ou are about to recruit staff for positions in a large sporting complex, White Eagle Stadium. The complex hosts

white eagle stadium

Scenario

You are about to recruit staff for positions in a large sporting complex, White Eagle Stadium. The complex hosts national sporting events most weekends throughout the year, and one-off events such as international sporting events, concerts and festivals.

The venue has fast-food outlets scattered around the main and upper concourse, a number of bars and two sit-down restaurant-style dining areas.

All catering staff must be available for shifts on Thursday, Friday, Saturday and Sunday as these are the busiest periods for the stadium. Shifts vary throughout the day depending on the start and finish times of events. Most sporting events are scheduled during the afternoon or evening with one-off events often held in the evening.

It is six weeks before the start of the winter sports season. The venue employs the majority of their staff for the rest of the year at this time. You have one month to complete the recruitment process as the induction program is scheduled to start two weeks before the first match.

Catering attendants

Employment records show the venue’s staffing levels for catering attendants (CA) in the fast-food outlets during the same period last year.

• 120 casual CAs

• 40 permanent part-time CAs

• 10 permanent full-time CAs

• 35 casual concourse outlet supervisors

• 15 full-time concourse outlet supervisors

Their current staffing levels are as follows.

• 60 casual CAs

• 25 permanent part-time CAs

• 7 permanent full-time CAs

• 20 casual concourse outlet supervisors

• 14 full-time concourse outlet supervisors

Due to the opening of several new fast food service areas, management anticipate a 10% increase from the previous year’s staffing levels for all positions except full-time concourse supervisors.

Catering attendants at this venue are employed under the Hospitality Industry Award 2010 as Level 2, grade 2 food and beverage attendants. Supervisors are Level 5 food and beverage supervisors.

Food and beverage storeperson

Employment records show the venue’s staffing levels for food and beverage storeperson (FBS) in the facilities management department during the same period last year.

• 8 casual FBSs

• 10 full-time FBSs

• 3 full-time FBS supervisors

• 2 refrigeration maintenance (contract)

Their current staffing levels are as follows.

• 3 casual FBSs

• 10 full-time FBSs

• 3 full-time FBS supervisors

• 1 refrigeration maintenance (contract)

Management anticipate a 10% increase in casual FBS positions from the previous year’s staffing levels due to extra catering facilities opening and forecasted increase in demand for food and beverage supplies.

A food and beverage storeperson at this venue is employed under the Hospitality Industry Award 2010 as Level 3, grade 2 storeperson. Refrigeration mechanics are on a part-time contract for 30 hours per week at a flat $30 per hour, 7 days per week.

The majority of staff in this area are required in the days leading up to events when deliveries of stock are received, processed, stored and transferred to catering and other departments, and on the day of an event.

Customer service volunteers

Each year White Eagle Stadium recruits new volunteers for the following positions.

• Customer information officers

• Customer mobility officers

Customer information officers perform the following duties.

• Supervision and guiding of tour groups

• Assisting in visitor reception areas

• Providing information, directions and other services on event days

• Providing information on the history and features of the venue to visitors

• Undertaking basic administration duties

Customer mobility officers perform the following duties.

• Book venue wheelchairs and other mobility aids as requested

• Arrange transportation for special needs visitors within the venue when required

• Greet and assist visitors with mobility and other special needs

• Escort visitors with mobility or other special needs to event or seating areas

• Monitor the comfort and accessibility to services of special needs visitors and their escorts

Volunteer records show numbers of volunteers in each role have been steady for some time. Volunteers tend to stay with the organisation for many years. Positions are highly sought after when they become available and the quality of applications is usually very high. Volunteers are not paid but they do receive benefits such as free entry to selected events.

A minimum of two volunteers are rostered on at the venue every day with additional volunteers allocated shifts on event days and when tour groups are booked.

Management have decided to offer only two new positions during this recruitment drive: one customer information officer and one mobility officer. Applicants can apply for both roles.

The events department is responsible for the management of all volunteers, with the volunteers manager and supervisors coordinating all operational needs.

