Advanced Diploma of Hospitality Management

(SIT60316)

Assessment Cover Sheet

Total number of pages (Excluding this cover page) 28

Full Name Vigneshwaran Thamiliniyan

Student ID HM20550394
Group Batch21/ 2F
Unit / Code SITXHRM004 - Recruit, Select & Induct Staff
Due Date 20th March 2022 Duration 2months
Assignment Type Individual Work Project 1
LIC Mr. Anura Wickramasinghe

I declare that this assessment is all my own work.

Student’s Signature: V.Thamiliniyan Date: 08 .03.2022

OFFICIAL USE ONLY

Comments

Signature Marks Awarded

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Recruit, select and induct staff activity
RESORT PLAN

Prepared By
Vigneshwaran Thamiliniyan
HM20550394

Advanced Diploma in Hospitality Management

William Angliss Institute @SLIIT

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Contents
1.0 Introduction of the project ....................................................................................................... 5
1.1 Vision .................................................................................................................................... 6
1.2 Mission .................................................................................................................................. 6
1.3 Goals and objectives ............................................................................................................. 7
2.0 Internal and external factors identified by you or management as impacting on staffing needs
currently and in the immediate short-term, including reasons why those factors are important ........ 8
2.1 Internal factors ...................................................................................................................... 8
2.1.1 Volume of customers .................................................................................................... 8
2.1.2 Trading Hours ................................................................................................................ 8
2.1.3 Equipment used/ Technology used ............................................................................... 9
2.1.4 Service standards .......................................................................................................... 9
2.2 External factor ..................................................................................................................... 10
2.2.1 Emerging Trends ......................................................................................................... 10
2.2.2 Availability of staff ....................................................................................................... 10
2.2.3 Customer expectations ............................................................................................... 11
2.2.4 Monitor current service levels of staff performance ................................................... 11
3.0 An evaluation of staffing requirements .................................................................................. 12
4.0 A brief outline of a plan for recruitment of appropriate numbers .......................................... 13
5.0 Identify the stakeholders who are consulted in relation to staffing needs and how their input
is captured .......................................................................................................................................... 19
5.1 Owners ................................................................................................................................ 19
5.2 Employees ........................................................................................................................... 19
5.3 Customers ........................................................................................................................... 20
5.4 Community.......................................................................................................................... 20
5.5 how their input is captured ................................................................................................. 20
6.0 Explain how you will consult team member ........................................................................... 21
7.0 Describe the internal authority required before recruitment can take place ......................... 22
8.0 Identify enterprise policies and procedures in relation to the staffing process ...................... 23
8.1 Policy ................................................................................................................................... 23
8.2 Procedures .......................................................................................................................... 23
8.2.1 Statutory Requirements .............................................................................................. 23
8.2.2 Responsibilities............................................................................................................ 23
8.2.3 Criminal Convictions .................................................................................................... 24

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 8.2.4 The Recruitment Process............................................................................................. 24
8.2.5 Getting Started ............................................................................................................ 24
8.2.6 Job Description ............................................................................................................ 25
8.2.7 Person Specification .................................................................................................... 25
8.2.8 Recruitment Advertisement ........................................................................................ 26
8.2.9 Advertising the Vacancy .............................................................................................. 26
8.2.10 Shortlisting .................................................................................................................. 27
8.2.11 Selection Administration ............................................................................................. 27
8.2.12 The Interview .............................................................................................................. 27
8.2.13 Chair’s Actions after Interview .................................................................................... 28
8.2.14 Salary ........................................................................................................................... 28
8.2.15 Actions after Interview ................................................................................................ 29
8.2.16 Formal Offer of Employment ...................................................................................... 29
8.2.17 Induction ..................................................................................................................... 29

Tables & figures

Table 1- Labour Breakdown for the Housekeeping department............................................. 13
Table 2- Labour Breakdown for the Front Office Department ................................................ 14
Table 3-Labour Breakdown for the Food & Beverage department ......................................... 15
Table 4-Labour Breakdown for the Kitchen department ........................................................ 16
Table 5-Labour Breakdown for the Security department ....................................................... 17
Table 6-Labour Breakdown for the Finance department ........................................................ 18
Table 7- Total Staffs ................................................................................................................. 19
Table 8- consulting method ..................................................................................................... 21

