SITXHRM004 – Recruit, select and induct staff

21 May 2023 12:18 PM | UPDATED 1 year ago

SITXHRM004 – Recruit, select and induct staff :

SITXHRM004 - Recruit, select and induct staff
SITXHRM004 – Recruit, select and induct staff :

Acitivty 1A

Describe each of the following terms briefly after studying SITXHRM004 – Recruit, select and induct staff :

1.Full-time or part-time employees

2.Casual employees

3.Casual employees:

4.Contractor arrangement

2. Why is it important to consider the economic environment when identifying recruitment needs?

Activity 1B

1.  Avoid silos. Our team started developing silos at eight people. …

2.   Make them interact. …

3.  Hold weekly leadership meetings. …

4.  Make it contextual. …

5. Set company-wide, high-level goals.

7. Hire someone to act as a bridge

8.  Use general channels.

2.  Why is it important to consult with colleagues and gain their support regarding job descriptions?

Activity of SITXHRM004 – Recruit, select and induct staff 1C

Explain the employee life cycle. 2. Find examples of job descriptions

using the internet.

An organization can identify the requirement to make new appointments

by using the simplest method for most organisations is use the staffing

table, which shows the jobs in the organisation, their occupants, reporting

relationships, and line of authority. It may also show probable


Activity for SITXHRM004 – Recruit, select and induct staff 1D

1.  Why is it important to use clear job descriptions for both the business and potential applications?

Clarifies the employer’s expectations of the employee and provides a clear description of the tasks to be carried out by the employee. This clarity creates motivation. … Forms the basis of interview questions that will help the employer to identify the most suitable candidate and thus avoid a bad hire.

2.  Provide two examples of clear and concise knowledge requirements that are applicable to hospitality industry.

There are many skills required in the different sectors of the tourism industry. However, three of the skills that will help you carry out your tasks effectively are excellent customer service skills, cultural

awareness, and flexibility.

Activity for SITXHRM004 – Recruit select and induct staff 1E

1. Choose a role within hospitality industry. List five desired personality traits, qualities and characteristics that could be included in a job description for the role.

Commitment. …

Communication Skills. …

Enthusiasm. …

Leadership. …

Organised. …

Knowledgeable of Safety / Hygiene issues. …


2.  Outline three common needs and expectations that customers have toward to employees.

Customers expect connected journeys: Break down your business silos. …

Customers expect personalization: Customize everything. …

Customers expect innovation: Keep pushing the limits. …

Customers expect data protection: Make trust your priority.

Activity for SITXHRM004 – Recruit select and induct staff 2A

Inviting applications: ADVERTISEMENTS: …

Receiving applications: …

Scrutiny of applications: …

Written tests: …

Psychological tests: …

Personal interview: …

Reference check: …

Medical examination:

Activity for SITXHRM004 – Recruit select and induct staff 2B

Advantages of External Disadvantages of External 
Recruitment Process Recruitment Process  
Increased chances A limited understanding 
  about the company 
Fresher skill and input Higher risk 
SITXHRM004 – Recruit select and induct staff

Activity for SITXHRM004 – Recruit select and induct staff 2C

Creating, editing, saving and printing documents.

Copying, pasting, moving and deleting text within a document.

Formatting text, such as font type, bolding, underlining or italicizing.

Creating and editing tables.

Inserting elements from other software, such as illustrations or photographs.

Activity for SITXHRM004 – Recruit select and induct staff 2D

1. What do you need to determine about applicants so that they can be ranked in order of suitability?

1. Evaluate Their Work Ethic & Attitude. …

2. Find out If They’re a Life-Long Learner.

3.Get Feedback From People Who Weren’t in the Interview. …

4. Ask Them About Something They’re Passionate About. …

5. Give Them a Project or Problem to Solve. …

6. Pay Attention to the Questions They Ask.

2.Describe the practices can be taken when there are no candidates that possess all of the required skills, knowledge and experience.

1. Do a job analysis. …

2.  Recognize the difference between a job description and a job posting. …

3.  Know where to post. …

4. Screen like a pro. …

5. Hone your interview questions. …

6.Hire for fit. …

7.  Reference Checks.

Activity 2E

1. Let the candidate know ASAP. Many hiring managers wait until the end of the hiring process before they notify unsuccessful candidates. …

2. Pick up the phone. …

3.Keep it brief. …

4. Personalize, personalize, personalize. …

5.Be honest. …

6.  Ask for feedback.


When calling an unsuccessful candidate, plan out what you want to say. Thank the person for the interview. Come right to the point; “you were not selected.” Avoid apologizing. Instead, explain that competition was strong for the position and that you had a number of well-qualified candidates.

Activity 2F

Identify the purpose of the meeting. …

Make sure you really need a meeting. …

Develop a preliminary agenda. …

Select the right participants. …

Assign roles to participants

Activity 2G

files should be stored in a secure location and be kept strictly confidential. Access should be restricted to those with a legitimate need to know or as required by law.

Activity 3A


The Equal Opportunity Act 2010 (Vic) is the piece of legislation that seeks to ensure EEO in Victoria. This legislation makes it unlawful to discriminate on the basis of a protected personal characteristic. The protected personal characteristics include age, breastfeeding, disability, marital status, political belief or activity, race, parental status or status as a carer, lawful sexual activity and pregnancy. This Act does not only cover equal opportunity and discrimination at work, but it also covers the areas of education, the provision of goods and services and accommodation. The Victorian Equal Opportunity and Human Rights Commission has certain powers under this legislation to enforce the law and conduct investigations into suspected breaches.


