PURPOSE OF THE UNIT STANDARD:
| This unit standard is intended for people who recruit and select people for defined positions within an organisation or the personnel recruitment industry. Persons credited with this unit standard are able to prepare, recruit and select suitable candidates according to ability and potential within an organisation and through the personnel recruitment industry. |
| LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING |
| It is assumed that people starting to learn towards this standard are able to:
· gather, organise, record and manage information. · engage in active communication techniques. · apply organisational policies and practices. |
COURSE OBJECTIVES
- Analyse the costs incurred by an organization when a wrong hiring decision is made
- Develop a fair and consistent interviewing process for selecting employees
- Prepare better job advertisements and use a variety of markets
- Develop a job analysis and position profile
- Use traditional, behavioural, achievement oriented, holistic, and situational (critical incident technique) interview questions
- Enhance their communication skills
- Effectively interview difficult applicants
- Check references more effectively
- Understand the basic employment and labour law rights that can affect the hiring process
COURSE OUTLINE
- History of the Interviewing Process
- The Recruitment and Selection Process
During this session, we will take a quick look at the six stages of the hiring process.
- Factors in the Hiring Process
We will examine the three levels of factors in the hiring process in this session.
- Cost Analysis
During this session, participants will analyse the cost of hiring an employee.
- Job Analysis and Position Profiles
Determining just what you’re hiring for is the second stage of the hiring process. We will look at performing a job analysis and writing a position profile in this session.
- Determining the Skills You Need
Once you have analysed what the job will entail, you will need to determine what technical and performance skills the candidate will need. We will examine various ways of doing this during this session.
- Finding Candidates
During this session, we will examine the advantages and disadvantages of various advertising methods.
- Advertising Guidelines
If you’re going to spend time and money looking for a candidate, you should make sure your ad passes the ten tests of advertising.
- Screening Resumes
Now that you have the stack of resumes on your desk, what are you going to do with them? Our recommendation is to use a resume screening guide. During this session, we’ll discuss just what that is, how to develop one, and how to use it.
- Performance Assessments
In addition to interviewing, you may also choose to have candidates complete a technical or performance exercise. We will look at both types of exercises through a lecture.
- Problems Recruiters Face
During this session we will discuss some common mistakes recruiters make and how to avoid them.
- Interviewing Barriers
There are also some human mistakes that recruiters make; this will be our focus during this lecture.
- Non-Verbal Communication
During an interview, it is crucial to be aware of the non-verbal signals that you are giving and receiving. We will explore some of these signals through a lecture and an exercise.
- Types of Questions
Obviously, the ability to ask questions is crucial to an interview. During this session, we will discuss how to use open questions, closed questions, and probes.
- Diana Jones
To wrap up the first day, participants will work on a case study to help Diana Jones figure out why her hiring process didn’t work like she had expected.
- Traditional vs. Behaviour Interviews
During this session we will look at what behavioural interviewing is and how it differs from traditional interviewing. Participants will also have the opportunity to develop some sample behavioural questions.
- Other Types of Questions
There are two more key types of questions that you can use during an interview: achievement oriented and holistic. We will take a brief look at both types during this session.
- The Critical Incident Technique
Another type of interview question asks the candidate how they might behave in a certain situation. We will explore why these questions are so valuable, how to develop them, and how to use them.
- Listening for Answers
Listening for what the candidate does and does not say is just as important as asking the right questions. During this session, we will look at some key listening skills.
- Difficult Applicants
During this session, participants will role play one of four difficult applicants in a mock interview. We will also discuss how to get the information you’re looking for out of these types of people.
- Interview Preparation and Format
During this session, we will discuss some things you should do before, during, and after the interview.
- Other Interview Techniques
During the interview, there are some techniques you can use to keep things moving. We will talk about five of the most common methods.
- Scoring Responses
During this session, we will discuss how to use performance-based rating scales.
- Checking References
We will look at how to check references, using a reference guide, and who to ask for references.
- Human Rights and Labour Law
Through a brief lecture, participants will learn about some of the key labour law and human rights issues that recruiters face.
- Skill Application
We will spend the afternoon of Day Two developing an interview guide and role-playing the interview using all the skills we have learned.
- Workshop Wrap-Up
At the end of the day, students will have an opportunity to ask questions and fill out an action plan.
