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Evidence Guide: PSPHR612A - Manage recruitment

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

PSPHR612A - Manage recruitment

What evidence can you provide to prove your understanding of each of the following citeria?

Develop recruitment and selection strategies and processes

  1. Current and future staffing needs of the organisation are identified.
  2. Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.
  3. Strategies are developed and aligned with the organisation's strategic goals and integrated with other key human resource strategies.
  4. 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.
  5. Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.
  6. Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.
Current and future staffing needs of the organisation are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are developed and aligned with the organisation's strategic goals and integrated with other key human resource strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage recruitment and selection

  1. Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.
  2. Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.
  3. Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.
  4. Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.
Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor recruitment and selection processes

  1. 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.
  2. Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.
  3. Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.
  4. 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.
  5. Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.
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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage induction

  1. Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.
  2. Induction processes, procedures and forms are trialled and measured against objectives.
  3. Line managers are advised of their responsibilities in inducting new recruits into the workplace.
  4. Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.
  5. Improvements are introduced to the induction process in accordance with feedback received and organisational policies.
Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Induction processes, procedures and forms are trialled and measured against objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Line managers are advised of their responsibilities in inducting new recruits into the workplace.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Improvements are introduced to the induction process in accordance with feedback received and organisational policies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop strategies for career management

  1. 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.
  2. Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.
  3. Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.
  4. Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.
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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop recruitment and selection strategies and processes

  1. Current and future staffing needs of the organisation are identified.
  2. Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.
  3. Strategies are developed and aligned with the organisation’s strategic goals and integrated with other key human resource strategies.
  4. 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.
  5. Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.
  6. Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.
Current and future staffing needs of the organisation are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Consultation is undertaken with business units and other key stakeholders in developing recruitment strategies and associated processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are developed and aligned with the organisation’s strategic goals and integrated with other key human resource strategies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Processes are developed based on the principles of natural justice, equity and fairness, and allow for the principles of reasonable adjustment.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Processes are developed to support and encourage applicants from diverse backgrounds to make application and checks are made to ensure that this occurs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage recruitment and selection

  1. Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.
  2. Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.
  3. Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.
  4. Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.
Specialist advice is obtained where necessary to facilitate implementation of recruitment and selection processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Decisions on implementation of recruitment and selection processes are made based on available expertise, government/organisational policy and value for money.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruitment and selection are managed in accordance with recruitment strategies and organisational requirements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Information and advice are provided to facilitate effective implementation, monitoring and reporting of processes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor recruitment and selection processes

  1. 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.
  2. Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.
  3. Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.
  4. 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.
  5. Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.
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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruitment information is monitored and feedback from users, managers and external recruitment providers is used to guide improvements.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recruitment and selection processes are monitored to gauge their effectiveness in meeting organisational needs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Adjustments to recruitment and selection processes are implemented as a result of monitoring and/or changed internal/external factors.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage induction

  1. Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.
  2. Induction processes, procedures and forms are trialled and measured against objectives.
  3. Line managers are advised of their responsibilities in inducting new recruits into the workplace.
  4. Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.
  5. Improvements are introduced to the induction process in accordance with feedback received and organisational policies.
Objectives, content and methodology for induction processes are agreed and documented in accordance with organisational policy and procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Induction processes, procedures and forms are trialled and measured against objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Line managers are advised of their responsibilities in inducting new recruits into the workplace.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Feedback is obtained from participants and managers on the extent to which the induction process is meeting its objectives.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Improvements are introduced to the induction process in accordance with feedback received and organisational policies.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop strategies for career management

  1. 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.
  2. Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.
  3. Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.
  4. Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.
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.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Criteria for progression/promotion are established or reviewed at professional, technical and managerial levels and linked to career paths in the organisation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Future career needs are anticipated through analysis of future directions, and strategies are developed to enable career planning for staff to address those needs.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Corporate career management strategies are integrated with strategic plans in the areas of workforce planning, recruitment, organisational development and human resource development.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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

PSPGOV601B Apply government systems

PSPGOV602B Establish and maintain strategic networks

PSPGOV605A Persuade and influence opinion

PSPHR603B Provide advisory and mediation services

PSPHR615A Manage human resource development strategies

PSPHR619A Manage remuneration strategies and plans

PSPLEGN601B Manage compliance with legislation in the public sector

PSPMNGT602B Manage resources

PSPMNGT605B Manage diversity

PSPMNGT611A Manage evaluations

PSPPOL603A Manage policy implementation

Overview of evidence requirements

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

Required Skills and Knowledge

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