Marital, domestic or relationship status. Pregnancy or potential pregnancy. Breastfeeding. Homosexuality or other sexual orientation.

Activity 3B

Expectation anchor. Expectation anchor bias is when we

allow ourselves to anchor onto one certain piece of information

about a candidate and use it to help us make decisions. …

Horn effect. The horn effect is the polar opposite of the halo

effect. …

Illusory correlation. …

Affinity bias. …

Beauty bias. …

Conformity bias.

Activity 3C


In the service sector and wider hospitality industry, a person with a good attitude is a pleasure to be around and that’s good for your customers and co-workers alike. … “Attitude can be empowering, you are deciding how things are going to be and how you respond to the world,” Ms McFarlane noted.


Employees with past experience in a relevant industry offer some immediate benefits. They generally have some level of understanding of what your organization does, and may have a variety of relevant, applicable skills that allow them to start contributing faster than a new employee who needs in-depth training.

Activity 3D

Organisational culture is made up of shared. values, beliefs and assumptions about how people should behave and interact, how decisions should be. made and how work activities should be carried out. Key factors in an organisation’s culture include its history

Activity 3E

Studies have shown that clear and unambiguous communication throughout the hiring process means that even if a candidate does not get the job they maintain a positive experience of the company. … The company, its culture, the employee experience. The job itself and more

details on what’s expected of them

Activity 3F

Make an official job offer.

Clearly outline compensation.

Describe the work schedule.

Outline the nature of employment (for example, part- or full-

time, contract or permanent)

Clarify leave and vacation terms.

Explain benefits, working conditions and other policies

Activity 3G


Your employee handbook.

An onboarding kit or a welcome gift.

A welcome letter from their manager or the CEO.

An agenda for their first day.

A nameplate or employee ID.

A set of business cards.

Necessary office equipment, including a computer and a phone.


Company vision, mission and values. Description of the nature of the company, its products and/or services. Introduction to the management team and reporting structures. Explanation of the various roles of company departments and how they relate to each other.

Activity 3H

There are a number of important reasons why agencies must keep full,

accurate and reliable records of recruitment processes. … dealing with

appeals against recruitment decisions. assisting employees in confirming

their rights and entitlements, or. managing the details of applicants held in

‘reserve’ via eligibility lists .

Activity 4A

  1. What needs to be achieved by a new recruit during the induction period?

Employee Induction is the first step of welcoming new employees to the company and preparing them for their respective roles. Induction is the introduction and orientation of the employee in the organizational culture and showing the employees how interconnected he/she is to everyone in the organization.

2. Describe the use of mentoring as a method of induction.

The mentoring process used within formal induction programs is to create

a .collaborative learning environment that cultivates problem-solving between the mentor and the beginning teacher.

Activity 4B

Review the job description and expectations of the role.

Explain how the worker’s job fits into the company’s operations.

Explain your products and customers.

Review the worker’s salary and other benefits.

Show the physical layout of the workplace.

Activity 4C

Induction usually only takes about 2 hours and if your induction is on Saturday then your first official shift would most likely be Sunday. The induction would take an 30 minutes max. Once you have your induction you could possibly start from 7days after maybe sooner maybe longer.

Summative SITXHRM004 – Recruit select and induct staff Assessments

SITXHRM004 – Recruit select and induct staff Task 1:


Research the industry

Before you start, you need to understand what applicants will expect from the role. From there, you can work on adding incentives that will

make it more appealing.

Know your industry

Check what the average age and turnover rates are for your industry or job type. Once you understand the job conditions that will interest your average worker, you can work to create that environment.

Find out your legal obligations

Make sure you know the pay rates required under the award or what the industry standards are for non-award roles. This way you can be sure you’re following the law.

It’ll also help you to understand what your applicants’ salary expectations will be. You can then determine what you can afford and adjust the role and skill level if you need to.

Know your competitors

Find out who else is hiring and what they’re offering. Think about things like:


incentives and benefits flexibility

locations hours

career development opportunities

Get input from employees

Talk to your best employees about what:

attracted them to the job keeps them in the job

could make it better

Write a job description

When writing your job description, make sure to include:

the job title

who the person reports to

what section of the business the job fits in

the employment type (such as full-time, part-time or casual) and the number of hours

what the job involves and the key responsibilities

any qualifications, skills or experience needed (you can list ‘none’ or specify certain skills as desired but not essential)

HOW TOEmployment types and hiring options

Learn about the different hiring options and employment types and decide on the best type of worker for your business’s needs.

Creating the job title

Do a web search for similar job titles to see if it’s similar to what the person will be doing within your business. This will ensure the applicants’ expectations match yours.

Use our job description templates

Our templates can help you write a job description to find the right employee for your business.

You can alter the description for advertising and to suit the needs of your business.

DOWNLOAD (36.2 KB) Simple job description template User this template to write a simple job description.

DOWNLOAD (30.5 KB) Detailed job description template Use this template to write a detailed job description.

Create your job advertisement

An effective job ad will show:

what the job is

its basic functions

how it fits into the organisation

how and where to apply, including the name of a contact person

Your job ad will attract more applicants if you can also show the benefits or opportunities of the position. Present a favourable image of the organisation to attract the applicant’s interest.

Example job advertisements

Our job ad examples will give you an idea of how to put together an ad that includes all the necessary details.

Get someone to look over it

Get someone to review both the description and ad to see if it will be easy for the potential employee to understand.

Consulting existing employees and colleagues can also make them feel valued and invested.

