Vision of AAA MANUFACTURING
Our vision at AAA is to be known for our exceptional building skills. We endeavor to set the industry standard for customer service. (Penta 2011:MissionStatements.com)
Mission Statement
SCOPE
This portfolio document is aimed at Senior Training staff. The document covers modes of employment including continuing, full-time or part-time, contract and casual appointments.
Strategic and Operational Plans
Operational Plan
Super-Fast Manufacturing struggles to improve its performance in every area and at every level.
Our hours of operation will be from 9am – 5pm, Monday to Saturday, except during public holidays.
SFM needs an estimate of $45,000 per year to sustain working operations.
Our budget must meet SFM’s operational needs, unless otherwise dictated by the head office.
A minimum of $20,000 annually must be set aside to run and maintain the business, and remain debt free.
SFM will adhere to the following standards to meet its goals:
A. Hold client and/or employee planning meetings
B. Offer flexible working hours
C. Provide a productive working environment
D. Provide customers with weekly job status updates
E. Reward loyal customers with discounts
F. Respond to customer feedback
G. Address customers’ complaints
H. Strive to anticipate our clients’ needs and expectations
I. Provide the highest value at the lowest price
J. Offer money-back guarantee on timely delivery of product and service
K. Friendly service
L. Well-trained staff
M. Highly-skilled staff
1.1 Publicizing a Vacancy
Vacant posts will be advertised internally, unless it is under three months’ duration, or the job duties and responsibilities can be filled by any staff for whom redeployment is being sought.
The majority of posts will also be concurrently advertised externally to increase the pool of candidates and optimize the chance of filling the vacant spot with an employee that best meets the objective criteria. Consideration should also be given to advertising in locations/publications likely to increase diversity in the workforce. (Big Lottery Fund 2009, p.4)
1.2 The Application Pack
Applicants will be able to request a recruitment pack by phone or e-mail, or download one directly from our website. A log of the names and addresses of all individuals requesting an application pack will be kept for tracking and monitoring purposes.
The application pack will always include:
Applicant cover letter, including closing date
Application Form
Guidelines for completing the application form
Equal Opportunities Monitoring Form
Equal Opportunities policy / statement
Criminal Convictions declaration form
Job Description
Person Specification
The pack may also include additional information pertinent to the particular post – e.g. annual report, organizational structure chart, and the like. (Big Lottery Fund 2009, p.4)
1.3 Processing Applications
Unless a Genuine Occupational Qualification or Requirement applies, recruiting Staff must recognize, when fielding enquiries regarding vacancies, that it is unlawful to state or imply that applications from one gender or from a particular racial group, age group, sexual orientation or religion/belief would be preferred. Doing so is unlawful discrimination.
Care must also be taken to give equal treatment to all applicants, for example, in extending invitations to visit the department, scheduling informal meetings to discuss the vacancy, or in providing information. However, it is acceptable to respond to requests from individual candidates who demonstrate initiative in their preparation. (Big Lottery Fund 2009, p.5)
1.4 Shortlisting
After the closing date has passed the interview panel should individually assess the applications to select the candidates that are to be granted interviews. The panel should then meet to compile a shortlist of candidates. External members of the panel should try to participate in the panel selection. Shortlisting decisions should be based on the qualifications, relevant experience, and skills and abilities of the applicant.
The original applications for all applicants, as well as any written documentation detailing the reasons for shortlisting or rejection, must be retained for a minimum of six months from the date that an appointment decision is made, in case of complaint to an Employment Tribunal. All photocopies of application forms must be destroyed.(Big Lottery Fund 2009, p.5)
1.5 Arrangements for Interviews
Letters or e-mails to shortlisted candidates should include:
directions to the interview venue
contact number in case the candidate should have any special requirements connected to the interview (related to access to the venue or any other special need related to a disability)
when appropriate, details of any test or presentation the candidate will be required to do, or any materials that they should bring (e.g., examples of work or proof of qualifications that are essential to the post).
It is recommended to notify all candidates who have not been shortlisted. However, if resources are limited, there should be some information in the application pack to the effect that applicants who have not been notified after a certain date or period should consider themselves not to have been shortlisted. (Big Lottery Fund 2009, p.6)
1.6 Interviewing
Interviews should be scheduled soon after shortlisting takes place. The structure of the interview process should be determined in advance by selecting who will head the panel and by defining the key requirements of the job. Panel members should ask interview questions that target these requirements, agreed to in advance, and offered to all candidates. The questions should be phrased to elicit evidence that the candidate meets the job’s qualifications.
Manage the interview to solicit additional information or clarification when the applicant gives incomplete or vague answers. For more consistent results, consider automating the interview process. Above all, avoid any questions unrelated to the job as these may be construed as discriminatory. (Big Lottery Fund 2009, p.6)
1.7 Making A Decision After Interview
The decision to employ a particular applicant should be based on the information provided in the application and during the interview, or on the results of any tests related to the job requirement. It is recommended that written records be kept in file detailing the reasons for selecting or rejecting each candidate, together with any other documentation of the application process, for a minimum of 6 months after the post is filled.
The interview process is confidential and no information about the decision reached can be divulged until the position has been accepted by one of the candidates.
Any offer to a favored candidate is subject to satisfactory vetting of references and Disclosures. (Big Lottery Fund 2009, p.7)
1.8 Feedback
All candidates interviewed should be offered detailed and honest feedback that should correspond to the selection criteria for the post. Avoid language that could suggest unlawful discrimination. (Big Lottery Fund 2009, p.7)
1.9 Appointment
Only the Manager may submit a formal letter offering employment and place individuals on the payroll. (Big Lottery Fund 2009, p.9)
1.10 Induction [and Probation]
New staff must undergo a probationary period during which the main duties and responsibilities of their post, and performance expectations will be clarified. An induction program will introduce the new staff member to colleagues and organizational culture.
(Big Lottery Fund 2009, p.9)
