Procedural adjustments are necessary for the alterations in the length of the entire trial period. Usually, trial period is routinely extended for the specific duration of first sanctioned leave of absence of any employee (Shackleton 2015). However, no other additions of trial period are legalized. As per the regulations of OECD, there are several notification procedure in case of changes in the length of the trial period, delay in the period of start of notice, length of notice period at different durations of tenure, severance of pay at different durations of tenure (Forms.wairc.wa.gov.au 2017).
Changes in the salary as well as bonuses
The procedural adjustments are also required for alterations in the salary structures along with bonuses. For instance, procedural adjustments are required for payment of salary clauses as per 13.3.3, payment of salaries as enumerated as per 1/52nd of annual salary, incremental progression, general salary scale provisions at different levels, supported wage rates and many others after trial period (Fair Work Ombudsman 2017).
Supplementary trial period
Employees serving additional trial periods is another circumstance that might require procedural adjustments
Department heads of business corporations need to notify all the employees regarding completion or else extension of trial period. However, in case of no such notification, the trial period can be regarded to have finalized (Bryson et al. 2013). Furthermore, in different explanatory circumstances, the human resource managers might determine that the trial period is not concluded in case of proper notice could not be provided and this can lead to procedural adjustments.
Lay off trial period
The completion or else non-completion of the layoff trial period might change the lay-off status and add the benefits that might accrue for a particular status. Prior experience shows that lay off after a trail period requires different procedural adjustments as per the Fair Work Ombudsman. Thus, procedural adjustments are necessary for making it certain different entitlements are paid such as outstanding wages, pay particularly in lieu of notice of termination, accrued annual leave and redundancy pay. As per Fair Work Ombudsman, a specific employer can also be accountable to pay a penalty of an amount up to $54,000 per infringement in case if employer have not conformed to their requirements under pertinent Commonwealth workplace regulations (Fair Work Ombudsman 2017).
Termination during trial period or else lay off trial period
Termination during the period of trail can lead to changes in procedural adjustments (Taylor 2014). However, experience says that employees in the probationary period are necessarily exempt from the Fair Work Act (unfair dismissal regulations) under the circumstance of termination of employment. It has been witnessed that under the Workplace Relations Act, staffs working for a realistic probation period (minimum 6 months period) were exempt from necessarily unfair dismissal regulations, however this exemption is not provided under the Fair Work Act. Numerous clauses of probationary deliver a smaller period of notice for the purpose of termination of employment during the period of probationary as against after cessation of the probation. Nevertheless, the notice period for cessation of employment requires procedural adjustments as period of probation cannot be lesser than the prescribed minimum periods stated under the National Employment Standards (NES) stipulated under the FW Act ((Fair Work Ombudsman 2017). Thus, from personal experience it can be said that procedural adjustments are required for termination of employments during as well as after probationary period as per the Fair Work Act 2009 (Cth).
The recruiters involved in the panel for hiring an accounts clerk for the organization needs to acquire the requisite skills as well as competencies. Proper training to the panel of recruiters can help in aversion of unlawful discernment in the process if recruitment. In addition to this, this training support can help in the preparation of job descriptions of an accounts clerk as well as requisite person specifications utilizing the HERA competencies (Chaneta 2014). Furthermore, the panel of recruitment requires training for effectual interviewing and shortlisting the most appropriate ones for the vacant position. However, certain specific training and development is essential that needs to impart “fundamentals of finance as well as accounting for different non-financial managers”, training for the trainers, effectual policies for impactful training in addition to Instructional design for recruiters (Kundu et al. 2015).
Employees require training under certain specific circumstances related to the new policies of recruitment for comprehending maintenance of compliance with the policies of the company and protect different individuals as well as organization from specifically the pressure of expediency. Therefore, training is essential for gaining an overview regarding the written policies of the company regarding the recruitment of employees to a certain vacant position (Derous and De Fruyt 2016). Extensive training can therefore help the employees to understand various directives and regulations related to the following
-Code of conduct
-Conflict of interest
-Condition of Working
-Termination policies of both voluntary as well as involuntary workers
-Recruitment Policies (Shackleton 2015)
-Policies for compensation
-Performance management policies
-Learning and development strategies
-Diverse benefits as well as eligibility
-Health and safety rules
-Grievance resolution policies
-General policies and many others
Therefore, a formal training to the employees can hereby assist in understanding recruitment policy purpose. This also helps to explain the scope of the recruitment policy, statement of policy, merit or the criteria of selection, specific equity, confidentiality, conflict of interest, appointment of particular members of different religious congregations, ardent appeals, endorsements, reviews as well as additional backing (Chaneta 2014).
Recruitment process indicates towards the entire procedure of attraction, selection as well as appointment of the most suitable candidates for different categories of jobs that might be permanent or else temporary within a particular business organization (Bryson et al. 2013). Thus, recruitment process can be regarded as a procedure that involves selection of individuals for various unpaid positions that include voluntary roles or else unpaid trainee roles.
Figure 1: Recruitment Process
(Source: Bryson et al. 2013)
Steps that can be followed for selection of an employee are as listed below:
-Preparation of recruitment
-Establishment of the Selection process
-Determination of appointment process (Chaneta 2014).
Steps of recruitment that can be followed include the following:
-Analysis of the need for workforce
-Description of the position
-Determination of the sourcing as well as advertisement strategy
-Determination of composition of selection panel
-Advertisement of the position
-Assessment of the selection panel (Taylor 2014).
-Analysis of the candidate outcome on manger online
-Determination of the successful candidate
-Providing advice to different ineffective applicant
-Providing conclusion to the process of recruitment
-Boarding preparation-Establishment of Probation strategies
Chaneta, I., 2014. Recruitment and Selection. International Journal of Management, IT and Engineering, 4(2), p.289.
Derous, E. and De Fruyt, F., 2016. Developments in Recruitment and Selection Research. International Journal of Selection and Assessment, 24(1), pp.1-3.
Fair Work Ombudsman. 2017. Welcome to the Fair Work Ombudsman website. [online] Available at: https://www.fairwork.gov.au [Accessed 10 Mar. 2017].
Forms.wairc.wa.gov.au. 2017. WAIRC. [online] Available at: https://forms.wairc.wa.gov.au [Accessed 10 Mar. 2017].
Kundu, S.C., Rattan, D., Sheera, V.P. and Gahlawat, N., 2015. RecRuitment and Selection techniqueS uSed in coRpoRate SectoR: a compaRative Study of indian and multinational companieS. Journal of Organisation and Human Behaviour, 4(4).
Shackleton, V., 2015. Recruitment and Selection. Elements of Applied Psychology, p.153.
Taylor, S., 2014. Recruitment and selection. Strategic Human Resource Management: An International Perspective, 10(6), pp.139-14.
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