Where to advertise a job

When you advertise the job, consider what type of advertising will attract the best candidates. Options include:

online, such as on your social media channels, website or on a job site

an advertisement in your shop window word of mouth

recruitment agencies

local newspaper job ads

networking and headhunting

Targeted advertising

The method you choose will depend on your type of business, the skill level of the position and the location.

  • Extended from 1. write notes in relation to the selection criteria and requirements for induction.

A candidate’s KSAs (skills, knowledge, and abilities) are the foundational elements of selection criteria. As the name suggests, this is an evaluation of the objectively measurable characteristics they possess in regards to professional experience.

  1. List interview techniques to meet the needs of social and cultural groups. Know your clientele. Spend time talking with clients to learn about where they are from. …
  • Seek out culture-specific knowledge of your customers. …
  • Recognize patterns for communicating. …
  • Attract diverse customers by having a diverse workforce. …
  • Build relationships.
  • Calculate the costs for recruitment advertisement for various role. How do salary levels difer for new recruits in diferent roles?

You can calculate your recruiting budget in two ways: Use your average cost per hire. Calculate it by adding the actual recruiting expenses from last year and divide by the number of hires you made. Then, multiply your average cost per hire by the number of hires you plan to make this year.

In the context of applicant fall short on expected criteria for the role. Explain how this can be resolved.


“Wow,thisapplicant’sexperiencecouldmakethem agreatfit,”Gary


Heglancesacrossatthelistofkeyselectioncriteriaforthisposition.And thenherealisesthere’snothirdpage.Youhaven’taddressedthe selectioncriteriaatal.


  • In consultation with team members, establish the staffing needs that are required within the workplace.

Consultation is a two-way process between you and your workers where you: – talk to each other about health and safety matters – listen to their concerns and raise your concerns – seek and share views and information, and – consider what your workers say before you make decisions.

  • Within a workplace or simulated environment, evaluate the current and future organisational needs to identify appropriate recruitment numbers.

Here are five things an organization can do to make a new hire feel welcome and appreciated:

Have A Welcome Strategy In Place. …

Have A Personal Collage Of All Immediate Staff. …

Have A Mentor Or Buddy System. …

Express A Genuine Interest In The New Employee As A Person.

Selection Criteria:

Executive Coordinator – Integrity and Ethical Standards

Organisation: Executive Coordinator – Integrity and Ethical Standards

Job Title: Executive Coordinator – Integrity and Ethical Standards

Word Limit: One page per criterion

Location: Waterside West

Please provide details of your proven track record establishing and leading high performing,
service-focused teams
Throughout my career, I have demonstrated myself to be an active leader and have been
instrumental in establishing and leading high performing, service-focused teams that supersede
expectations. As a natural leader, I have the ability to create trust and build consensus amongst
groups, and I am dedicated to involving staff at all levels to achieve results as individuals and within a
team context. This was demonstrated during my time with RACQ, where the Manager approached
me to raise the performance and professionalism of the team of Investigators through effective
change management of the quality and technical aspects of the operation. Working within a highly
service-oriented environment, the Investigators were required to correctly identify fraud and other
areas of concern relating to insurance claims, whilst adhering to strict timeframes and upholding the
integrity of RACQ. The Manager recognised that a high number of claims were being paid that should
not have been as a result of poor investigative processes, and I was tasked with increasing the team’s
awareness of fraud whilst raising the quality of their investigative ability.

Subsequent to undertaking a rigorous planning process, I took control of a number of areas to
improve upon and embarked on implementing change, whilst supporting all staff through my course
of action. This involved redesigning the investigation aspect of the new staff induction from a quick
15-minute PowerPoint presentation, to an in-depth presentation covering the investigative process
and fundamental information regarding fraud and the laws of evidence. This ensured that staff were
aware of the high performance standards from the moment that they commenced their roles, and
were provided with the information that they required to thrive. The success of my new induction
process was evidenced by the Performance Improvement Personnel introducing this presentation as
mandatory training for all new staff. Additionally, I redesigned the company e-Learning package and
suggested that staff must complete it every 12 months in order to maintain their knowledge, and
facilitated both formal and informal training sessions for the Investigators based on training gaps that
I had identified. In order to further support the company, I developed a half-day training package for
all claims personnel in order to raise their expertise in the areas of fraud and the collection and
admissibility of evidence. The new focus on high-level and high-quality training resulted in staff who
were more confident in their roles, thus resulting in increased consistency with meaningful

Further transformations that I implemented included closely monitoring and investigating all fraud
matters and providing mentoring to the team of Investigators regarding their own investigations, as
well as conducting research into Case Law and passing this information on to the team members to
further increase their knowledge and skills. This then led to me redesigning the manner in which
Investigators prepared their final reports, including the having to refer to the relevant Case Law when
recommending a certain action to prevent matters from being declined by the Courts due to
incorrect recommendations. As a result of the changes that I implemented, I fostered a team culture
that was proactive and supported continuous learning. This led to an increase in the declines of
recommendations for fraud within 12 months from 8% of all claims, to almost 40% of all claims.
Moreover, I contributed to the company saving close to $2 million per annum.
“He has achieved results in support of the business that defy what is even considered 'high level' in the
insurance industry and in reality, beyond the capacity of the business' mechanisms such as IDR to even
understand…he has lifted the standard of the team single-handedly in terms of technical skills and
conduct, as well as fostering the harmony that allows the growth and improvement to shine.”
Please describe your proven experience coordinating the provision of complex review and/or
investigation services, including managing relationships with external agencies and internal