Specific Outcomes and Assessment Criteria:
| SPECIFIC OUTCOME 1 |
| Plan and prepare for recruitment and selection. |
ASSESSMENT CRITERIA |
| ASSESSMENT CRITERION 1 |
| 1. Information is obtained on the position that is relevant and complete. |
| ASSESSMENT CRITERION RANGE |
| The information can include, but is not limited to, job description, job specification, job profile or job order. |
| ASSESSMENT CRITERION 2 |
| 2. A selection procedure is selected or designed and is ensured to be appropriate for the specific position and in line with organisational and legal requirements. |
| ASSESSMENT CRITERION RANGE |
| Organisational requirements could include policies regarding internal and external applicants. |
| ASSESSMENT CRITERION 3 |
| 3. The selection procedure is confirmed to be a validated procedure. |
| ASSESSMENT CRITERION 4 |
| 4. Resources and methods needed for recruitment and selection are identified and budgets prepared and managed. The resources are available, within budget and fit for purpose. |
| ASSESSMENT CRITERION RANGE |
| Recruitment methods can include the printed or electronic media, networking or executive search. |
|
ASSESSMENT CRITERION 5 |
| 5. Selection criteria and control procedures are developed in line with organisational and legal requirements, and avoid partiality or bias. |
|
ASSESSMENT CRITERION 6 |
| 6. A plan is developed that ensures effective and efficient recruitment and selection. |
| ASSESSMENT CRITERION RANGE |
| The plan covers timing; resource allocation; contingencies; methods for recruitment, verification of information, selection, and nature and medium of communication and feedback. |
| SPECIFIC OUTCOME 2 |
| Recruit applicants. |
ASSESSMENT CRITERIA |
| ASSESSMENT CRITERION 1 |
| 1. Recruitment is conducted in accordance with the plan and in such a way as to have the potential to elicit the desired response from the target market. |
| ASSESSMENT CRITERION 2 |
| 2. Responses are dealt with in accordance to planned control procedures. |
| ASSESSMENT CRITERION 3 |
| 3. The initial screening determines if applicants meet the critical job specifications and requirements to expedite the departure of unsuitable applicants. |
| ASSESSMENT CRITERION 4 |
| 4. Implementation of corrective action following the evaluation of the initial recruitment plan, if the initial screening does not elicit desired responses. |
| ASSESSMENT CRITERION 5 |
| 5. A list of potential candidates is prepared to facilitate selection. |
| ASSESSMENT CRITERION 6 |
| 6. An applicant database is managed in accordance with legislation and organisational requirements. |
| ASSESSMENT CRITERION 7 |
| 7. Unplanned events are dealt with in accordance with the circumstances and contingency plans are initiated. |
| SPECIFIC OUTCOME 3 |
| Select staff. |
| ASSESSMENT CRITERIA |
| ASSESSMENT CRITERION 1 |
| 1. Backgrounds and qualifications are validated using appropriate verification methods according to the plan. |
| ASSESSMENT CRITERION 2 |
| 2. Candidates are assessed against the requirements of the defined position. |
| ASSESSMENT CRITERION RANGE |
| Assessment is based on evidence gained from any of three of: applications, curriculum vitae, references, previous performance, test results, assessment interview schedules, portfolios of evidence, recognition of prior learning and current competencies. |
| ASSESSMENT CRITERION 3 |
| 3. Candidates are interviewed using best practice techniques appropriate to the defined position. |
| ASSESSMENT CRITERION 4 |
| 4. A shortlist is drawn up to reflect the results of the assessment of candidates. The shortlist can be justified in terms of the match between candidate profile and job requirements. |
| ASSESSMENT CRITERION 5 |
| 5. Selections are made in accordance with planned strategy and can be justified in terms of best match between candidate profile and job and organisation requirements and meeting legislative requirements. |
| ASSESSMENT CRITERION 6 |
| 6. Feedback is relevant to the enquiry and the job requirements, and is given to both successful and unsuccessful candidates tactfully according to the planned time framework and legal requirements. |
| ASSESSMENT CRITERION 7 |
| 7. Records are documented to facilitate further processing and reflect agreements reached and successful candidate details accurately. Records are authorised and forwarded to designated personnel. |
| ASSESSMENT CRITERION 8 |
| 8. Unplanned events are dealt with in accordance with the circumstances, and contingency plans are initiated. |
