Human resource management: Recruitment/Selection process at RMIT University

Question

Question

Articles to be written with a ‘spin’ in a journalistic style in regards to human resource management in a government school in Australia/ Victoria.
Topics
1. Recruitment/ selection-2000 words approx
2. Induction/socialization -2000 words approx
3. Performance management- 2000 words
4. Strategic human resource management in schools-2000 words

Each paper to be written with a view as a Principal of a school with Bibliography Harvard style intact. Approx 1500-2000 words for each article- 4 articles in total

Answer

Student’s Name:

Name of Course:

Institutional Affiliation:

Date Submitted:

Contents

Introduction. 2

Recruitment guidelines. 2

Selection of redeploys, shortlisting candidates and conduction of interviews. 4

Procedure for recognizing prior service. 6

The waiver process guideline for Tertiary Teaching and Learning (Graduate certificate) requirement. 7

References. 10

Introduction

Royal Melbourne Institute of Technology (RMIT) is one of the original and leading educational institutions in Australia. It is an innovative university of technology with a global outlook. It is located in the heart of Melbourne City. The university provides quality research, work-relevant education, thereby maintaining engagement with the needs of both the community and industry. The university has more than 70,000 students who are studying at different RMIT campuses in Melbourne, online, in Vietnam and in many partner institutions across the world.

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RMIT University has a stable and effective governance structure that is headed by the University’s Council. According to the university’s website, the council is charged with the responsibility of formulating the University’s policy and monitoring the University’s performance. One of the issues of policy that the Senate oversees is recruitment/selection. The council is always responsible for appointing the Vice-Chancellor and other senior executives.

Recruitment guidelines

RMIT University has an elaborate recruitment and selection procedure whose intent is to ensure that the values of fairness and transparency are safeguarded. The process also ensures that roles and responsibilities are perfectly integrated with workforce planning in order to ensure cost-effectiveness in the way the university’s capabilities are utilized. The recruitment procedure applies to recruitment and selection of all continuing and fixed-term staff members. The procedure excludes only the Vice-Chancellor and casual staff.

First, the need for a workforce has to be identified in order for the recruitment process to begin. This responsibility for identifying this need falls with the Human Resources Manager, Hiring Manager or Delegated Authority. This person has to establish that a position has become vacant, or that there is a need for a new position. A discussion has to be carried out within the human resources department regarding budget, workforce establishment and workforce plan with regard to the new position. Approval from the delegated authority is needed before the recruitment process can begin.

The second step entails a review of the position’s description and classification the hiring manager undertakes this task with the assistance of the human resources manager. The types of position and the proposed job salary and classification have to be clarified. The required skills, behaviors, and knowledge also have to be specified. The position has to be in line with all official position guidelines. The position description needs to be up to date, whereby issues of position accountabilities, qualifications, key selection criteria, knowledge, and skills are clearly spelled out.

Priority should be on matters of safety, health and mandatory web publishing issues such as police checks, and experience in working in academic environments (Martin 1999, p. 145). Likewise, decisions on methods of attraction, recruitment, and selection have to be made. Targeted search activities should be determined in order for equity to be maintained with regard to specialized groups as well as people with skill sets that are difficult to source.

The decision on the members of the panel of selection also forms part of the review process. The extent of their activities is also precisely determined. In this regard, a specification is made on the extent to which they will be participating in initial applicant screening. Similarly, deliberations are made in order for the projected advertising budget to be confirmed.

Thirdly, the hiring manager seeks the approval to hire the new employee through the online recruitment system of the University. He has to provide a justification for recruitment, cost center details, an updated description of the position, the selection panel composition, selection methodology, position number, and advertising preferences.

The hiring manager is also required to establish the selection panel as well as contact the panel members for them to clarify their involvement, responsibilities and meeting schedules. In this way, both the selection methodology and activities are validated. In this process, reference is made to the interview questions and the case studies that were used.

