Recruitment & Selection Hiring Process. Refer to Appendix A Flow Chart In order to increase efficiency in hiring and retention and to ensure consistency and compliance in the recruitment and selection process, it is recommended the following steps be followed (also refer to Staff Recruitment and Selection Hiring Checklist). Details for each step include the minimum recommended best practice to attract a talented and diverse applicant pool: Affirmative Action, Equal Employment Opportunity and Diversity are not separate actions in the recruitment and selection process. They are key variables which are woven into each step of the process to support UCR. Step 1: Identify Vacancy and Evaluate Need. Recruitments provide opportunities to departments to align staff skill sets to initiatives and goals, and for departmental and individual growth. Proper planning and evaluation of the need will lead to hiring the right person for the role and team. Newly Created Position. When it is determined a new position is needed, it is important to: Understand and take into consideration strategic goals for the University and/or department. Are there any upcoming changes that may impact this role? Conduct a quick analysis of UC Core Competencies. Stress Management Key to Employee. Best Practice in Recruitment. Bonus programs by use in attraction. Although most respondents indicated a positive effect of bonus programs on employee engagement. Making Employee Engagement Happen: Best Practices from Best Employers. Best Employers Make Employee. Making Employee Engagement Happen Best Practices. The Power of Human Emotional Needs in Talent Attraction. Employee Engagement Super Human Capital. Increasingly there are very specific categories such as awards for innovation in recruitment and selection, and best employee branding which requires. The Portfolio of Best Practice Attraction and. Recruitment and Induction. Employee recruitment can be difficult for small businesses. Top 10 Tips for Attracting the Best Employees. What core skills are missing from the department? Evaluate the core skills required now and those which may be needed in the future. Conduct a Job Analysis if this position will be new to your department. This will also help to identify gaps. Replacement. When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following: As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required and to ensure proper classification. Your HR Classification Analyst can assist in reviewing and completing. Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person. Carefully evaluate any changes needed for the following: Level required performing these tasks; considering the appropriate classification level. Be aware that changes in the classification of positions from represented to nonrepresented will require union notice and agreement. Tasks carried out by the previous employee. Tasks to be removed or added if any of the work will be transferred within department. Supervisory or lead responsibility. Budget responsibility (if any)Work hours. Is there still a requirement for this role at all? Step 2: Develop Position Description. A position description is the core of a successful recruitment process. It is used to develop interview questions, interview evaluations and reference check questions. A well- written position description: Provides a first impression of the campus to the candidate. Clearly articulates responsibilities and qualifications to attract the best suited candidates. Provides an opportunity to clearly articulate the value proposition for the role. Serves as documentation to help prevent, or defend against, discrimination complaints by providing written evidence that employment decisions were based on rational business needs. Improves retention as turnover is highest with newly hired employees. Employees tend to be dissatisfied when they are performing duties they were not originally hired to perform. Optimizes search engine results by ensuring job postings rank high in candidate search results when searching on- line. Determines FLSA classification and is used to map to the appropriate Payroll Title. Identifies tasks, work flow and accountability, enabling the department to plan how it will operate and grow. Assists in establishing performance objectives. Is used for career planning and training by providing clear distinctions between levels of responsibilities and competencies required. Is used as a benchmark to assist in ensuring internal and external equity. Identify Duties and Responsibilities. Prior to developing the job description the hiring manager should identify the following: General Information. Position Purpose. Essential Functions. Minimum Requirements. Preferred Qualifications. General Information. Basic position and pay information will need to be determined to assist with the development of the job description and job classification and for entering into the ATS. This information will be different for each position being recruited: Payroll Title . Position Purpose. Describes the department. The statement should summarize the position. Therefore it is important to ensure it: Includes a description of the role and its relation to the department, organization and University. Includes the estimated duration (i. Limited 6- 9 months or Contract 2. Career positions. Lists the number of openings when there is more than one position being recruited. Describes any pre- employment assessments if applicable. Is optimized for search engines. Candidates conduct job searches by entering key words or phrases into search engines. Most candidates utilize . Is it written to attract an individual who is a top performer? Does it describe the inclusive culture of your organization? Marketing the job to a diverse audience is just as important as accurately describing the role. For more information and tips visit the Best Practices for Attracting a Diverse Workforce webpage. Essential Job Functions. Essential job functions describe the duties and responsibilities of a position. A job function is considered essential when the performance of the function is the purpose for the position. Typically, an essential function occupies a significant amount of time of the employee. By accurately describing the essential functions of the job, job seekers will have a clear understanding of the role and your expectations for performing them. When developing essential functions for the position the following should be noted: Functions of the job which are critical for the position are arranged by importance and percentage of time spent. Complexity level and authority for the role should be described to help attract the appropriate level of qualified candidates. Essential tasks listed should be inter- related to the accomplishment of the essential function. Therefore, the various tasks required to successfully accomplish the essential function should be identified and described. Minimum Requirements. The minimum requirements or . For example, the essential function of event planning could require. Organizational skills (to ensure all details are cared for)Communication skills (to interact with vendors and guests)Prior event planning experience. Listing too many skills as requirements significantly limits your applicant pool and selection. It is recommended no more than 3- 5 . Preferred Qualifications. Preferred qualifications are skills and experience preferred in addition to basic qualifications and can be used to narrow down the pool of applicants. These preferred skills, knowledge, abilities and competencies can describe a more proficient level at which the essential functions can be performed such as: Prior experience with corporate/institutional event planning (prior experience in a related area can be preferred) and knowledge of applicable UC policies and procedures (prior experience within the UC system can be preferred). UCR experience, certifications and/or advanced degree are additional. Applicants who meet some or all preferred qualifications (e. UC experience) tend to have shorter assimilation time, reach full job competence faster and are able to take on advanced responsibilities sooner. Career Ladder Recruitments. When the scope of the position and the department needs allow for varying levels of skills and experience, a position may be advertised with multiple job titles at different levels within a single class series. Refer to UCR Local Procedure 2. Recruitment for more information. Step 3: Develop Recruitment Plan. Each position requires a documented Recruitment Plan which is approved by the organizational unit. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate and helps to ensure an applicant pool which includes women and underrepresented groups including veterans and individuals with disabilities. In addition to the position. The recruitment plan is typically developed by the hiring manager in conjunction with the Departmental HR Coordinator. Placement goals identified are displayed on the position requisition in the ATS. Recruitment plan elements: Posting Period. Placement Goals. Additional Advertising Resources. Diversity Agencies. Resume Banks. Contact your department HR Coordinator for a Sample Recruitment Plan. A. Posting Period. Minimum posting requirements are as follows. Professional Support Staff (PSS) . This option is recommended for all recruitments. Continuous Recruitment . Placement Goals. Placement goals are required for each recruitment. Review your Placement Goals and develop a recruitment plan which will assist in reaching those goals. To ensure the most current placement goals are identified for the department and unit, you may contact the office of Faculty and Staff Affirmative Action. Placement Goals should include outreach efforts to veterans and individuals with disabilities. C. Additional Advertising Resources. A variety of recruiting sources (both internally and externally) should be utilized to attract candidates who reflect the diversity UCR values in its workforce. Every effort should be made to conduct a thorough search by advertising widely before filling a position. Any advertising related to employment at UCR and/or recruitment (job) advertising should include this statement in the body of the advertisement. I pay my respects to. It brings me great pleasure to be here with such a large group of highly. I am delighted to talk to you today about how workplaces can best attract and. But more than that, how policies and practices at work can help. As working women yourselves, I have no doubt you all have a pretty good idea. In truth, I am very much. In my experience, having firm, clearly- communicated policies to protect women. It is very encouraging to see so many women here tonight who fill senior. Things are obviously improving. But we are still. Australia. And who is making it to the top? In. New South Wales firms of 2. Federal Court of Australia, women only make up 1. The fact is that in 2. We know women in full- time work earn only 8. At the Human Rights Commission we. Sex Discrimination Act. I. know scores more women either do not know they have legal protections in this. As a society, we embrace the fact that men and women are equals. Yet at work. women continue to held back, paid less and discriminated against. This cannot. stand. Opening the workplace up to men and women equally is an important step to. And the good news is, its great for business! Actively attracting, developing. In the public service, having a diversity of opinions. A recent NSW Government study concluded that in this state alone, if the. As a society we have. Yet only 5. 8 per cent of. Women remain a largely. In such an environment no employer can afford. Australia. In fact, the smartest employers now have. How do you create a workplace. Strong policies are a key ingredient. The fact remains that women take on the majority of unpaid work in our. Workplaces that recognise. The secret is to support women to balance their paid and unpaid work. That is what these. The availability of such conditions heavily influences. While strong female- friendly policies are a great start, staff must actually. Even where first- class policies are. As you well know, the culture of a workplace includes the beliefs, attitudes. Often there are very subtle signals about what is. Employees may perceive that, for example, you. I know the public sector has merit based recruitment and strong. There has been much talk recently about Rudd 2. You may have seen reports of senior. Fuel Watch Bill for Parliament. Think about your own workplace for a moment.. Are those earmarked for senior. While applying to everyone equally, such requirements for career progress. Once you identify the messages people in your workplace may be receiving. From there it can be as simple as explicitly and repeatedly debunking those. I am a strong believer in living the message. In my new role as Sex. Discrimination Commissioner, I will continue to advocate for, and model. I have negotiated my own flexible work arrangement at HREOC where I work full. As the Sex Discrimination. Commissioner, I can talk about work and family balance, but if I. If we want change to happen around us we have to make it happen. We need. women and men in senior roles modelling good work/life balance . I think actions will speak louder than words and it will be a critical mass. I would like to turn now to another aspect of workplace culture which impedes. Addressing these are big challenges for. Several years ago now, I was asked to deliver a speech at one of the regional. They were trying to attract more female lawyers as members. I was. asked - would I speak on flexible work practice? But no sooner had I mentioned. While we cannot control what people think, we can make it. We can send the message out loud and clear wherever we encounter. Of course, this can. No one wants to be the only one to stand up when the boss tells a. We can broaden the. One very simple way of doing that is through mentoring. Women mentoring men. Madeline Albright once said. In fact, a number of. But this is only part of the story. Researchers have also shown that mentors. In other words. those in leadership roles also have a positive part to play in contributing to. It is the provision of these psychosocial functions which I believe are most. I have certainly benefitted from mentoring over the years. Throughout my life. I have had some wonderful men as mentors and more recently women who have taken. I think the absence of women role models in the early years of. Later, many senior women had to work harder than their male counterparts to. I myself never set out to be a mentor. Its not something you make a conscious. The fact that you are all senior women in your agencies, means that. So I am simply. suggesting that you make the most of it! Please recognise that you too need support and encouragement. Having a strong support network, whether formal or more relaxed, provides an. Men have been doing it. We need to get in on the Act too. In fact, a. support network can be particularly important for a woman having a bad time at. This network is a fantastic initiative. It could a formal gathering of women from all levels of. Not only would you.
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