Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners
PSPHR612A Mapping and Delivery Guide Manage recruitment
Version 1.0 Issue Date: May 2024
Qualification
-
Unit of Competency
PSPHR612A - Manage recruitment
Description
This unit covers development and management of strategies and processes for recruitment, selection, induction and career management to meet organisational needs. It includes developing strategies and processes, managing and monitoring of recruitment and selection processes, managing induction, and developing career management strategies.In practice, managing recruitment overlaps with other generalist and specialist workplace activities such as managing diversity, managing policy implementation, managing resources, managing human resource development.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Employability Skills
This unit contains employability skills.
Learning Outcomes and Application
Not applicable.
Duration and Setting
X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
Prerequisites/co-requisites
Not applicable.
Competency Field
Human Resource Management
Development and validation strategy and guide for assessors and learners
Student Learning Resources
Handouts Activities
Slides PPT
Assessment 1
Assessment 2
Assessment 3
Assessment 4
Elements of Competency
Performance Criteria
Element: Develop recruitment and selection strategies and processes
Current and future staffing needs of the organisation are identified.
Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.
Strategies are developed and aligned with the organisation's strategic goals and integrated with other key human resource strategies.
Processes are developed in line with organisational policy and legislation and take account of external trends and influences, good practice models of recruitment and selection, and reliability and validity issues.
Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.
Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.
Element: Manage recruitment and selection
Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.
Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.
Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.
Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.
Element: Monitor recruitment and selection processes
Systems are managed to monitor the effectiveness of recruitment and selection processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.
Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.
Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.
External and/or internal trends or events which have an effect on the organisation's recruitment and selection processes are monitored and responses are formulated.
Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.
Element: Manage induction
Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.
Induction processes, procedures and forms are trialled and measured against objectives.
Line managers are advised of their responsibilities in inducting new recruits into the workplace.
Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.
Improvements are introduced to the induction process in accordance with feedback received and organisational policies.
Element: Develop strategies for career management
A pool of managerial talent is identified and skills are identified and recorded to provide qualified candidates to apply for positions as required in accordance with organisational policy and procedures.
Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.
Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.
Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.
Element: Develop recruitment and selection strategies and processes
Current and future staffing needs of the organisation are identified.
Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.
Strategies are developed and aligned with the organisation’s strategic goals and integrated with other key human resource strategies.
Processes are developed in line with organisational policy and legislation and take account of external trends and influences, good practice models of recruitment and selection, and reliability and validity issues.
Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.
Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.
Element: Manage recruitment and selection
Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.
Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.
Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.
Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.
Element: Monitor recruitment and selection processes
Systems are managed to monitor the effectiveness of recruitment and selection processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.
Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.
Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.
External and/or internal trends or events which have an effect on the organisation’s recruitment and selection processes are monitored and responses are formulated.
Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.
Element: Manage induction
Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.
Induction processes, procedures and forms are trialled and measured against objectives.
Line managers are advised of their responsibilities in inducting new recruits into the workplace.
Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.
Improvements are introduced to the induction process in accordance with feedback received and organisational policies.
Element: Develop strategies for career management
A pool of managerial talent is identified and skills are identified and recorded to provide qualified candidates to apply for positions as required in accordance with organisational policy and procedures.
Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.
Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.
Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.
Evidence Required
List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC601B Maintain and enhance confidence in public service
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
management of recruitment, selection and induction, and career management strategies in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, policies and procedures relating to recruitment, selection and induction
workplace scenarios and case studies to capture the range of situations likely to be encountered when managing recruitment
environmental factors and relevant workplace materials that might influence recruitment strategy and associated processes
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing recruitment, including coping with difficulties, irregularities and breakdowns in routine
management of recruitment, selection and induction, and career management strategies in a range of (3 or more) contexts (or occasions, over time)
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
portfolios
questioning
scenarios
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
This section describes the essential skills and knowledge and their level, required for this unit.
Skill requirements
Look for evidence that confirms skills in:
undertaking effective consultation and negotiation with stakeholders
managing contractors
using a variety of words and language structures to explain complex ideas to different audiences
interpreting and explaining complex, formal documents and assisting others to apply them in the workplace
preparing written advice requiring reasoning and precision of expression
undertaking discussion involving exchanges of complex oral information
responding to diversity, including gender and disability
Knowledge requirements
Look for evidence that confirms knowledge and understanding of:
changing economic, social, demographic and labour market conditions and educational trends impacting on recruitment/selection
concept of outsourcing related to recruitment, selection processes and induction
employee contracts
equal employment opportunity, equity and diversity principles related to recruitment, selection and induction
human resource policies and practices, strategy and planning related to recruitment, selection and induction
jurisdictional legislation applying to human resources including occupational health and safety and environment
national and/or international models of good practice in recruitment and selection
psychometric and skills testing
recruitment, selection and induction methods including Internet-based recruitment
reliability and validity as applied to recruitment and selection methods
terms and conditions of employment
career management strategies
the organisation's strategic goals and their implications for future human resource requirements
organisational goals, policies and procedures
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice
Yes
No
Comments/feedback
Current and future staffing needs of the organisation are identified.
Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.
Strategies are developed and aligned with the organisation's strategic goals and integrated with other key human resource strategies.
Processes are developed in line with organisational policy and legislation and take account of external trends and influences, good practice models of recruitment and selection, and reliability and validity issues.
Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.
Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.
Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.
Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.
Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.
Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.
Systems are managed to monitor the effectiveness of recruitment and selection processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.
Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.
Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.
External and/or internal trends or events which have an effect on the organisation's recruitment and selection processes are monitored and responses are formulated.
Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.
Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.
Induction processes, procedures and forms are trialled and measured against objectives.
Line managers are advised of their responsibilities in inducting new recruits into the workplace.
Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.
Improvements are introduced to the induction process in accordance with feedback received and organisational policies.
A pool of managerial talent is identified and skills are identified and recorded to provide qualified candidates to apply for positions as required in accordance with organisational policy and procedures.
Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.
Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.
Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.
Current and future staffing needs of the organisation are identified.
Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.
Strategies are developed and aligned with the organisation’s strategic goals and integrated with other key human resource strategies.
Processes are developed in line with organisational policy and legislation and take account of external trends and influences, good practice models of recruitment and selection, and reliability and validity issues.
Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.
Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.
Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.
Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.
Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.
Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.
Systems are managed to monitor the effectiveness of recruitment and selection processes in accordance with contractual obligations, legislation, organisational policy and needs, and in consultation with managers.
Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.
Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.
External and/or internal trends or events which have an effect on the organisation’s recruitment and selection processes are monitored and responses are formulated.
Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.
Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.
Induction processes, procedures and forms are trialled and measured against objectives.
Line managers are advised of their responsibilities in inducting new recruits into the workplace.
Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.
Improvements are introduced to the induction process in accordance with feedback received and organisational policies.
A pool of managerial talent is identified and skills are identified and recorded to provide qualified candidates to apply for positions as required in accordance with organisational policy and procedures.
Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.
Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.
Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.
Forms
Assessment Cover Sheet
PSPHR612A - Manage recruitment
Assessment task 1: [title]
Student name:
Student ID:
I declare that the assessment tasks submitted for this unit are my own work.
Student signature:
Result: Competent Not yet competent
Feedback to student
Assessor name:
Signature:
Date:
Assessment Record Sheet
PSPHR612A - Manage recruitment
Student name:
Student ID:
Assessment task 1: [title] Result: Competent Not yet competent
(add lines for each task)
Feedback to student:
Overall assessment result: Competent Not yet competent