My highly developed judgement, initiative, analytical and investigative skills, and the ability to assess
situations to create positive solutions have been honed throughout my career where I have
undertaken numerous investigation-focused roles. From six years working as a Detective Sergeant
with the Elizabeth Criminal Investigation Branch of the South Australian Police Force, to two years as
Manager of Barrington Group Insurance Investigations, to Senior Fraud and Fire Investigator with
RACQ, to my current role as Senior Investigator with SafeWork South Australia, I have demonstrated
my experience in coordinating the provision of complex review and investigation services, including
managing relationships with external agencies and internal stakeholders. Within all of these roles, I
have led by example and set extremely high standards to ensure the delivery of high quality
professional advice and support in relation to integrity, ethics and fraud control matters, whilst
ensuring that complex and sensitive investigations are undertaken professional and appropriately.
Upon commencing my role with RACQ, an aspect of my brief was to improve the relations between
the internal Investigations team and other areas of the business, including the claims section.

was due to poor interrelations between the teams, which was stemming from the other areas
refusing to take the advice of the Investigations team due to the fact that they had little to no
confidence in the team’s ability or knowledge. Subsequent to my implementation of highly focused
and rigours training, I was successful in raising the competence of the Investigations team. In
conjunction with the training, I brought in many experts, including forensic experts and barristers as
special guests at the training sessions to further cement the importance of high quality and accurate
investigations. Now that the team had been provided with the knowledge, skills and resources to
perform at a high level, I was required to work on regaining the confidence from the other areas
within RACQ to foster collaboration. In order to achieve this, I conducted performance monitoring,
provided mentoring, and terminated the contracts of those Investigators who had not improved to
the standards expected. This led to an Investigation team that comprised highly competent and
professional Investigators of whom other areas within RACQ saw as an integral part of the company
once more. Within twelve months of the changes that I instigated, other areas of the business were
approaching the team for advice regarding complex review and investigation issues, confidently
knowing that they would receive the assistance that they required.

Additionally, I worked with the external investigation companies utilised by RACQ upon identifying
issues with the quality of work that they were producing subsequent to reviewing and vetting their
reports. Noticing a trend in the numerous matters being declined for fraud, thus costing RACQ
millions of dollars, I looked further into the issue and discovered that the external companies were
not undertaking thorough investigations, nor were they utilising relevant evidence. In order to raise
their performance, I prepared and facilitated full-day training packages for the external Investigators.
Topics that I covered included investigation techniques, laws of evidence, criminal and insurance
laws, in addition to providing practical role-play examples of how a quality investigation should be
undertaken. As a result of the time that I spent with the external companies, their performance
increased to the high quality and professional level of the internal RACQ Investigators.
“Akin to the outline above, part of the myriad of benefits Noel has brought is to made connection with
other areas of the business and to cultivate professional connections with specialists that ultimately
enhance the effectiveness of the investigation product.”

Do you hold Qualifications and/or professional accreditations in a discipline(s) related to integrity,
ethics, fraud, corruption, investigations or forensics services?
Having worked my entire career in roles related to integrity, ethics, fraud, corruption, investigations
and forensics services, I am highly qualified, experienced and competent in each of these areas. Most
notable is my 24-year career with the South Australian Police Force. During this time, I held many
senior positions, including Detective Senior Constable First Grade, Detective Sergeant, and Team
Supervisor. In addition to mandatory Police training, I demonstrated my commitment to ongoing
professional development through the completion of a variety of courses and training, including:
§ Occupational Health and Safety Instructors Course
§ Special Victims Interviews
§ Heavy Vehicle Defects
§ Accident Investigation
§ Detective Designation
§ Children’s Interviews
§ Detective Pre-Entry
§ Regulatory Law

Moreover, I possess high-level tertiary qualifications, which I have utilised to confidently undertake
my own roles, in addition to providing training, mentoring and guidance to others. The various
positions that I have held through my career have brought with them many challenges that require a
competent manager who can make timely and accurate decisions. My ability to do so has been
facilitated through the extensive time that I have spent increasing and refining my knowledge
through the formal qualifications listed below:
§ Diploma of Building (Housing Industry Association Building Supervisors Certificate)
§ Certificate IV Workplace Assessment and Training (TAA and TAE upgrade)
§ Advanced Diploma of Security Risk Management
§ Diploma of Workplace Health and Safety
§ Graduate Certificate in Fire Investigation
§ Diploma of Government Fraud Control
§ Diploma of Government Investigation
§ Certificate IV Investigative Services

My knowledge, skills and experience have been sought after on numerous occasions, and I have
verified my high-level expertise through effective training, mentoring and raising the performance of
staff, in addition to implementing improved processes. As such, I have contributed to saving business
operations millions of dollars, whilst ensuring that assurance, advisory and investigation activities are
conducted independently, objectively, and in a highly coordinated and professional manner. I am an
advocate for data-driven decision making and make all of my decisions based on a careful analysis of
the facts, drawing from the knowledge and hands-on experience I have gained through my career.
“It should be acknowledged, that in Noel, the PI business has ‘acquired’ a resource that offers:
complex capacity in the conduct of investigation, high level interpretation of legislation and broader
regulatory guidelines, inclusiveness, mentoring skills offered willingly, passion, high-level training skills
and knowledge and professionalism…whilst very much his own person, Noel’s conduct, results,
outlook and passion are simply not replicable in any way, shape or form.”
Please explain your ability to build effective working relationships with senior executives built on
mutual respect and trust, and the provision of timely, consistent and professional advice on
complex / sensitive matters

Given my wide experience in senior and management positions, I have had ample opportunity to
demonstrate my excellent skills in building effective working relationships with senior executives that
are built on mutual respect and trust. Confident in my consulting approach, I am experienced in the
provision of timely, consistent and professional advice on complex and sensitive matters, and I am
comfortable in dealing with staff at all levels. Most recently in my career, I have been required to
consult with high-level executives to provide progressive solutions to often complex operational
issues. This was demonstrated during my time as Managing Director of BKI Management and
Corporate Risk, where I consulted for the Department of Emergency Services Queensland to
investigate workplace health and safety incidents. Additionally, I investigated serious internal
matters, including deaths of patients, serious theft and fraud, and allegations of improper work
practices, including facial discrimination and bullying.

