as relevant for the New Zealand business environment.

Here’s an example of a selection report template from Macquarie University in Australia.

Another example of a selection report template. This one is from the Western Australia government.

Activity

Check your understanding of the content so far by completing this learning activity.

Now it’s your turn

Prior to moving on to the next topic, have a conversation with someone that is not in Human Resources or studying this qualification and in your own words:

• Describe some of the ways that you can select a candidate.
• Describe the other types of assessment that can be used when selecting a candidate to be short-listed or interviewed.
• Explain why you would conduct an identity check of a candidate.
• Using two examples, explain what the assessment and short-listing process involves.
• Explain why you should conduct referee checks.

In this topic, 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 topic, you will understand:

• How to inform candidates of selection decisions and provide feedback
• The process to secure preferred candidate’s agreements and coordinate necessary documentation

Selection Decisions and Providing Feedback

Each organisation may have a different process for advising applicants of the selection outcome, including 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 essential 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.

Suppose the interviewer(s) or selection panel is requested to provide feedback to internal and external applicants who were unsuccessful in obtaining the role. In that case, it is to be reiterated that all decisions have been based on merit and that the applicant who most closely matches the selection criteria successfully obtained 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

Suppose the internal applicant is from the department which the vacant position has been advertised. In that case, the hiring manager or chairperson of the panel should meet with the unsuccessful internal applicant(s) to discuss their career aspirations and expectations with the employee. This may include providing relevant information and advice on any available training and development 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 (two-five days) from when they were informed 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.

For any additional feedback for the unsuccessful internal employee, the hiring manager or chairperson of the interview panel should discuss their career aspirations and expectations with the employee, 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 in improving their job and career-related skills and experience, i.e., job rotations or training in resume and interview techniques.

Watch

The Right Way To Tell Candidates They Didn't Get The Job

The video discusses how to approach candidates who want feedback on why they were unsuccessful.

Duration: 7:50

Questions

Pre-Watch Question: How would you respond to a qualified candidate who was not successful in getting the job?

Post Watch Task: What are the key points you have noted from this video?

Activity

Check your understanding of the content on responding to unsuccessful candidates.

Candidate Agreements and Necessary Documentation

Some documentation should be organised before a new employee takes up their position. 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 the 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 candidate's agreement, the successful candidate should receive a letter of appointment and employment contract. 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 the contact person on the first day of employment
• Outline whether the position will be a contract and state the 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

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. They may include other documents in the contract of employment, such as those listed in the diagram below:

Read this article from Employment New Zealand about how to write a good employment agreement.

Look at this resource from business.govt.nz about creating employment agreements and test your knowledge with the quiz questions.

Now it’s your turn

Before moving on to the next topic, have a conversation with someone that is not in Human Resources or studying this qualification and in your own words:

• Explain the type of feedback that may be given to an internal unsuccessful candidate.
• Explain what should be included in a letter of appointment/offer to the successful candidate.
• Explain why you need to consider privacy when coordinating documentation.
• Using three examples, explain other information and workplace policies that may be included in an employment contract.
• Describe where you can obtain further information on privacy requirements and legislation.

In this topic, 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 topic, you will understand:

• Ways to advise stakeholders of new appointments and make necessary administrative arrangements
• How to coordinate successful candidate’s onboarding according to organisational policies and procedures.

Advise Stakeholders of New Appointment

Before the commencement of a new employee, the relevant manager, supervisor or stakeholder must be informed of the new appointment, including the start date and be provided with the appropriate onboarding and induction information and associated documentation.

Administrative arrangements included in the onboarding process and program may consist of various activities and required documentation that needs to occur before a new employee starts 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 before commencement.

Organising and providing information on 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, tec.
• 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)

Activity

Think about the onboarding process. What would make an ideal onboarding process for a new team member?

Read the following article on how to successfully onboard a new employee.

Is the advice in the following video similar?

Watch

5 Tips for training new employees 2019

Tips for training new employees

Duration: 3:21

Questions

Pre-Watch Question: What are the five key steps for developing a training process for new employees that are recommended in this video?

Activity

Check your understanding of the content so far.

Candidate Onboarding

Onboarding” refers to “the process of integrating new employees into the workplace and helping them to get up to speed with their work environment, the company’s culture and to make them feel welcome (Team, 2023). Onboarding aims to provide the necessary support and training that allows the new employee to become familiar with their roles and responsibilities. The onboarding process can last over a set period, and checklists are recommended to ensure that the required information has been covered. Consistent onboarding processes should be followed across an organisation, and managers should be provided with the required training in the onboarding process and standard tools and checklists to ensure consistency. An onboarding/induction schedule should be developed to complement any onboarding or induction checklists 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:

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 flies 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 confusing 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

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.

An induction/onboarding time framework may also align with an employee probation period.

Probation is a set period 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 role 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, last from a few weeks up to 12 months, and are 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 consists of setting 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 onboarding or induction checklists to document the various activities required as part of the onboarding process.

Here is an example of an onboarding checklist adapted from a template created by Southern Cross University:

Induction Checklist

This checklist will be initiated and tailored to the department and the employee's requirements. The employee's supervisor should complete it.

Employee’s Name:
Proposed Start Date:		Department or work area:
Induction task	Person responsible	Initial & 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 arranged
Other: Casual employees: Signed copy of contract sent to HR
Day one of commencement
Health and Safety induction checklist completed and sent to HR services if applicable Confidentiality agreement signed Working with children clearance acquired if applicable
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 Health and Safety requirements completed if required

Read the following article by PeopleFluent titled “9 Steps to a Better Onboarding Programme” which shows the benefits to an organisation of a good onboarding programme a new employee.

Activity

Check your understanding of the new employee onboarding process.

Now it’s your turn

Prior to moving on to the next topic, have a conversation with someone who not in Human Resources or studying this qualification and in your own words:

• 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.
• Describe the administrative activities and required documentation that needs to occur in your organisation prior to a new employee starting work.
• Explain the aims of onboarding processes and procedures.
• Describe some of the tasks or actions that could be undertaken in the first week of the onboarding and induction process.
• Using four examples, explain some of the tasks or actions that could be included in an onboarding and induction checklist.