BSBHRM506A Manage Recruitment Selection Sample Assignment




We have a knack for creating dishes that keep customers coming back for more, by combining an array of fresh vegetables and spices with quality ingredients and homemade sauces. Our customers know that nobody does Thai food like us and they appreciate the love and attention that goes into our food.

Internationally renowned chefs Nut Kunlert and Chumpol Jangprai are the masterminds behind our dishes. They’ve experimented with the best flavours and ingredients from South-East Asia, to create a menu that stays true to the traditions of Asian cuisine, while creating something new and exciting. The chefs at our Thai restaurant in Thai Town in the city center, honour this legacy, by serving nourishing dishes that please your taste buds.

Our customers love that we use free-range eggs in all dishes that feature egg as an ingredient (such as Pad Thai or Chilli Basil Noodles). We go out of our way to cater to various dietary preferences, by including kid-friendly dishes on the menu, as well as gluten-free options, for those with intolerances.

Customers have the option of ordering their meal online, for the most convenient Thai delivery in the City. You can visit our premises and pick up your order, or we can deliver to you. It’s never been easier to get your hands on delicious Asian cuisine.

Description Organization Profile

The history of AT BANGKOK BAR AND RESTAURANT began in 2001 at the heart of Sydney , AT BANGKOK AND RESTAURANT throughout the world except the Australia, since 2003 with the launch of a global marketing alliance, a common identity and a joint venture agreement to share the development of the luxury Conrad brand.

However, AT BANGKOK AND RESTAURANT line-up also encompasses, time-share company Green Village International Grand Vacations and the Living Well chain of health and fitness clubs that operate inside hotels and as standalone clubs

Induction policy statement and objectives

We will ensure that new staff are systematically introduced to their jobs, co-workers and the organization and provided with the information required to succeed and develop in their new role. This will be achieved by:

  • welcoming new staff and familiarizing them with the organization, including an introduction to the organization Mission, Goals and strategic directions; significant policies and procedures; relevant staff; the new employee's work location (store); their stores; their role and key organizational activities;
  • Providing information to enable new staff to perform their responsibilities and assist any workplace adjustment; and
  • Encouraging commitment to the Mission and Goals of the organization.

The information of our policy (AT BANGKOK BAR AND RESTAURANT) program is provided on the hotel website is of a general nature and no representations are made to completeness. The material contained on this web site is liable to change at any time without notice. The information does not constitute legal advice and as such no individual should rely or act solely on the basis of this information. The information presented is in no way a substitute for detailed legal advice.  Access to information on this web site does not create either a relationship of client or formulate a contract between the web site hosts and visitors.

Our AT BANGKOK BAR AND RESTAURANT makes representation as to the applicability to contain in those sites. We can not control the content of other sites; for example, our reservations booking engine. We are not responsible for the privacy practices or the content of such Web sites. The following discloses our information gathering activities for this Web site only. The reproduction is for private or non-commercial purposes and that such works are clearly attributed to Green Village Hotel Lawyers with a copy of this disclaimer attached.  Green Village Hotel excludes to the extent permitted by law all liability to third parties that access information contained on this web site.

(See Appendix 4)

Induction objectives

The objectives of the organization are to familiarize a new employee with organizational structure and their job role and expectations as quickly as possible in order to facilitate active contributions from the new employee as speedily as possible.

Induction program

Recruitment and Training are a major cost to any organization. Employers therefore need to maximize staff retention to ensure that this investment is not wasted. The initial impression of an Organization on an employee usually stays with them, and it is therefore important to make this experience a positive one. Induction is a greatly neglected area of management policy which aims to achieve just this.

The New members of staff need to have basic information about their terms and condition of employment, immediate working environment. However, this is not enough. People whatever their industry or profession; want to know how they fit into the organization as whole and how their work relates to that of other people and other departments. Naturally they also want to meet their colleagues and line managers.

Induction Program (for one day)








Brief organization profile


HR Manager

Meeting Room1


Coffee & Tea break



Policies & Procedures



Meeting Room1





Overseeing of Probationary new employees



Meeting Room1


Question & Discussion



Meeting Room1


Hotel Tour



Meeting Room1

Program outline

The Induction Toolkit of AT BANGKOK BAR AND RESTAURANT is designed to support for our AT BANGKOK BAR AND RESTAURANT to creation for a new role in our Hotels. This induction content should be produced as part of the induction process. For more information on induction see Induction – Starting in a New Role.