When dealing with these situations, I
demonstrated my ability to think strategically at the micro and macro level, taking into account the
impacts upon the work area and the wider organisation. This involved working closely with senior
executives to thoroughly understand their strategic direction and values, thus enabling me to show
high levels of discretion and professionalism to uphold the integrity of the organisation.
From the successful work that I completed through BKI Management and Corporate Risk, I was
approached by the Manager of RACQ to make significant changes to the internal and external
investigations team. By empowering the Manager through staff training and general consulting to
effectively manage the personnel, I was able to not only quickly gain his trust and respect, but the
Manager of Queensland recognised my achievements and personally sent me an email commending
me on my efforts. The work that I completed with the team resulted in an increase in overall
performance, but also ensured that the brand name and integrity of RACQ was upheld by supporting
management in the delivery of excellent service. This led to my Manager seeking me out to
personally attend to investigations relating to highly sensitive and high-risk insurance claims. For
example, it was requested that I solely manage a $500,000 house fire claim, as it was well known that
I would provide a comprehensive, accurate and relevant investigative report that would enable the
senior executives to make an informed decision to pay or not. The investigation required on a public
holiday and required a rapid turnaround, and as a result of my high-level investigative skills, I
successfully submitted my report the next day.

The trust that my Manager had in my advice and service as an Investigator meant that I was soon
relied upon to undertake investigations in North Queensland – a role that was usually handed over to
external Investigators. Knowing the quality of my investigations, my manager was prepared to invest
the funds to send me to these locations. My success was verified on numerous occasions, including
an investigation that I took over from an external investigator that had deemed RACQ to pay out on a
$130,000 claim against a vehicle. Subsequent to conducting my investigation, I identified that this
case was in fact a fraudulent claim, thus saving the company from having to pay the claim amount.
This further increased the confidence and respect that the management team had in me as an
“Something of a ‘life-force’ in the team, he has worked tirelessly in support of a collective
improvement for the team. A personal always willing and eager to share and help others understand
and grow.”

Please tell us about your demonstrated capability in developing and implementing effective
employee awareness and training programs
It is reflective of my work style to give as much support as possible to staff with whom I work
alongside with, or who are under my supervision, including the facilitation of skills development and
training in new areas. Throughout my career, I have undertaken many roles where I have played an
integral role in developing and implementing effective employee awareness and training programs,
including with the South Australian Police Force. During this time, I worked in a senior capacity and
constantly passed on my skills, knowledge and expertise to my colleagues, particularly within the
roles as Operational Training Officer, Weapons Training Officer and Workplace Health and Safety
Officer. I took it upon myself to constantly monitor employee performance, and researched,
developed and facilitated appropriate training that would effectively fill performance gaps.
Additionally, I ensured that I remained up-to-date with all laws and legislations and passed this
knowledge on in an informal and formal basis to ensure that my colleagues were provided with the
resources they required to succeed.

Within my role as Senior Fraud and Fire Investigator with RACQ, I played an integral role in
developing and implementing effective employee awareness and training programs. The team of
Investigators were required to carry-out investigations and then make accurate recommendations to
the Claims Department to either accept or decline the claim. As the Claims Department was staffed
by personnel with no legal training, it was imperative that the Investigators based their
recommendations on relevant admissible evidence so that an informed decision could be made.
However, upon commencement of my role with RACQ, I identified that Investigators were lacking in
ability and general knowledge of both Criminal and Civil Law, thus resulting in investigations and
recommendations that were in fact incorrect. Moreover, I found that the reports were excessive in
length and often contained inadmissible evidence and irrelevant information, and that the Claims
staff were unable to understand the reports submitted as they had limited to no understanding of
the Law. These concerns were resulting in the loss of millions of dollars due to incorrectly paid claims,
and productivity was at an all-time low.

In order to increase employee capability, I designed and facilitated a number of informal and formal
training sessions, comprising PowerPoint presentations and verbal discussions. Some of the topics
that I covered included; Investigative Interviewing, Insurance Contracts Act and Applicable Case Law,
Criminal Profiling, Conduct Interview and Take Statement – The PEACE Method, Fraud and
Investigation Techniques, Report Writing, and Principles of Cognitive Interviewing, just to name a
few. Additionally, I had identified that many Investigators were struggling with accepting expert
advice and were experiencing problems with differentiating their personal opinions when providing
recommendations. Demonstrating my commitment to the personal development of the staff, I
sourced an ‘expert on experts’ to come in and work with me to deliver training titled ‘Emerging Issues
in Expert Evidence’. This was a two-hour session and delivered to investigation and claims staff and
significantly raised their awareness of this topic. As a result of the training, I found that all staff were
taking the time to consider the contributions of experts consulted during the investigation process
and were providing less recommendations that were influenced by their own personal opinions. This
in turn contributed to raising the quality and professional manner in which investigations conducted.
“As has been the case in the past, Noel is the cornerstone of the team in respect to everything
relating to investigation work. The reality is that the PI business has never seen the scope of
investigation capacity and complexity displayed by Noel until his arrival.”