Fourthly, the focus turns to issues of sourcing and advertising. At a minimum, every position at RMIT University has to be advertised on the RMIT recruitment website. The hiring manager is required to give consideration to any suitable redeploys. Alternatively, the position can be advertised through print media, specialized websites, agencies, and referrals.

Selection of redeployed, shortlisting candidates and conduction of interviews

The selection process begins with the assessment of suitable redeployment, an activity that paves the way to the redeployment procedure. Elsewhere, the shortlisting method is used to narrow down to a manageable number of interviewees (Harman2004, p. 118). Both of these activities are carried out by the Chair of Panel with the assistance of the Hiring Manager. The shortlist has to be approved prior to interviews, by the Chair of Panel.

Next, it follows the crucial process of conducting interviews and carrying out assessments, which is carried out by the selection panel. Liaison with Human Resources is needed in order to coordinate formal panel interviews. At least one of the interviews should be panel-based. All the panel members can participate in a single interview or their engagement may be split over two different interviews. in these interviews, the advice of Human Resources is required on the type of behavioral interview questions to be asked. There should be an agreement on the questions that will be asked to all applicants in all the interviews.

Sometimes, the selection panel decides on whether or not to put in place additional assessment methodologies, such as role-plays, assessment centers, psychometric assessment, and case studies. During the interview, interviews are required to probe each applicant by asking different pre-arranged questions that relate to the selection criteria. To determine suitability of candidates for the position, RMIT University requires that follow-up questions be asked to all job candidates. Checking reference is a crucial part of the selection. The panel chair or human resources undertake reference checking in line with the requirement of the position. It is only after this undertaking that the preferred candidate is selected.

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When a verbal offer is requested from a candidate, he should consider his candidature for the job position to have been viewed in a rather favorable light. It is the responsibility of a delegated authority to generate a specific offer of appointment. Once the offer has been approved by the selection panel, it should be extended to the candidate. It is important to note that the Chair must first recommend professorial titles for approval from the Vice-Chancellor.

From here, Candidates should get ready for the different checks to be carried out. The Human Resources conducts police checks, Sighting, and qualification verification, and ‘Working with Children’ checks. Note that probation is in most cases subject to the successful completion of all of these checks.

After checks are thorough and a probation offer has been confirmed, a job candidate can brace himself for the stage of contract offer and acceptance. Human Resources prepares the letter of offer and sends it to the preferred candidate. This is also the stage at which relocation arrangements are agreed upon wherever necessary.

Once the successful candidate has accepted the terms of the contract, he is contacted for notification on induction procedures. Human Resources also advises all unsuccessful candidates through email or telephone. The induction processes commence immediately after the hiring manager has been notified about the signing of the contract by the new employee. This is now the time when the employee is advised about the start date, the induction date, and all the probation provisions. For a new staff member, the induction process is undertaken in line with the probation requirements, before the employee has started working for the company.

Procedure for recognizing prior service

RMIT University recognizes prior service entitlements when hiring academic, professional, senior executive and TAFE teaching staff members. Childcare staff members, for instance, get recognition from RMIT with regard to service in other publicly funded universities in Australia, which are in reciprocal arrangements with RMIT, and which Chief Executive Officers are members of the Australian Vice-Chancellors’ Committee. Meanwhile, RMIT may recognize service with other employers at the Vice-Chancellor’s or nominee’s discretion.

Additionally, the university recognizes prior to service, between specific approved authorities and institutions, for purposes of accumulated leave credits, long service leave, and parental leave entitlements (McNaught 2009, p. 79). Casual staff members are excluded from these arrangements except in cases where the candidate is entitled to certain types of unpaid leave. Moreover, parental leave entitlements are only recognized among professional and academic staff and not to TAFE staff.

For candidates to be considered for recognition of prior service, they have to fill in an application form, the letter of offer as well as the contract of employment. The application form for Recognition of Prior Service has to be filled by all the candidates who wish to be given prior service recognition. The form then has to be returned to the Human Resources within the notice period that is specified in the form.

Human Resources uses the prior service recognition form to determine the eligibility of the applicant based on the Workplace Agreement provisions, appropriate award and/or confirmation from previous employers. Once this has been done successfully, the prospective employee will know via notification, in writing, of the total amount of service that has been recognized for sick leave, long service leave, and parental leave purposes.

The waiver process guideline for Tertiary Teaching and Learning (Graduate certificate) requirement

The RMIT School of Education offers TTL (Tertiary Teaching and Learning) Graduate Certificate in order to improve the practice of learning and teaching by tertiary teachers as well as to equip them with the right skills for teaching in the Higher Education sector. The guidelines offer information on mandatory requirements for all newly appointed staff members belonging to Academic A and Academic B group, who have successfully completed the TTL Graduate Certificate. The waiver has been applying to certain continuing staff members of these two groups since January 1, 2007.

For academic staff members to be exempted from undertaking the Graduate Certificate in favor of an alternative equivalent qualification, the recommendation of the selection panel and approval of the DVC (Academic) has to be sought. The waiver is always done in recognition of the qualities, experiences and high levels of performance possessed by some new academic appointees. For such appointees, it has to be established that the Graduate Certification will not contribute to their development in any significant manner. Other than that, a staff member could be undertaking a position that is predominantly research-focused, thereby eliminating the need to undertake the certificate.

The process for the waiver is simple but has to be strictly followed. During the interview, it is the duty of the Selection Panel to dig into the assurance that a given candidate’s level of performance is high and that he has acquired broad-based tertiary education skills (Lockwood 2009, p. 108). The appointee’s qualities should include teaching practice, student learning, effective use of ICT as well as internationalization of the teaching practice and curriculum (Carroll 2005, p. 287). Upon ascertaining the possession of these qualities by the applicant, the Selection Panel Chair advises the candidate that a request for waiver will be requested although it is not guaranteed.

Needless to say, all evidence supporting the waiver needs to be compiled, such as Award Certificates, citations, and documentary evidence of non-accredited study activities undertaken previously. The basis for these qualifications is also verified through contacting the applicant’s referees. All that follows is a preparation of a written waiver request by the Chair, in readiness for submission to the DVC (Academic). This request contains information on the basis of the request, a list containing the evidence, and an affirmation that all the claims of evidence have been sighted.

The DVC (Academic) assesses the application before advising the Chair about the outcome within a period of one week since the date the waiver request was received. If the applicant is unlucky or unqualified and the waiver request is rejected, the acceptance of the position has to be predicated on the completion of the qualification requirement by the prospective staff member. This has to be done in accordance with the RMIT policy, that is, during the probation period.

In the case of approval of the waiver request, the acceptance letter has to be included with the appointment approval together with other relevant appointments and recruitment documentation and then forwarded to Human Resources. Finally, the Human Resources prepare a contract, which he presents to the appointee to sign in readiness for his new job at RMIT University.

References

Carroll, J, 2005, Teaching international students: improving learning for all, New York: Routledge.

Harman, G, 2004, ‘New Directions in Internationalizing Higher Education: Australia’s Development as an Exporter of Higher Education Services’ Higher Education Policy, Vol. 17, No. 5, pp. 101–120.

Lockwood, F, 2009, Innovation in open & distance learning: successful development of online and Web-based learning, Macmillan, London.

Martin, W, 1999, ‘New Directions in Education for LIS: Knowledge Management Programs at RMIT’ Journal of Education for Library and Information Science, Vol. 40, No. 3, pp. 142-150.

McNaught,C, 2009, ‘Developing and evaluating a University-wide online distributed learning system: The experience at RMIT University’, Educational Technology & Society, Vol. 2, No. 4, pp. 70-81.

RMIT University, 2010, Recruitment and selection procedure http://www.rmit.edu.au/browse/Staff/Administration/Policies%20and%20procedures/Human%20resources/Recruitment/Recruitment%20and%20selection%20procedure/, Retrieved on October 2, 2010.

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