The Induction Toolkit is made up of a number of information sheets that are design for a different audience. The sheets and who they are for are listed below:



Where, and when, will I be asked to do the role?

Who will I be working with?

Who will I be responsible to?

What help will I get?

What equipment and facilities are available?

Will I have to wear uniform, make a promise or complete any learning?

For how long do you want me to take on the role?

How much will it cost?

How much time will it take?

Taking part in a variety of activities and new experiences

Participating in teams

Taking responsibility for themselves and other

This Induction toolkit contents checklist has been designed to support the process of creating for a new role as much of a really will be of a local nature, it should be produced in the Group, This resource provides the information to AT BANGKOK BAR AND RESTAURANT . There would be little point in everyone spending time writing their own generic sections, and so it is these elements, that are included in this resource, to be supplemented by locally produced material.

Induction toolkit contents checklist

An induction toolkit provides a new employee with takeaway hardcopies of important information items. Following are the things that should include in induction toolkit:

  • Site maps
  • Organizational charts.
  • Copy of job description.
  • Relevant confidentiality forms.
  • Staff manuals.
  • Contracts.
  • Staff directory.
  • Various policies and procedures

Induction process checklist

This is Induction checklist which helps the organization explain about overall material requirements; it will include all the things that new employee needs to know as follow;

(See Appendix 1)

Evaluation form

The purpose of Induction is to make the transition into a new job as smooth as possible. To enable us to continuously improve the Induction process we constantly monitor and evaluate by asking new employees what they think.

Please complete this form and tell us what we are doing well and what you think we need to improve. Then send it back to the Human Resources Department.

(See Appendix 3)

Induction training and support


By the completion of the induction training and support session, new employees will be aware of the following:

  • The OHS polices governing employees and employers
  • Their responsibilities to the organization
  • The organizations responsibilities to new employees
  • The elementary responsibilities of their role within the organization
  • Be aware of the people who will provides support while employed

(See Appendix 2)

Training tasks

The training will involve the following tasks and activities:

  • Ice Breaker
  • A presentation / survey/tour about OHS within the organization. This will include fire safety drills and familiarity with first aid officers etc.

The training tasks will need to meet your direct manager, a tour of your department with a brief breakdown and demonstration of the tasks required to fulfill your responsibilities. Your manager will also highlight the major policies and procedures relevant to your position.

All staff will enjoy a brief introduction and vignette from the people who will support them while employed. These people include the manager of the organization, other relevant managers including the Human Resources manager, first aid officers, union representatives if relevant.

There will also be an opportunity for the new staff to meet their preceptor.

List of staff and methods for training staff

Organization chart:

The methods for training staff:

  • The most effective means of delivering the message needs to be carefully considered in terms of who the audience is,
  • And how it will understand, learn and remember best. Consider discussions, posters, case studies, videos etc.,
  • And invite suggestions on preferred methods from the audience itself.
  • The method must be based on the tasks employees perform in the workplace.
  • Talk to all new employees about what they need to perform their work safely. This method will improve their acceptance of and compliance with the training.
  • Identify the risk areas that require the most attention. This method can be done by monitoring the tasks, liaising with other people in the district, and reviewing injury records.

Checklists for facilitating training

____      Feedback/reflected content while remaining neutral and responded appropriately to participant concerns

____   Clarified ideas that seemed not clearly understood

____   Summarized progress

____   Brought in shy or non‐participating members

____   Allowed for silence (reflection by participants)

____   Used non‐verbal contacts: eye contact, body language of agreement, etc.

Training evaluation form

Task description


Not Yet competent

New products in store

Serving new products system

Customer service

Training new staff

What Further training is needed with this task?

Are there any other areas/tasks that you would like training for? Please specify:

Are you interested in conducting training in any areas?  Please specify.