Do you have a proven track record in establishing business processes and work management
practices that result in efficient, timely and consistently high levels of service to internal
customers? If yes, please provide examples
Having owned and managed my own company (BKI Management and Corporate Risk), I have a
thorough understanding of, and extensive experiencing business processes and work management
practices that result in efficient, timely and consistently high levels of service. Not only did I set these
in place to ensure that all work carried out by my business was compliant with the Workplace Health
and Safety Act, other legislation and applicable policies, procedures and standing orders, but I was
responsible for the overview of internal policies and procedures for the Department of Emergency
Services. This involved scrutinising areas of concern that I had identified through my investigations,
and formulating new policies, business processes and work management practices so as to lessen the
chances of future instances and possible litigation. The result of this was a robust risk management
practice that assisted with building greater awareness and understanding of ethics, integrity, fraud
and corruption risks across the Department.

My success with RACQ stemmed not only from focusing on the training and development of
investigative staff, but was also a result of establishing clear business processes and work
management practices in order to ensure efficient, timely and consistently high levels of service to
internal customers. An example of this, were the changes that I put in place regarding the way in
which investigations and the subsequent reports were carried out. The main aim of the investigations
was to establish all elements of an offence (a fraudulent claim) in order to prove that a person had
committed the offence. This involved gathering relevant facts and evidence that had bearing on the
claim, and disregarding all irrelevant facts. However, I found that most Investigators off-course with
what they were gathering, resulting in lengthy investigations and reports consisting of inadmissible
evidence, hearsay, personal opinions and irrelevant facts. This in turn was resulting in claims that
were most likely fraudulent, being paid to customers when they should have been turned down.
To overcome this, I developed and implemented streamlined investigation and reporting processes
and practices that were focused on relevant and admissible evidence and the laws of evidence. This
involved first educating the Investigators on Case Law principles to enable them to make rapid and
correct recommendations based on decisions from past cases. Next, I provided training on the basics
of ethical investigations, including relying on the facts only, natural justice and fair and reasonable
treatment, and updated the investigations procedures manuals to include clearly defined practices so
it was clear what was required to avoid integrity issues associated with under- or over-zealous
investigations. Subsequent to educating and training the investigations staff, I spent time vetting the
reports that they submitted and worked one-on-one with each staff member to provide explicit
feedback regarding the information and facts that they had included.

As a result of the overhaul of investigation business process and work management practices, and re-
education of the Investigators, the reports that they provided to the Claims team increased in quality,
thus enabling the team to undertake timely and accurate decisions. Moreover, the time in which the
investigations and reports were conducted drastically reduced as the Investigators were clear on the
types of evidence and facts that were required. The overall increase in staff confidence and
competence resulted in efficient, timely and consistently high levels of service to the Claims team.
“A generous person by nature, this is carried into the team and work environment, and despite his
expertise along, he gives generously to the team members as a mentor and coach.”

Job Advertisement:

Sample executive assistant job description

At [Company X], we thrive when our people thrive. We’re currently looking for an executive assistant to be a supportive force who empowers our senior leadership. The ideal candidate will be a proactive problem solver with exceptional communication skills and meticulous attention for details. This person should have experience working in an office environment, performing administrative duties, and providing support to managers. Given the dynamic nature of the executive landscape, we rely on executive assistants to be flexible and consistent while maintaining the confidentiality of high-level systems and operations.

Objectives of this SITXHRM004 – Recruit select and induct staff role

  • Support the CEO primarily and provide additional support to executive team members, as directed, to ensure that company goals and objectives are accomplished and that operations run efficiently
  • Maintain and refine internal processes that support high-ranking executives companywide, and coordinate internal and external resources to expedite workflows
  • Manage communication with employees by liaising with internal and external executives on various projects and tasks
  • Plan and orchestrate work to ensure that senior executives’ priorities are met, organizational goals are achieved, and best practices are upheld


  • Manage professional and personal scheduling for CEO, including agendas, mail, email, phone calls, client management, and other company logistics
  • Coordinate complex scheduling and calendar management, as well as content and flow of information to senior executives
  • Manage senior executives’ travel logistics and activities, including accommodations, transportation, and meals
  • Provide administrative and office support, such as typing, dictation, spreadsheet creation, faxing, and maintenance of filing system and contacts database
  • Maintain professionalism and strict confidentiality with all materials
  • Organize team communications and plan events, both internal and off-site

Required skills and qualifications

  • Four or more years of experience in an administrative role reporting directly to upper management
  • Excellent written and verbal communication skills
  • Strong time-management skills and an ability to organize and coordinate multiple concurrent projects
  • Proficiency with office productivity tools and an aptitude for learning new software and systems
  • Flexible team player, willing to adapt to changes and unafraid of challenges
  • Ability to maintain confidentiality of information related to the company and its employees

Preferred skills and qualifications

  • Experience in overseeing budgets and expenses
  • Experience in developing internal processes and filing systems

Resume 1:


Executive Assistant

Sometown, NM 87501

Home: 555-555-5555 | [email protected] | LinkedIn URL

Qualifications Summary of SITXHRM004 – Recruit select and induct staff

  • Accomplished executive assistant offering 12 years of administrative experience reporting to a CEO and other top executives.
  • Consummate professional dedicated to making the lives of busy executives easier. Serve as an effective gatekeeper; prepare well-researched and accurate documents; manage busy calendars; and efficiently handle daily office tasks.
  • Proficient user of MS Office (Word, Excel, PowerPoint, Access and Outlook). Type 75 WPM.

