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Innovative Recruitment A partnership project between The Western Australian Office of EEO and The CEO Diversity Forum CONTENTS Foreword Section 1 Preparing for Recruitment 1.1 Strategic Workforce Planning 1.2 Designing Jobs and Preparing Job Descriptions 1.3 Determining the Work-Related Requirements 1.4 Evaluating and Classifying Jobs Section 2 Planning to Recruit 2.1 Developing a Recruitment Plan 2.2 Using a Search Plan Section 3 Attracting the Talent 3.1 Selling the Benefits 3.2 Choice of M
    InnovativeRecruitment   A partnership project betweenThe Western Australian Office of EEO andThe CEO Diversity Forum      CONTENTS Foreword 1Section 1  Preparing for Recruitment 31.1 Strategic Workforce Planning 31.2 Designing Jobs and Preparing Job Descriptions 61.3 Determining the Work-Related Requirements 81.4 Evaluating and Classifying Jobs 11Section 2  Planning to Recruit 152.1 Developing a Recruitment Plan 152.2 Using a Search Plan 15Section 3  Attracting the Talent 253.1 Selling the Benefits 253.2 Choice of Media and Job Advertisements 273.3 Targeting Candidates from Specific Groups 303.4 Using Simple, User-friendly Application Processes 313.5 Ranking of Competitive Applicants 33Section 4  Assessing, Selecting and Appointing - Choosing the Right People 474.1 Selection Panels 474.2 Choosing Selection Tools 494.3 Using Referees 554.4 Recommendation/Selection Reports 58Section 5  Case Studies – The Whole Story 71Appendix Recruitment, Selection and Appointment Standard 90    Innovative Recruitment Published November 2001, Reprinted 2003by The Office of EEO and The CEO Diversity ForumISBN 0-7307-2628-2© 2001 The Office of EEOAll rights reservedNo part of this document may be copied, photocopied, reproduced, transmitted,transcribed, or reduced to any electronic medium or machine-readable form without theprior consent of The Office of EEO.The Office of EEO releases material in this publication for use by public and privatesector organisations for management and training purposes provided appropriateacknowledgments are included with the material and the material is not used for financial gain. Organisations are encouraged to amend proformas to suit their individualcircumstances. Contact Details  The Office of EEOLevel 17 St Martins Tower 44 St Georges TerracePERTH WA 6000 Phone (08) 9260 6600 Fax  (08) 9260 6611 Internet Email Acknowledgments The Office of EEO wishes to gratefully acknowledge the large number of contributions tothis publication. In particular, the Office wishes to acknowledge permission granted bythe Department of Training for use of its internal document Review of HR Recruitment and Selection (compiled by Price Advertising, 2000).Assistance provided by the Office of the Public Sector Standards Commissioner has alsobeen invaluable in the development of this publication.  INNOVATIVE RECRUITMENTFOREWORD PAGE 1 S1 FOREWORD This publication has been developed for human resource managers and practitioners,workforce planners, selection panel chairpersons and members, and other sections of management interested in adopting more innovative recruitment and selectionprocesses. It is not intended as a recruitment manual, but rather as a guide to navigatereaders through critical parts of the recruitment and selection cycle and to identify whereinnovative practices can add value.The publication evolved from the findings of A Review of Merit in the Western AustralianPublic Sector, a report published in the Year 2000. The review revealed perceptions thatrigid and complex recruitment and selection processes were necessary to comply withmerit and equity principles. In reality such rigidity can have adverse effects on theachievement of equity. In addition, overly complex and rigid selection processes areinefficient for organisations.The report on the review of merit also identified the useful role that a publication oninnovative recruitment could play in assisting organisations to reflect on their ownrecruitment and selection practices. Western Australian public sector organisations areencouraged to re-examine accepted practice and to free up their processes so they caneffectively compete for a skilled, talented and diverse workforce.Suggestions and examples have been provided of how good practice employers haverefined or adapted recruitment processes and tailored selection methods to make surethey attract and select the right sort of people. Employers are encouraged to align their workforce planning and recruitment practices so that they have the right people with theright skills to meet both current and future business needs. They are also encouraged toactively plan to create a diverse workforce that more closely reflects the diversity of thecommunity and their client base.Case studies and good practice examples have been collected to highlight the positiveresults that come from adopting a thoughtful and planned approach to recruitment. Whatthese examples and case studies show is that those organisations that are serious aboutattracting, recruiting and retaining a diverse workforce, have taken proactive steps to‘cast the recruitment net widely’ and dismantle the process barriers that discouragepossible applicants from applying. They have developed appropriate selection methodsthat have helped them to make objective and informed decisions about which applicantsare the best match for the job requirements.Freeing up processes and ‘doing things differently’ does not mean that accountability for sound decisions or adherence to legislative and other requirements can be ignored or avoided. For this reason, planning is important to achieve innovation and develop aclear rationale that aligns the recruitment process with workforce plans, the client profileand current and future business outcomes.‘Innovative Recruitment’ is designed to be a useful and practical addition to the toolkit of resources used to enhance organisational performance. The WA Office of EEO is keento hear of other examples of innovation in recruitment and selection processes so thatthey can be included in future editions of this publication.
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