White Eagle Stadium food and beverage organisational chart (condensed)

White Eagle Stadium human resources organisational chart (condensed)

STAFF RECRUITMENT PROCEDURES
Policy number	HRM25	Version	V3-1-2016
Drafted by	Megan Firefox	Approved by Board on	29.02.2016
Responsible person	Randall Westall	Scheduled review date	01.03.2017

Introduction

The success of White Eagle Stadium relies on its ability to attract the best staff and volunteers available. Recruitment methods must be fair, efficient, and effective.

Purpose

The Staff Recruitment Policy has been established to ensure White Eagle Stadium has the opportunity to attract the best available staff and volunteers for all vacant positions. This policy relates to employment of all staff and volunteers other than the CEO.

Policy

White Eagle Stadium is committed to providing high quality programs and services to our community. To support the achievement of this objective we recognise the importance of employing the most suitable applicant for all vacant positions.

White Eagle Stadium will ensure it has the best opportunity to attract the best available staff by broadly advertising (internally and externally as deemed appropriate) all vacant remunerated positions and volunteer vacancies.

White Eagle Stadium will take all reasonable steps to ensure that applicants may be safely entrusted with the duties of their position.

White Eagle Stadium will internally advertise all vacant positions to current staff and volunteers to encourage career advancement and increase participation.

White Eagle Stadium is committed to providing a work environment that is free from harassment and discrimination.

All recruitment and selection procedures and decisions will reflect White Eagle Stadium’s commitment to providing equal opportunity by assessing all potential candidates according to their skills, knowledge, qualifications and capabilities. No regard will be given to factors such as age, gender, marital status, race, religion, physical impairment or political opinions.

Authorisation

Andy Wahollanger
29.02.2016
White Eagle Stadium

STAFF RECRUITMENT PROCEDURES
Policy number	HRM25	Version	V3-1-2016
Drafted by	Megan Firefox	Approved by Board on	29.02.2016
Responsible person	Randall Westall	Scheduled review date	01.03.2017

Responsibilities

It shall be the responsibility of the CEO (or a delegated authority) to implement this policy and to monitor its performance.

It is the responsibility of Managers and Supervisors to ensure that:

• They are familiar with the recruitment policies and procedures, and that they follow them accordingly;

• Staffing levels for their department are determined and authorised;

• All roles have current position descriptions that specify role requirements and selection criteria.

It is the responsibility of the Human Resources Department to ensure that:

• All Managers are aware of their responsibilities in the recruitment and selection process;

• Managers are given continuous support and guidance in regards to recruitment and selection issues.

Procedures

Pre-recruitment activities

When it becomes necessary to recruit for a position, Managers should carefully consider the requirements for the position and the key selection criteria, including skills, experience and qualifications.

If no position description exists for the available position, or if it requires revising, this is the responsibility of the appropriate Manager. Once the new position description or amendments have been drafted, it should be forwarded to Human Resources and, if appropriate, approved by the CEO and/or Board. Selection criteria will be drawn up based on a position statement.

Where the position description is for a new role, the Human Resources Officer or Manager will review and evaluate the position and draw up a position statement that will then, if appropriate, be approved by the CEO and/or Board.

Prior to commencing the recruitment process, the responsible Manager is required to gain approval from their relevant sector Director and Director of Human Resources.

Direct internal appointments/promotions

In situations where a Manager wishes to promote an employee who meets the specific selection criteria for the vacant position into the internal vacancy, the appointment must be authorised by the appropriate Manager, and the approval is to be forwarded to the Human Resources Department.

Internal advertising

Where appropriate, White Eagle Stadium will advertise all vacancies internally.

Exceptions to this rule may occur when:

• The position is of such a specialised nature, and/or appropriate skills are not available within the organisation; or

• There is a need to make a direct appointment or promotion into the vacant position.

Upon receiving approval for the vacant position, Human Resources will advertise the available position internally. Internal advertisements should include the following.

• Position title;

• Outline of the position;

• Skills required for the role;

• Closing date for applications.

All internal applicants should forward a current copy of their résumé, together with covering letter, to the applicable manager for acknowledgement, consideration and processing.

Internal applicants who possess the required skills, qualifications and work-related experience, as specified in the internal advertisement, will be interviewed for the position by the relevant Manager or Supervisor.

External advertising

Where a position cannot be filled internally or where it is appropriate to conduct an external recruitment campaign, the available position should be advertised through relevant networks, on relevant websites and through local employment services.

Volunteer positions will be advertised as widely as deemed reasonable.

All advertisements must be approved by the CEO.

If required, the Human Resources Department will prepare an appropriate recruitment advertisement for the position and submit it for review and approval by the relevant Manager. The Human Resources Department will administer the placement of the advertisement and monitor applications received.

Use of recruitment consultants

Where deemed appropriate, external recruitment consultants may be used for recruitment purposes. The Recruiting Manager should contact the Human Resources Department for assistance in engaging the services of a recruitment consultant.

It remains the relevant Manager’s responsibility to ensure that the recruitment consultant adheres to White Eagle Stadium’s recruitment and selection policies.

Screening applicants

If a recruitment consultant has been engaged to recruit for a position, they will be responsible for screening the applicants.

Résumés must be screened against the key selection criteria derived from the position description and person specification so that assessments can be made of their suitability for the specific role. Applicants who are assessed as suitable will then be selected for interview.

Managers should consult with the Human Resources Department if they require any assistance with the selection process.

Where appropriate, but particularly in positions of financial responsibility or in dealing with vulnerable clients/children, police checks may be arranged. Police checks shall be arranged only with the consent of the applicant concerned, however, if consent is refused this shall be taken into consideration in the selection process.

References shall be sought, where appropriate, as set out in the organisation’s References Policy. Previous employers and referees shall be contacted, and transcripts, qualifications, publications and other certification or documentation shall be validated.

Any checks which may form part of the selection process should be conducted prior to issuing an offer of employment.

Conducting interviews

The shortlisting and interview process will be conducted by a selection panel which will be appointed by and will include the CEO or their nominee and the relevant Manager or Supervisor for the position.

Selection panels must consist of a minimum of two persons for all staff and supervisor/team leader positions and three persons for management positions. Management interview panels must include a minimum of one member of the Human Resources team and one other Manager.

If any member of staff finds that they are assessing any applicant where there is a perceived or actual conflict (for example, where the applicant is a family member, friend or past colleague), they shall declare the perceived or actual conflict to the panel.

Reference checking

Managers are to ensure that, where possible, a minimum of two reference checks are conducted prior to an offer of employment being extended to a candidate.

Details of the reference checks should be attached to the candidate’s application for future reference.

Notifying of appointment

If an internal candidate is selected, the Manager is required to notify the successful candidate and their Manager.

If an external candidate has been selected, the Manager is to make a verbal offer to the candidate.

To authorise the commencement or transfer of an internal employee, the Manager must notify the Human Resources Department and provide confirmation of approval from the Director of the affected sector. The Manager should ensure that all recruiting documents are completed and returned to the Human Resources Department for filing.

Appointment paperwork

Once the successful candidate has verbally accepted the offer, the Human Resources Department will prepare a written letter of offer for the successful candidate. The letter of offer and/or contract of employment will confirm the start date, salary (if any), position and the terms and conditions of employment pertaining to the employee.

Once the Human Resources Department or Manager has received the candidate’s signed letter of offer, the Human Resources Department is to notify all unsuccessful candidates. If an external recruitment agency has been used, the Manager is to notify the agency, who will notify the unsuccessful candidates.

The Manager is responsible for liaising with the Human Resources Department to ensure that the necessary documentation, equipment and access privileges are prepared for the new employee.

The Human Resources Department will forward an induction kit to the new employee for their completion.

Notification of unsuccessful candidates

Letters/emails of acknowledgment of receipt of application should be posted to all applicants prior to the shortlisting of final suitable applicants.

Applicants who do not meet the key selection criteria and are not suitable to be shortlisted for an interview should be sent a written letter advising them that their application has been unsuccessful once the shortlisting process is completed.

Shortlisted but unsuccessful applicants should be advised that their CV will be retained by the Human Resources Department for future reference, unless the applicant advises otherwise.

Records and correspondence

All contact regarding the position is to be directed through reception, with all applications marked ‘Confidential’ and posted to the CEO.

Related documentation

• Employment References Policy

• CEO Recruitment Policy

• Staff Induction Policy

Authorisation

Andy Wahollanger
29.02.2016
White Eagle Stadium

APPENDIX A

Interview Guidelines

The purpose of an interview is to provide and obtain information that will assist in making a decision about a candidate’s suitability.

Whilst each interviewer will develop their own interviewing styles, there are a number of essential characteristics of an interview that must be present in all interviews.

Prior to conducting the interview

Review the candidate’s résumé before commencing the interview. This will help you feel more comfortable when the candidate arrives.

Review the similarities or differences in qualifications relating to the performance factors of the job, including:

• education or basic paper qualifications for the job;

• related work experience and areas of specialisation;

• additional experience (such as special interests or volunteer activities) in which the candidate might have developed skills related to the position.

Conducting the interview

Asking questions is an important part of the interviewer’s role; it is not, however, their only responsibility. A good interviewer must also:

• reduce communication barriers;

• maintain control of the interview;

• ensure that the candidate reveals what the interviewer wants to know, not simply what the candidate wants to tell; and

• create a friendly, conversational atmosphere.

Having the candidate respond to questions and prompts will encourage them to do most of the talking while the interviewer ensures that all relevant topics are covered. The interviewer may be required to ask a question a second time by rephrasing it or by returning to a particular topic at a later point in the interview.

While each interviewer develops a particular style, the following steps provide a useful guide to the structure of an interview.

Step 1: Set the stage

It’s important to create an interviewing environment that allows a candidate to put their best foot forward. An interviewer will be able to gain more information in a comfortable setting and the candidate will be left with a favourable impression of the organisation.

• Make arrangements for a private meeting room in which to conduct the interview.

• Do not allow interruptions (e.g., telephone calls, etc.).

• Interviews are more comfortable if conducted in an informal setting around a table rather than across a desk, particularly when more than one interviewer is involved. Position the candidate so that they can comfortably direct conversation to anyone in the room.

• Introduce yourself and all members of the interview panel to the candidate (the panel members may prefer to introduce themselves).

• Body language should be relaxed and open.

• Be friendly and courteous throughout the interview. The tone should be like a slightly structured conversation.

• Sometimes it helps to begin by entering into a general conversation, for example, talking about the organisation and then asking the applicant to give a summary of their background.

Step 2: Outline the agenda

Outline for the candidate the structure that the interview will take. This will help them to relax and will put the interviewer in control of what is to follow.

• Identify areas to be covered (e.g., the duties and responsibilities involved in the job; the candidate’s education and experience and how they relate to the position; the use of hypothetical situations).

• Suggest the length of time that the interview is expected to take, and any additional time that might be spent touring the work site, etc.

• Provide the candidate with a description of the duties and responsibilities of the job and an overview of the workings of the organisation.

• Avoid confusing or overly technical language. Don’t oversell the job or mislead the candidate about the actual duties and responsibilities involved or the future growth expectations of the position.

Advise the candidate that there will be an opportunity later in the interview for them to ask questions or add information that may not have been covered.

Step 3: Gather information

Following core questions will provide structure and should take up most of the interview time, however, some flexibility is necessary to allow for follow-up questions and for questions that will arise out of each candidate’s documentation. This helps to create a comfortable, relaxed tone.

Listen for evidence of both positive and negative behaviour and focus on one specific performance factor at a time. Analyse how well those behaviours and skills would carry over to the position.

The interviewing process may take some time to master, but it can be extremely effective. Probing is particularly necessary when there are gaps in the candidate’s life/work history, when inconsistencies appear or when the candidate changes the subject or is evasive.

Step 4: Welcome added information and answer questions

In the later stages of the interview, the candidate may have specific questions about the job, department or the organisation itself. A detailed discussion should be reserved until this point, so that the candidate won’t simply tailor their answers to suit the position. This is a good time to probe for more detailed information, such as:

• ‘Now that I’ve described the job, do you have any relevant skills that we haven’t yet heard about?’

Thank the candidate for coming to the interview and explain the timeframe for decision-making and what the next step in the process will be.

 Solution

Question 1:

Complete the table listing your recruitment needs.

Position name	No. required	Mode of employment (casual, PT, FT, volunteer, etc.)	Anticipated base hourly pay rate or annual salary
Catering attendants	72 {120 + (120*10%)-60)}	casual	$27.15 per hour
Catering attendants	19 {40 + (40*10%) -25}	part-time	$21.72 per hour
Catering attendants	4 {10 + (10*10%) -7}	full-time	$21.72 per hour
Concourse outlet supervisors	19 {35+(35*10)-20)	casual	$31.45 per hour
concourse outlet supervisors	1 {15-14)	Full-time	$25.16 per hour
Food and beverage storeperson	6 {8 + 8*10% -3}	casual	$28.08 per hour
Refrigeration maintenance mechanics	1 {2-1}	part-time	$30 per hour
Customer information officers	1	volunteers	Not paid
Customer mobility officers	1	volunteers	Not paid

Question 2:

Other than last year’s staffing levels, what are two examples of information that help you determine recruitment needs?

Solution

Current staffing levels

Percentage increase anticipated by management

Question 3:

You are the concourse food manager. Who do you consult with when evaluating recruitment needs? 

Solution

Human resource department

According to the responsibilities in the staff recruiting policy and procedure, the Human resource department is accountable for providing managers with constant assistance and advice.

Question 4:

Who could you consult with about pay rates or salary for each position?

Solution

Human Resources Department. According to recruitment procedure, under appointment paperwork, “The Manager is responsible for liaising with the Human Resources Department to ensure that the necessary documentation, equipment, and access privileges are prepared for the new employee”

Question 5:

What are two key factors that affect pay rates in an award?

• Skill

• Experience

According to the recruitment procedure, under Procedures: Pre-recruitment activities, “the requirements for the position and the key selection criteria, including skills, experience, and qualifications.”

Question 6:

Name two positions in the human resources or other departments who will be involved in recruitment processes. Based on the information provided and the recruitment policy, briefly explain their general responsibilities in the recruitment process.

Solution

Recruitment manager –a. Ensure that all managers and supervisors are informed of their roles in the recruiting and selection process. b. Ensuring that Managers receive ongoing help and direction on recruiting and selection concerns.

Beverage manager – a. To be familiar with and adhere to the recruiting policies and processes. c. Establish and approve staffing numbers for their department. c. Ensure that all jobs have up-to-date job descriptions that include role requirements and selection criteria.

Question 7:

Based on the information provided and the recruitment policy, briefly explain the general responsibilities of managers/supervisors and the human resources department in the recruitment process.

Managers/ supervisors

Managers or supervisors are responsible for adhering to the company's rules and processes in order to fill vacancies in their departments with competent and productive employees. They determine and authorise personnel numbers, as well as ensure that all jobs have appropriate job descriptions in order to hire the best applicants.

Human resource department:

The Human Resources department ensures that White Eagle Stadium is up to date in terms of personal management rules and processes, and it coordinates with other managers to ensure that they receive all the support and assistance they can in terms of recruiting and selection.

Question 8:

According to the organization’s recruitment policy, who must approval be obtained from before commencing recruitment processes?

solution

Relevant sector Director and Director of Human Resources

According to recruitment procedure, under Procedures: Pre-recruitment activities, Before beginning the recruiting process, the responsible Manager must obtain approval from their relevant sector Director and the Director of Human Resources.