Professional Experience


Executive Assistant, 2012 to Present

Provide administrative and business support to the CEO of Sometown’s largest manufacturing firm and support other members of the executive management team. Maintain CEO’s calendar — plan and schedule meetings, teleconferences and travel.


  • Negotiated favorable terms and pricing agreements with resorts, vendors, caterers and other providers for service at special events, saving at least $50K annually.
  • Improved office efficiency by implementing color-coded filing system and introducing additional time-saving measures.
  • Enhanced communication between manufacturing department and executive team, fostering a sense of teamwork and collaboration.


Executive Assistant, 2008 to 2012

Supported law firm’s senior partner, researching legal documents for LLCs, S corps, C corps, limited partnerships and other entities. Handled accounts payable and receivable, prepared bank deposits, controlled inventory, and maintained equipment and technology.


  • Planned and coordinated PR initiatives, business development events, partner retreats, holiday parties and more.
  • Completed staff orientation seminars for approximately 30 attorneys, paralegals, legal secretaries and support staff.

Previous experience includes administrative assignments for GHI Company and JKL Company, both based in Sometown, NM.

Education & Training


AAS in Business Management

Training Completed:

  • SkillPath: Managing Multiple Projects, Objectives and Deadlines
  • Pryor: The Exceptional Assistant” and “Successful Communication Skills for Women
  • AMA: Management Skills for Administrative Professionals and Stepping Up to Leadership

Resume 2

Edward C. Bishop

200 Pike Street  |  Seattle, QLD 98101

[email protected]  |  206.555.2065

Executive Management

Global Process Improvements  •  C-Level Collaboration  • Key Alliances  •  Brand & Public Image  •  Resource Optimization  •  Marketing Campaigns  •  Year-over-Year Growth

Accomplished and creative executive possessing multifaceted experience and a proven ability to revitalize organizations, initiate company-wide campaigns, and capture untapped opportunities for growth. Results-oriented, decisive leader; adept at forging lucrative relationships with key partners, vendors, and clients.

Signature Achievements

Led the charge to overhaul a struggling company’s operations, achieving sustained growth for 4 straight years

Designed a modern employee recognition program which boosted productivity across the board

Award-winning background includes recognition as a nationally-acclaimed executive and a history of positioning companies for unparalleled profits and publicity

Professional Experience

Chief Executive Officer – 7/2011 – Present

Hamilton & Hamilton Co., Seattle, QLD

Drive year-over-year business growth while leading operations, strategic vision, and long-range planning with full responsibility for bottom-line factors, global product development, and partner relationships. Provide cross-functional management with a bottom-line focus on profitability, visibility, and sustainability. Direct two Vice Presidents, COO, CFO, and six Regional Directors spanning the west coast, New York, and the UK. Continually enhance and redefine organizational structure to maintain company’s competitive edge across territories.

Notable Accomplishments:

Captured win-win contracts with major financial partners, leading to 72% revenue growth in 3 years.

Substantially improved productivity while reducing staffing and operational costs by 28%.

Spearheaded overhaul of company best practices, leading to significantly increased staff retention rates and top rank in Seattle’s Best Companies for both 2014 and 2015.

Personally led weekly meetings with executive leadership to identify opportunities for improvement, establish milestones, and tailor products to individual markets.

Vice President, Marketing & Outreach – 3/2007 – 7/2011

Community Technologies, San Francisco, CA

Advanced into VP role due to years of excellence with this established public relations firm; directed regional and international marketing efforts in direct support of President and Board of Directors. Spearheaded vision, strategy, and execution of global business operations; streamlined branding, mission statement, and public campaigns by leveraging new and emerging technologies. Gathered, analyzed, and presented key metrics to executive leadership; mentored management teams and coordinated workflow for 50+ staff.

Notable Accomplishments:

Conceived innovative marketing strategy that increased annual company revenue by 17%.

Launched new rewards program to identify and celebrate staff performance, in addition to an accolades tracking system that awarded creativity and encouraged internal mobility.

Garnered new partnerships with both local and national businesses; new growth led to establishment and launch of second corporate office with 12 new hires.

Senior Marketing Director – 7/2001 – 2/2007

Community Technologies, San Francisco, CA              

Directed team of marketing specialists and product developers to facilitate and execute highly successful product launches while driving engagement with key clients. Managed and motivated departments to ensure projects are on track, on target, and within budget; liaised with partners, media professionals, and senior leadership to optimize both print and digital marketing collateral.

Notable Accomplishments:

Held full responsibility for managing seven flagship launches from inception to completion with clients including Target, Macy’s, and Best Buy.

Recommended early adoption of corporate social media branding, leading to new, lucrative contracts.

Leveraged emerging analytics tools to identify trends related to online traffic, sales, and publicity.

Product Manager – 8/1996 – 6/2001

First Bank of Salem, Salem, OR

Directed product and regional marketing operations for this established financial institution, responsible for streamlining and generating interest in new customer-facing products. Trained branch managers, loan officers, and customer service representatives on best practices, operational standards, and regulations.

Additional experience includes multiple roles in the finance and education industries.

Education & Professional Development

Master of Business Administration (MBA) – University of Oregon, Eugene, OR

Bachelor of Arts, Marketing – University of California, Berkeley, Berkeley, CA

Community Involvement & Associations

Board of Directors, Alliance for Education

Member, Sales and Marketing Executives International | American Marketing Association | Business Alliance

Resume 3:

Name: Alex

Address: 6 charles street, Queensland

Detail-oriented administrative coordinator with 5+ years of experience offering high-level support to office staff. Adept in effectively managing multiple projects, schedules and procedures to ensure the smooth running of an office. Committed to using strong organizational skills to continually achieve office performance improvements.