Overseeing of probationary employees:

Objectives based on organizational policy

  1. The objectives of the organization, and the objectives of the area in which the new employee will work
  2. The organizational policies and procedures
  3. Their own key performance indicators and how these are related to the strategic organization plan
  4. All aspects of the employment relationship
  5. The organizational structure
  6. Communication methods within the organization
  7. The layout and geography of the workplace

Probation procedure

Before completing the probation evaluation form and conducting the formal evaluation, the supervisor should complete the following steps:

  • Review Personnel Policies for Staff Members.
  • Review existing performance expectations and objectives and ensure that they are realistic and attainable during this rating period.
  • Meet with the employee to schedule the evaluation meeting and describe the evaluation process.
  • Suggest that the employee review the existing performance expectations and prepare a self-evaluation.
  • Prepare a draft of the evaluation.
  • The supervisor and employee meet to discuss both the self-evaluation, the draft, and future performance plans. The employee’s comments should be encouraged.
  • The supervisor completes the final evaluation form based on discussion with the employee.

Moreover, the organization will observe the new staff by following:

  • Quality and quantity of output
  • Skills that must be acquired, including expectations of academic excellence and management competency as indicated above
  • Deadlines which must be met and how any changes to deadlines will be communicated
  • Working relationships that must be developed with other staff
  • The probation period an employee’s performance and competence should be subject to assessment by their manager within a supportive and developmental context
  • Regular and informal one-to-one meetings should be held to review performance and to ensure that new members of staff are kept informed of their progress

Progress against the required standards; to advise them of any concerns and how these can be addressed;

  • To ensure staff is able to raise any questions they may have about their work performance or training requirements

Checklist for procedure

  • Proper induction training is increasingly a legal requirement
  • Employers have a formal duty to provide new employees with all relevant information and training relating to health and safety particularly.
  • As a manager for new employees it's your responsibility to ensure that induction training is properly planned
  • An induction training plan must be issued to each new employee
  • Creating and issuing a suitable induction plan for each new starter will help them do their job better and quicker
  • Employees who are not properly inducted need a lot more looking after, so failing to provide good induction training is utterly false economy.
  • use as many as you need to and which suit the individuals and the group
  • Ensure people are looked after properly and not left on their own to work things out unless you have a very specific purpose for doing so, or if the position is a senior one.

Probation process evaluation form

To be completed for probationary employees ONLY

Employee Name:


Social Security Number:


Agency Appropriation Code:

Probation Period: __________

Initial Period: __________

Extended Period:___________

An appointing authority shall ensure that at the end of an employee’s first 90 days of probation, at the end of the initial probation period, and at the mid-point of an extended probation, the employee receives a written evaluation of the employee’s performance and any recommendations for improvement.

(Use other side.) EVALUATION DUE DATE:_______________________

  • Day evaluation
  • End of Initial probation period
  • Extended probation period
  • Mid-point of extended probation period

Probationary Status:

  • Initial probation
  • Probation following competitive promotion
  • Probation following reinstatement

(Employee who is reinstated after one year to a position in the skilled or professional services must serve another probationary period.)

Recommended Action on Probationary Status:

  1. Satisfactory completion of probation (Retain this report in Agency files; also give a copy of this report to the employee.)
  2. Termination on probation effective: (date).(Submit this report to the Department of Budget and Management, Office of Personnel Services and Benefits.)
  3. Extension of probation to: (date).(Retain this report in agency files. Provide explanation and give copy of this report to the employee. Grade 1-6, a maximum of 3 months -- Grade 7 or more, a maximum of 6 months.)
  4. Demotion Effective __________ (date) or removal and return to previous position effective__________ (date).

(Submit this report to the Department of Budget and Management, Office of Personnel Services and Benefits. Provide a detailed explanation and give a copy of this report to the employee. Inform the employee that an appeal may be filed in accordance with law and regulation.)

EMPLOYEE CERTIFICATION: I hereby certify that I have understood this probationary process.

SUPERVISOR CERTIFICATION: I hereby certify that this report will process by following the law and regulation policies and procedures.

Personally reviewed this report, and understand that my signature constitutes my best judgment of the performance of this employee,

It does not imply agreement or disagreement and is based on personal observation and knowledge of his/her work.