Figure 1-staff hierarchy ............................................................................................................ 12

Figure 2-Labour Breakdown for the Housekeeping department ............................................ 13
Figure 3-Labour Breakdown for the Front Office Department ................................................ 14
Figure 4-Labour Breakdown for the Food & Beverage department........................................ 15
Figure 5-Labour Breakdown for the Kitchen department ....................................................... 16
Figure 6- Labour Breakdown for the Security department ..................................................... 17
Figure 7- finance department .................................................................................................. 18

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1.0 Introduction of the project
Our resort name is Relaxtatio, relaxatio is to offer temporary lodging, fishing,
providing different types of pizzas and vacationers get away from all the hustle
and bustle of everyday life. Relaxtatio located in Batticaloa, Eastern Province. a
vacationer has limitless vacationing option to please their palette. relaxatio
specializes in personalized service, the historical nature of Batticaloa, Eastern
PROVINCE, and its unique location is one of the most attractive parts of Sri
Lanka.
Relaxtatio opened in 2021. We have 30 Rooms, each of our rooms is equipped
with two double beds or a queen bed, and rooms with a second bedroom or
kitchenette are available. Swimming pool facility also we provide. The large
dance floor area is ideal for formal or informal gatherings like wedding
receptions, club meetings, Christmas parties, family reunions.
We plan to be more than a great lodging, fishing, and vacationer's paradise.
Expanding our exposure via the Internet and introducing Sri Lanka people that
have not yet discovered this year-round paradise will allow us to maintain a
higher-than-average occupancy rate and above average profits. We will use our
own personal strategies and skills to create our own success in our relaxatio
resort. We plan to train our crew to ensure outstanding results in quality food
and customer service.
Relaxtatio has the outdoors with its access to the mountains and added play area
for children visiting with their parents will open several additional opportunities.
relaxatio resort will make events smooth and easy for guests. We intend to see
that attention to detail, customer service, and good food will be followed by a
staff dedicated to each guest.

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1.1 Vision
Relaxtatio's envision to be the most recognized venue for the great
accommodation and food service in the Eastern province. we would like to be
known for giving service beyond our customer's expectation.

1.2 Mission
The mission of relaxatio resort is to become the best choice in Sri Lanka for
temporary lodging by expanding our exposure via introducing the area to
market segments that have not yet discovered this year-round visitor's
dream.

The guests will have every need met to ensure their comfort. For special
occasions, catered meals, chilled wine, etc. can be provided for an additional
fee. As relaxatio resort gains recognition through the peak season, we plan to
expand our services to the residents of Batticaloa, Eastern province and
neighbouring cities in time for the off-season. The main area can convert into
a large area, ideal for formal or informal gatherings like wedding receptions,
family reunions and Christmas parties.

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1.3 Goals and objectives

• Maintaining an 75% occupancy rate each month or try to increase it to 85%

within 3 years.
• Relaxtatio should Be no 1 position to providing different styles of pizza on
eastern province in within 5 years.
• Assembling an experience and effective staff.
• To increase the number of clients by 15% each year.
• Increase exposure and market using Internet technology and direct
advertising and make profitable business.
• Through incentives and increased exposure on the Internet, we Endeavor to
increase off-season occupancy by 30% the first year.
• Increase off-season use by expanding into other uses for property like cater
parties, receptions, weddings.

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2.0 Internal and external factors identified by you or management as
impacting on staffing needs currently and in the immediate short-term,
including reasons why those factors are important
2.1 Internal factors
2.1.1 Volume of customers
Volume of Customers weigh major impact has on our relaxtatio resort
how we offer our services. Priority is placed on customers’ need due to its
direct effect on the hotels’ income. Hotels and resorts generally offer
value for money as a principal means to attract customers. on special days
more customers will come relaxtatio resort, when that time we want more
staffs to manage that customer and we conduct formal or informal
gatherings like wedding receptions, family reunions and Christmas
parties so Volume of Customer is impact on our recruitment process.

2.1.2 Trading Hours

our resort is 24h working place so some labour shortage on peak hours or
festival day so that time we allocate our permanent labour on in rotation
mode on that day then we also recruit some part time labours also, when
those days think carefully about the tasks that they need to do to achieve
these objectives. we will determine how much flexibility there is around
the hours the jobholder must work. When we are determining trading
hours, we consider, how much time is needed to do each task, whether the
tasks require someone to work at a specific time or can be done at any
time, how the jobholder will fit into the existing structure of your
business, it is important to consider the skills and personal attributes
needed to perform the role effectively and specify these in the person
specification.

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2.1.3 Equipment used/ Technology used
Our resort like to keep have staff who know how to use technologies use
Increasing the Work efficiency of all areas of our resort increases
economic growth. On special days we get more bill settlement and budget
management on computers with the technology enables automation that
reduces the time needed to complete all tasks. The ability of a company to
retrieve and compile the date is improved by technology. Organizing the
candidate details by hand takes a lot of time. Not to mention the fact that
technology saves the company this kind of hassle and customer can
hunting and fishing in our resort do some of customer like to be fishing but
they don't know how to use that fishing equipment, so our resort
management should recruit experienced labour and he must know about
fishing and hunting and maintenance our property.

2.1.4 Service standards

Our resort must work faster to deliver better service experiences. Not
only are our competitors moving faster and delivering innovative
customer journeys, but we should also have standards that are
appropriate to the size, diversity and complexity of the business. we will
need a period of time for colleagues to “buy in” to the concept of service
standards, the monitoring arrangements and the benefits of implementing
an effective programme. we should only have service standards that can
be monitored accurately and with an appropriate degree of effort.
Technology often has a role to play in monitoring performance against
timeliness standards – particularly incoming telephone calls so if recruit
staffs, they should train and they also know our service standard, we have
to recruit such servants.

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2.2 External factor

2.2.1 Emerging Trends

Digital signage, most our nearby resorts use Digital screens and it in
receptions solve many of the problems a tourist or visitor faces in another
country. But we are offering mobile check-in and digital concierge
services. so, our resort must keep technology-digital well-known analyst he
should help to from predicting check in time and checking what the
weather will be like, to seeing key information in an emergency, digital
signage is a simple way to do all those things. and he will teach other staff
about it so we can improve other staff knowledge on tech. Digital signage
offered in hospitality now has a range of benefits and options. Throw a few
screens up on the wall and you have a quick and easy way to display any
information you like. and our resort should improve Sustainability rules,
Eco-friendly practices are becoming the norm because we should recruit
environment analyst as well.

2.2.2 Availability of staff

If the unemployment rate is high in a specific area, hiring of resources will
be simple and easier, as the number of applicants is very high. In contrast,
if the unemployment rate is low, then recruiting tends to be very difficult
due to a smaller number of resources. so, we recruit very difficult to get
some staff into the resort, like butcher, welders and specially sommelier.
because we have a bar, we should want at least 2 sommeliers to our resort
and we conduct formal or informal gatherings like wedding receptions,
family reunions and Christmas parties. so, our customers would like to
enjoy our drinks so we should recruit right person for it to making drinks
and, he knows about different types of drinks as well.

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2.2.3 Customer expectations
The most important expectations of a guest are Value for Money,
Comfortable Room & Seamless Service Delivery. Amenities & the rest
become secondary but also play an important role within Total Guest
Satisfaction. Guest Expectation is more about assurances before Check-In
to our Resort, Communication by our Resort which is displayed on Web,
Social & Print Media, are the one's setting the guest expectations. so, our
resort like to give good experience and service to our customers. Although
it is one of the most important aspects of service delivery, but now a days.
Satisfied customers are looking for experiential & memorable vacation on
our resort and so we should recruit staffs, they must give high level of
service delivery with a promise. if they filled customer’s expectation, High
Level of Service Delivery makes a Guest feel that.

2.2.4 Monitor current service levels of staff performance

The need to pay attention to employee performance will bring progress for
our resort to be able to survive in an unstable business environment. To
find out the results of employee performance, our resort needs to conduct
performance evaluations. With performance appraisal, it can find the
strengths, weaknesses, and potentials of employee performance to make it
easier for our resort to conduct recruitment, promotion, training and all
processes related to human resources. To get employees following
company expectations, it is necessary to conduct a recruitment process
that is following the correct stages so that it will produce quality human
resources. Human resources are an important factor for our resort
because human resources have ideas, talents, creativity, knowledge, and
skills to advance the agencies in achieving their goals. our recruitment
process is adjusted to the criteria and position requirements needed to
have a good impact on the company. If the recruitment process is not
carried out according to needs., the human resources obtained lacking the
knowledge and skills so that agencies will have difficulty placing directly
the positions.

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 3.0 An evaluation of staffing requirements
Figure 1-staff hierarchy

Genral Manager

HouseKeeping Finance director kitchen

Department FrontOffice depaartment
Department F&B Department
F&b
Front office Night controller
cashier auditors
Executive
Housekeeper Front office Executive-
Manager Chef
Cashier
F&B Manager
Assistant Executive
Housekeeper
Assistant Front
office Manager Pastry chef
Sous-Chef Butcher
Housekeeping supervisor
Assistant. F&B
Manger
Duty Manager
Reservation
Supervisor
Senior Senior Laundry
Housekeeping Backer Breakfast Night
Attendant
Attendant Bell Captain chef Cook

Bar Manager Room Service

Reservation Manager
Assistant
Laundary
Room Attendant Bar
Attendant Bell Boy Room Service
Supervisor Supervisor
Captain Commis Commis
Captain
Trainees
Trainees
Waiter Trainee 12
4.0 A brief outline of a plan for recruitment of appropriate numbers
Figure 2-Labour Breakdown for the Housekeeping department

Housekeeping Department

Executive Housekeeper

Assistant Executive
Housekeeper

Housekeeping
supervisor

Senior Housekeeping Senior Laundry

Attendant Attendant

Room Laundary
Attendant Attendant

Labour Breakdown for the Housekeeping department

Table 1- Labour Breakdown for the Housekeeping department

Number
Total Monthly
Employee code Position / job category of Pay Scale
Labour Cost
Employee
Executive Housekeeper
HK. E01.RR 01 95,000LKR 95,000LKR
Assistant Executive
HK. E02.RR Housekeeper 01 80,000LKR 80,000LKR

Housekeeping supervisor
HK. E03.RR 01 65,000LKR 65,000LKR
Senior Housekeeping
HK. E04.RR Attendant 02 45,000LKR 50,000LKR

Senior Laundry Attendant

HK. E05.RR 05 45,000LKR 40,000LKR
Laundry Attendant
HK. E06.RR 05 26,000LKR 35,000LKR
Room Attendant
HK. E07.RR 07 26,000LKR 30,000LKR

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Figure 3-Labour Breakdown for the Front Office Department

Front Office Department

Front office
Manager

Assistant Front
office Manager

Reservation
Supervisor Duty Manager

Reservation
Assistant Bell Captain

Trainees Bell Boy

Trainees

Labour Breakdown for the Front Office Department

Table 2- Labour Breakdown for the Front Office Department

Number of Total Monthly

Employee code Position / job category Pay Scale
Employee Labour Cost

FO. E08.RR Front office Manager 01 95,000 LKR 80,000 LKR

FO. E09.RR Assistant Front office
01 65,000LKR 65,000LKR
Manager
FO. E10.RR Reservation Supervisor 01 50,000LKR 50,000LKR
FO. E11.RR Duty Manager 01 50,000LKR 50,000LKR
FO. E12.RR Reservation Assistant 01 40,000LKR 40,000LKR
FO. E13.RR Bell Captain 02 40,000LKR 80,000LKR
FO. E14.RR Bell Boy 05 28,000LKR 140,000LKR
FO. E15.RR Trainees 10 3,000LKR 30,000LKR

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Figure 4-Labour Breakdown for the Food & Beverage department

Food & Beverage department

F&B Manager

Assistant. F&B
Manger

Bar Manager Room Service

Manager

Bar Supervisor Room Service

Supervisor

Captain Captain

Waiter Trainee

Labour Breakdown for the Food & Beverage department

Table 3-Labour Breakdown for the Food & Beverage department

Number of Total Monthly

Employee code Position / job category Pay Scale
Employee Labour Cost

FB. E01.RR F&B Manager 01 90,000 LKR 90,000 LKR

FB. E02.RR Assistant. F&B Manger 01 75,000LKR 80,000LKR
FB. E03.RR Bar Manager 01 60,000LKR 65,000LKR
FB. E04.RR Room Service Manager 01 60,000LKR 65,000LKR
FB. E05.RR Bar Supervisor 01 45,000LKR 50,000LKR
FB. E06.RR Room Service Supervisor 01 45,000LKR 50,000LKR
FB. E07.RR Captain 02 38,000LKR 66,000LKR
FB. E08.RR Waiter 09 29,000LKR 116,000LKR

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 FB. E09.RR Trainee 10 3,000LKR 12,000LKR
Figure 5-Labour Breakdown for the Kitchen department

Kitchen department

Executive-Chef

Pastry chef Sous-Chef Butcher

Breakfast
Backer Night Cook
chef

Commis Commis

Labour Breakdown for the Kitchen department

Table 4-Labour Breakdown for the Kitchen department

Number
Total Monthly
Employee code Position / job category of Pay Scale
Labour Cost
Employee

K. E01.RR Executive-Chef 1 75,000LKR 75,000LKR

K. E02.RR Sous-Chef 1 64,000LKR 64,000LKR
K. E03.RR Pastry chef 3 55,000 LKR 55,000 LKR
K. E04.RR Breakfast chef 3 50,000LKR 50,000LKR
K. E05.RR Backer 2 30,000 LKR 60,000LKR
K. E06.RR Night Cook 3 50,000LKR 55,000LKR
K. E07.RR Butcher 1 30,000LKR 30,000LKR
K. E08.RR Commis 5 30,000LKR 120,000LKR

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Figure 6- Labour Breakdown for the Security department

Security department

Director of
Security

Asst. Director of
Security

Morning shift Night shift

supervisor supervisor

Security guards Security guards

Labour Breakdown for the Security department

Table 5-Labour Breakdown for the Security department

Number
Total Monthly
Employee code Position / job category of Pay Scale
Labour Cost
Employee

S. E01.RR Director of Security 1 75,000LKR 75,000LKR

S. E02.RR Asst. Director of Security 1 64,000LKR 64,000LKR
S. E03.RR Moring shift supervisor 1 55,000 LKR 55,000 LKR
S. E04.RR Night shift supervisor 1 55,000LKR 55,000LKR
S. E05.RR Security Guards 1 30,000 LKR 30,000LKR
S. E06.RR Security Guards 1 30,000LKR 30,000LKR

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Figure 7- finance department

Finance department

Finance director

Front office cashier

Night auditors F&b controller

Cashier Assistent

Labour Breakdown for the Finance department

Table 6-Labour Breakdown for the Finance department

Number
Total Monthly
Employee code Position / job category of Pay Scale
Labour Cost
Employee

FC. E01.RR Finance director 1 75,000LKR 75,000LKR

FC. E02.RR Front office cashier 1 64,000LKR 64,000LKR
FC. E03.RR Night auditors 1 55,000 LKR 55,000 LKR
FC. E04.RR F&b controller 1 55,000LKR 55,000LKR
FC. E05.RR Cashier 1 30,000 LKR 30,000LKR
FC. E06.RR Assistant 1 30,000LKR 30,000LKR

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Total Staffs
Table 7- Total Staffs

Departments Number of staffs

Housekeeping department 22
Front Office Department 22
Food & Beverage department 27
Kitchen department 19
Security department 6
finance department 6
103

5.0 Identify the stakeholders who are consulted in relation to staffing needs
and how their input is captured
5.1 Owners
The goal of almost any HR project is to improve workforce productivity so it has
a positive effect on the resort's profitability. For a privately held business, the
company president, owner or founder is the beneficiary of increased
profitability. If the organization is publicly traded, the shareholders are
stakeholders because, as the company's profitability increases, so does the value
of its stock. Likewise, for an HR project that's incomplete or that fails to meet its
goals, the reverse effect has an impact on the business owners.

5.2 Employees
Many HR projects improve work processes, provide workplace structure or
enhance the skills of the company's workforce. Employees may be primary
beneficiaries, or they are stakeholders by indirect means. For example, if HR
implements job skills training, employees are primary stakeholders because the
training has a direct impact on their abilities, productivity and, in some cases,
their confidence and earning capacity. Improved job skills also can affect an
employee's marketability should he decide to leave the company for another job.
Secondary stakeholders are the company's owners, shareholders and employees
who depend on their co-workers' expertise to improve their own performance.
For example, if assembly workers improve their job skills and put together
higher-quality products, sales personnel benefit from the ability to sell their
customers better products.

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5.3 Customers
Customers and clients of the business are primary stakeholders in such HR
projects as recruiting engineers for researching and developing a new product
line. Retaining high-profile chef, for example, can attract a larger client base that
needs different and tasty foods. The company ultimately benefits from the ability
to provide better products and services to its clients; customers are also
stakeholders because they reap the benefits of qualified employees.

5.4 Community
HR projects to support a new business provide employment opportunities for the
surrounding community, which is why many ground-breaking ceremonies often
get top billing in local news reports. New business could mean HR projects such
as mass recruiting events. In communities suffering from high unemployment
rates, the primary stakeholders might be the unemployed or underemployed
workers in the community who now have increased opportunities for work.
Indirect stakeholders are other businesses in the community; they have a stake in
whether the new business will succeed. Competitors are stakeholders because
their success or demise might depend on a new company's success. A local eatery
could benefit from another business opening up because that could mean an
influx of lunchtime customers from a nearby business. An HR project such as a
mass layoff could have a significant impact on surrounding businesses.

5.5 how their input is captured

The focus group, individual depth interviews, and observation are the most
common methods used. approaches reaching larger numbers of people and using
more standardized measurement tools are required i.e., quantitative methods
such as surveys, short street interviews, e-surveys, etc. These methods will reach
wider audiences but are restricted to largely closed questions and rating scales.
The data is numerical and statistical analysis is used to demonstrate the
generalist viewpoint. Some methods straddle these two poles and have the ability
to gain both depth and breadth, such as the large public meeting and online open
debate consultation tools now available to us through the digital media.

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6.0 Explain how you will consult team member
Table 8- consulting method

Method Description
Team Meetings Defined teams meet to discuss their ideas
A website provides available information
for employees. An email address or other
Online Information and Feedback Site online mechanism is provided for
employees to record feedback about staff
needs.
Group email An email is sent out to stakeholders
A tool used to collect quantitative or
qualitative information. A survey may
focus on opinions, factual information or
Surveys
involve asking individuals questions.
Survey questions are usually structured
and standardised
A focus group can be defined as a group of
interacting individuals having some
common interest or characteristics,
Focus Groups
brought together by a moderator, who
uses the group and its interaction as a way
to gain information about a staffing need.
A question is put on a board, wall or paper
that is in a prominent place for a certain
Comment Walls period of time (one – two weeks).
Employees can add their thoughts and
comments to the wall.

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7.0 Describe the internal authority required before recruitment can take
place
Before initiating the hiring process, it is suggested that a number of specific steps
are taken by an employer. To initiate the recruitment process, HR needs to get
recruitment approval from management. A request to advertise with a position
description attached is required to start the recruitment and selection process. It
should be forwarded to the relevant delegate for approval. A recruitment approval
policy outlines all these factors and regulates the recruitment approval process in
our resort. Workforce planning and proper allocation of funds are required to
initiate the recruitment process. This can be done by coordinating efforts between
the department that has the recruitment need, finance, and the HR department.
The employer needs to ensure that all the resources are available and have been
properly allocated before starting the recruitment process. First, a Staff
Recruitment Approval process is created to ensure authorisation by all levels of
management. The authorisation is then confirmed by human resource personnel.
Once all required approvals are obtained, HR can carry out the recruitment and
selection process.

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8.0 Identify enterprise policies and procedures in relation to the staffing
process
8.1 Policy
We aim to recruit and retain the best staff to enable us to deliver our Corporate
Plan. Our policy is to ensure that recruitment and selection decisions are based
on the ability of the applicant to meet the requirements of the job description,
person specification and any other relevant criteria. All applicants and
employees will be treated fairly and according to this policy and procedure, and
our relevant equality policies. We are committed to valuing diversity and
promoting equality.

8.2 Procedures
8.2.1 Statutory Requirements
Current employment law imposes obligations on employers not to
discriminate on the grounds of a protected characteristic, age, disability,
gender reassignment, race, religion or belief, sex, sexual orientation,
marriage and civil partnership, pregnancy, and maternity. We are
committed to taking a positive and pro-active approach to diversity and
equality which extends beyond the statutory obligations. There is also an
additional requirement to ensure that we comply with Sri Lanka
immigration rules and procedures. In addition, we will take into account
the practical guidance and recommendations of no statutory codes of
practice.

8.2.2 Responsibilities
HR Services will provide advice, guidance and support to recruiting
managers so that, Job descriptions, person specifications and recruitment
advertisements are drafted in such a way as to make clear the
requirements of job vacancies, Our Valuing Diversity and Promoting
Equality policy is a feature of all recruitment advertising., Staff involved
in recruitment and selection are aware of their role and responsibilities in
this area. HR Services will monitor applications by equalities criteria. HR
Services will organise training and development to support recruitment
and selection, including relevant equality legislation. Head of
Departments are responsible for the appointment of staff in their area; for
23
 ensuring that these procedures are followed, and that unfair
discrimination does not occur. All staff involved in recruitment and
selection have a responsibility to behave in a non-discriminatory manner.

8.2.3 Criminal Convictions

For certain posts, Clearance Certificate a Sri Lankan will be sought from
the police station. The requirement for Clearance Certificate should be
clearly stated in the advertising/recruitment documentation.

8.2.4 The Recruitment Process

The recruitment process is often the first experience an individual has of
our Academy, and it is important that it is a positive one. These
procedures are designed to: create a positive image to applicants who may
be future employees and customer; give a clear understanding of our
work and what will be expected of them as employees; enhance the quality
of the candidate pool, reduce the risk of a bad selection decision. An
essential component of the recruitment process is the literature prepared
for candidates, such as job description, person specification and further
details.

8.2.5 Getting Started

Vacancies normally have to be approved by the Company Director. The
recruiting manager who is seeking to recruit to a post must provide all of
the recruitment documents, job description, person specification to the
Company Director or Head of Department, who will collate this for
submission to advertisers. Services with relevant vacancy details including
budget, whether the post is new or a replacement, full or part time,
location etc.

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8.2.6 Job Description
The job description provides a ‘snapshot’ of the job at a given time,
defines the job purpose and principal accountabilities of the job, indicates
where the job sits within the organisational structure, outlines reporting
relationships, changes as the job develops the job description must be
prepared by the employing Head of Department in the standard format.
The appropriate templates may be found in the Shared Drive. The
elements of the JD are in the template and should not be removed without
a good reason. Advice on production of job descriptions may also be
sought from HR Services.

8.2.7 Person Specification

Person specifications are designed to identify the qualifications,
experience, knowledge, skills/competencies, and personal qualities
required of the successful candidate to ensure the job is carried out
effectively. It is crucial to the recruitment process that it is clear and
precise since it outlines the criteria by which candidates will be shortlisted
and selected. It is important to keep the person specification succinct. If
candidates are not going to be assessed against a criterion during the
recruitment process, then it shouldn’t be included. The person
specification should make clear what is essential and what is desirable.
Essential criteria are necessary pre-requisites whilst desirable criteria are
‘nice to haves’ which would be advantageous for the candidate to possess.
The person specification with the job description is used to provide a
realistic basis for an advertisement. Time spent at this stage will help at
subsequent stages of the process. Particular care must be taken when
devising the criteria used in person specifications to ensure that these do
not unlawfully discriminate against particular groups of people either
directly or indirectly.

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8.2.8 Recruitment Advertisement
The recruitment advertisement should be designed to: give a snapshot of
the job, attract those applicants whose experience, qualifications etc
match the requirements of the job and quickly eliminate those who do
not; convey a positive image of our university as an ‘employer of choice,
The Company Director or Head of Department is responsible for
providing a draft advertisement. It should be succinct and interesting,
aiming to have maximum impact with a minimum of text. Applicants
initially scan publications very quickly for 3 main things: Job Title,
Salary, Location, this information should be followed by the job, Key
requirements - what the candidate needs to do the job e.g. essential and
desirable qualifications, experience, background, personal qualities HR
Services will add: standard text such as the closing date and equality
statement.

8.2.9 Advertising the Vacancy

HR Services hold an advertising budget that is used for campaigns to
increase our visibility as an employer of choice, encouraging traffic to our
website, therefore improving the pool of candidates. These include
sponsoring words on Google, external advertising campaigns and a
subscription with job advertisers. Any additional costs for specific
advertising campaigns which relate to a particular vacancy, are charged
back to the department sponsoring the recruitment campaign and are
subject to prior approval being granted by the Company Director or
Head of Department. For more information contact the Recruitment
Manager.

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8.2.10 Shortlisting
Shortlisting should normally be carried out by at least two members of
the selection panel, one of whom will normally be the Head of
Department. It is important that the criteria set at the beginning of the
recruitment process in the person specification are used to assess all
candidates as objectively as possible. Internal applicants 'at risk' should
be shortlisted if they meet most of the essential criteria. The likely
duration and cost of staff training and development will need to be taken
into account in deciding whether the job would be suitable alternative
employment for an ‘at risk’ applicant.

8.2.11 Selection Administration

For all staff references can be obtained after successful interview but
prior to offering employment. Head of Departments may decide that
references are required prior to interviewing candidates. Where
references are to be requested prior to interview a longer lead in time is
required to allow referees reasonable time to respond prior to interview.
At least working days’ notice should be given to HR Services.

8.2.12 The Interview

The aim of the interview is to select the best candidate for the job. It is a
two-way process during which the details of the job can be discussed, and
the candidate’s suitability assessed. Where the candidate’s application
reveals any unexplained gaps in employment or inconsistencies, these
should be explored with the candidate at interview. Candidates will have
been asked to bring with them to the interview their original qualification
certificates plus a copy, which must be verified against the originals and
forwarded to HR Services. The purpose of collecting the above documents
on the interview day is to ensure that any offer of employment may be
expedited. If the documents are not collected or are not available, HR
Services will need to make alternative arrangements, which may delay
any formal offer being made. The Chair of the panel must identify
administrative support within the recruiting Department or Academy to
meet and greet candidates on the day of the interview and to collect and

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 photocopy the appropriate documentation. HR Services will provide the
Chair of the panel with a checklist of required documentation in the
interview pack. Right to work documents should also be verified and
signed by the interviewer to confirm that the originals have been seen.

8.2.13 Chair’s Actions after Interview

Following interviews, the Chair of the panel/recruiting manager may
make a verbal conditional offer of appointment to the successful
candidate. It must be made clear that the offer is subject to completion of
our pre-employment checks as follows: receipt of references which are
satisfactory to us evidence of essential qualifications, The successful
candidate must not be allowed to start work in advance of all the
preemployment requirements being met. Please note full pre-employment
checks will be required for Hourly Paid Trainers who are offered a full-
time or fractional appointment. Any unsuccessful internal candidates
must be contacted by the Chair of the panel (or some other nominated
member of the selection panel) to confirm the decision and provide
feedback. This should be by telephone or by face-to-face. Once they have
been informed, please update HR Services. The unsuccessful candidate
documents should be disposed of in confidential shredding.

8.2.14 Salary
On appointment the successful candidate will normally be placed on the
first point of the advertised salary range for the job. There may be
situations where it is appropriate for the successful candidate to be placed
on a higher salary point e.g., job related experience. In such cases it will
be for the Chair of the panel (in liaison with the budget holder) to decide
the appropriate starting salary and put forward the appropriate
justification.

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8.2.15 Actions after Interview
Confirmation of the conditional offer of employment will be sent to the
successful candidate by the Head of Department or HR Services normally
within 3 working days; unless previously obtained, references will be
sought by HR Services using pro-forma. The receipt of satisfactory
references for the last two years of employment or last two employers is
the normal requirement.

8.2.16 Formal Offer of Employment

When all pre-employment conditions have been met, HR Services will
email the recruiting manager confirming that this is the case and will
forward copies of the references to them to determine that they are
satisfactory. It is the recruiting manager’s responsibility to confirm by a
reply email to HR Services whether references received are satisfactory
and whether a formal offer of employment should be made. Once HR
Services have been notified by the recruiting manager that a formal offer
of employment can be made, paperwork will be sent to the candidate
within 3 working days.

8.2.17 Induction
Once an appointment is made, the recruiting manager must ensure
practical arrangements for the new member of staff are organised before
their arrival such as their workspace. HR Services will request a staff ID
card on receipt of a passport-sized or digital photograph from the
candidate. The recruiting manager should also ensure a local induction
programme is planned for the new member of staff in readiness for their
first day. This should incorporate standard information/activities which
are common to all staff within the department, plus elements which are
specific to the role. All new starts must receive the Employee Handbook

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