Administrative Coordinator, The Desmond Group, Jersey City August 2017 – January 2022

Worked directly with managers to coordinate scheduling, meeting agendas, operational support and technical training.

Provided strong clerical support to the corporate team of 16+ employees.

Managed domestic and international travel arrangements.

Prepared and submitted expense reports and meeting logistics.

Resolved routine administrative problems and answered inquiries concerning the operations of several departments.

Managed all correspondence and communication to executive offices.

Applied substantial knowledge in the coordination of sensitive reports.


Administrative Coordinator, Rutgers University, New Brunswick July 2015 – July 2017

Acted as an effective liaison between the administrative office and other departments.

Provided optimal leadership and oversight to the extension field offices.

Provided high-level support to the dean and associate deans.

Conceptualized, developed and implemented internal administrative support processes and procedures.

Fostered strong communication between administrative staff and faculty and program staff.


Bachelor of Arts in Communications, Montclair State University, Montclair September 2011 – May 2015


Ability to Multitask

Effective Time Management

Knowledge of Office Technology

Agile Project Management

Interpersonal Skills

Leadership Skills

Administrative Support

Selection Matrix:

Selection factors(Insert Candidate Name here)(Insert Candidate Name here)(Insert Candidate Name here)
1. e.g. Communication skills. (Mandatory)  JohnEdward  Alex
2. Study9/1010/108/10
3. Certificates9/1010/108/10
4. Qualification with skills9/1010/108/10
SITXHRM004 – Recruit select and induct staff

SITXHRM004 – Recruit select and induct staff Task 2:

  1. How are advertisements for positions disseminated by your organisation? Does this difer depending on the role?

Lets the word out. To get people to know about your job openings, advertising plays an important role. With the lack of proper advertising, your open position will not yield you any response. For this, it is always a good idea to post your jobs on various job boards to target a large pool of candidates

2.   What is internal recruitment? Provide at least two benefits of utilising internal recruitment.

The main advantage with internal recruitment is in its efficiency; roles can be advertised internally in a variety of formats and formalities, from work-based intranets to emails to posters in the staffroom. Furthermore, the processes of interviewing and trialling candidates can be done to a quicker schedule

3.   Describe the benefits of using external recruitment.

Selecting from more candidates. …

Adding fresh perspectives. …

Enhancing diversity. …

Finding a specialized candidate. …

Encouraging referrals from current employees. …

Staying competitive. …

Reducing employee tension. …

Establishing authority.

  • Describe the roles and responsibilities of varying personnel in the recruitment and induction process. Who is required to be present during interviews?

Importance of Work Experience. Work experience might be one of the most important considerations you have for particular jobs at your facility. …

Possessing Self-Confidence. An applicant who approaches you with a confident attitude makes a good first impression. …

Personality Compatibility and Warmth. …

Specific Skills Sets.

5.   What are the procedures for employment checks within your business?

Identification documents.


Background checks.

Equal opportunities monitoring.

Health checks.

Checking qualifications.

Criminal records checks.

Withdrawing a job offer.

6.   What aspects of recruitment do you need to gain approval for in your organisation?

Establish if there is a need to recruit additional staff. Clarify the relationship of each

position in the organisation.

Job Analysis

  1. product knowledge.
  • selling skills.
  • knowledge of stock locations.
  • knowledge of company returns procedures.
  • knowledge of delivery and other services.

  • What are the key elements of your local state or territory law? How does this apply to the recruitment process?

Plan Development. In order to find the appropriate candidate, it is important to identify the vacant position first. …

Establishing a Strategy. A strategy is devised for recruiting the candidates. …

Searching Process. …

Screening and Shortlisting. …


  • Provide three reasons why it is important to create and maintain records of the selection process.

There are a number of important reasons why agencies must keep full, accurate and reliable records of recruitment processes. For example, these records may be required for: dealing with appeals against recruitment decisions. assisting employees in confirming their rights and entitlements

  • What are the various checks, assessments and processes involved in the selection process when recruiting individuals in your organisation?
  1. Initial Screening.
  • Completion of the Application Form.
  • Employment Tests.
  • Job Interview.
  • Conditional Job Offer.
  • Background Investigation.
  • Medical Examination.
  • Permanent Job Offer.

  1. Describe the various special arrangements required in the organisation of selection procedures.

Preliminary Interview: …

Blank Application: …

Selection Tests: …

Selection Interview: …

Checking References: …

Medical Examination: …

Final Approval: …


  1. Provide four examples of information that needs to be given to new recruits during induction periods.

Employer contact information.

Employer and employee rights and responsibilities.

Sickness policies.

Evacuation processes.

First aid and reporting accidents.

Workplace hazards.

SITXHRM004 – Recruit select and induct staff Task 3:

Recruitment, selection and induction is a process of finding, hiring and initiating employees. This is also referred to as full life-cycle recruiting. … This process is also implemented to ensure hiring managers comply with policies, such as, affirmative action, equal opportunity employment and non-discrimination.

The goal of the recruitment and selection process at organizations is to find and hire the best candidates for job openings. This process has a funnel structure. Imagine you are seeking a new hire for a role – your current employee decided to pursue another opportunity. You need to find a replacement.

Establish if there is a need to recruit additional staff. Clarify the relationship of each

position in the organisation.

Job Analysis

  1. product knowledge.
  • selling skills.
  • knowledge of stock locations.
  • knowledge of company returns procedures.
  • knowledge of delivery and other services.

SITXHRM004 – Recruit select and induct staff


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