_________________________                                 ________________________

Employee's Signature           (Date)                     Supervisor’s Signature                (Date)

________________________                             ________________________             

Date of Probationary                              Evaluation Appointing Authority Signature (Date)


Appendix 1: Induction process checklist

Employee’s name: ___________________________________


Explain Element



Contract of employment

Job classification


Employment status

Probationary period


The employee has been shown the location of the First Aid box

Pay rate/Wages

Health and Safety representative have been supplied to the employee

Hours of work and rosters


When rosters are available

Where to apply for time off

Where rosters are posted

Working hours and appropriate break periods

Company Policies

The employee understands how to notify or reporting when absent from the workplace

Opportunity to discuss and clarify our policy to understanding of their role with supervisor



Drug and alcohol policies

Personal visits telephone call


Maintenance of Equipment has been explained and procedure for reporting understood

Disciplinary procedures

EEO and harassment policies

Copy sighted and available

OH&S and rehabilitation policy

Copy sighted and available

Appendix 2: OH&S Induction Checklist for New Staff

New Staff Member Details


Given Name(s)

Family Name


Staff Number


Commencement Date

Supervisor Name

Supervisor Position

On the first day have you:





Shown the new staff member the locations of nearest fire exits?

Explained the location of the emergency assembly point?

Explained the emergency alarm system for the building (alert, evacuation tones, etc)?

Provided contact details for Nominated First Aid Officers in the building?

Provided contact details for Security Services?

Explained incident, injury and illness reporting requirements?

Explained procedures for reporting hazards and security threats?

Provided contact details?

General OHS Responsibilities:

Explained general OHS responsibilities of all staff outlined in the organization’s OHS Policy and Guide for Staff?

Explained the requirement to comply with local OHS rules and procedures?

Location/Department Specific OHS Matters:

Provided contact details for Departmental Safety Officer, Zone OHS Committee, other relevant OHS contact people, e.g. hazardous waste, radiation safety, etc?

Explained local consultation arrangements for OHS matters, eg staff meetings, departmental committees, etc as per ohsrm Program?

Provided information about any high hazard or restricted access areas?

In the first week have you:

Job Specific OHS Matters:

Discussed the main OHS risks associated with the job?

Provided information about safe work procedures relevant to the job?

Directed the new staff member to OHS resources including OHS & Injury Management website?

Explained local procedures for minimizing manual handling risks?

Identified OHS initial training needs of new staff member?

Checked with staff member about any accommodation requirements or existing health conditions?

Hazardous Substances & Dangerous Goods:

Shown the staff member where they can access the hazardous substances register,

including Material Safety Data Sheets?

Shown how to access Chem Alert?

Informed the staff member of the organization’s Guidelines for Working with Hazardous Substances?

Asked the staff member to complete the hazardous substances implementation Assignment?

Shown the safe work procedures for the substances/processes the staff member will be working with?

Arranged for any relevant personal protective clothing or equipment to be obtained?

Explained how to do a risk assessment before working with a hazardous substance/using a dangerous good?

Explained local dangerous goods storage procedures and shown the location of stores?

Informed the staff member of the organization’s Guidelines for Hazardous Waste Disposal?

Outlined the local procedures for hazardous waste disposal, including location of waste stores?

Appendix 4: Sample of Reservation Policies of AT BANGKOK BAR AND RESTAURANT Third Party Credit Card Authorization Form (For showing policies of the organization)

Shop G11, Capitol Square, 730-742 George Street, Haymarket, 

Sydney, NSW 2031


Please print and complete this form.  Then fax or mail this form along with a copy of the front and back of your credit card, and photo ID, to the hotel. When making copies set your copier to enlarge and to its lightest setting. There is no need for a cover sheet


From: ______

I, _______________, (print card holder’s name)

Shop G11, Capitol Square, 730-742 George Street, Haymarket, 

Studios, Inc to apply the charge’s of (print guests name)____________________________________ to my credit card.

All Charges :__________

Account Number: ________________________________ Expiration Date_______ Digit code on card _________

On Visa / Master cards it is the three or four digit code on the back of the card. On American Express it is the number above your credit card number on the front of the card.

Card Holders Billing Address:


Your signature below will constitute a binding agreement for full payment for the above-specified charges as well as any damages incurred to room accommodations by guest or guest’s acquaintances

Signature of Cardholder______________   Date _________

For Internal Use Only

Group code: Folio Number:

City Ledger Number: