Recruitment

Our comprehensive selection process comprises a series of rated/weighted steps that vary depending on the role. For example, if we are conducting the process for our annual Apprentice intake, aptitude testing is included. Note that the process is identical regardless of the selection method, including internal recruitment. At each step, assessments are made as to the necessity for immediate, additional or specific training and how it will be delivered to the successful candidate or employees working within the selection process. The steps are:

• Selection Panel is selected, with each member trained to operate with the Recruitment Process and advised of their responsibilities.

• Job Analysis: documented details of the role, which are developed in consultation with relevant personnel [e.g., Person currently performing the role, Team Leader, Management] and reviewed against the Position Description [P.D.]. If a P.D. does not exist, one is developed at this point.

• Person Specification Review: each role is aligned to a Person Specification, which is composed of the essential and desirable skills, knowledge, attributes/qualities, experience and qualifications necessary to perform a role effectively. Once a vacancy is identified, review occurs.

• Personnel involved in this process must ensure that procedural fairness is maintained and that components do not contravene organisational and legislative requirements.

• Application and CV/Resume

• Aptitude Testing [if relevant]

• Interview process:
  • The first interview focuses on the candidates Skills and Knowledge in relation to the vacancy. The second focuses on the candidates Asset Skills, such as Communication, Teamwork, Problem-Solving, Planning & Organising, Initiative and Self-Management. In the case of apprenticeship interviews a Site Supervisor and ex-apprentice tradesperson join the First Interview Panel.

• Reference Checks

• Health Assessment [where appropriate]

• Determining the most appropriate method of attracting candidates and implement preferred method [e.g., draft and place advertisement]. Whatever the method, our Training Culture is emphasised to candidates.

• Information packs are developed for specific roles. Our People Development Plan is outlined in detail to prospective candidates.

• Applications are assessed against selection criteria and rated. Pre-determined minimum ratings [e.g., a 3.00 rating meets Application Selection Criteria] are used for short-listing.

• Aptitude Testing is conducted for specific processes [Apprentices/Administration]. Results are weighted, then rated and added to Application Rating to produce a final rating. Pre-determined minimum ratings are identified for short-listing. Age may be taken in account - additional training may address areas for improvement – in these instances, lower than minimum final ratings may be accepted.

Interview plans are developed, including questions regarding the applicant’s willingness to embrace comprehensive professional and personal development within the organisation. By asking both open and behavioural/situational related questions, we are able to ascertain the candidate’s approach to training, tenacity, resilience and motivational capacities as well as career aspirations. Each member of the panel rates the interviewee against the Interview Selection Criteria. Panel member ratings are collated, averaged and then added to the two previous ratings [Application and Aptitude Testing], and averaged again to produce a final rating. Pre-determined minimum ratings are identified for short-listing. Second interviews, with an additional set of Selection Criteria, are conducted for specific roles. The same rating system applies.

Reference checks are conducted, with referees are asked to rate the candidate against the Selection Criteria, including willingness to participate in additional training. A final rating is calculated, then added to all previous ratings, averaged to produce a final rating. Health assessments are conducted, with EEO mandates considered – no individual is discriminated against due to any physical, ethnic, religious characteristics.

Successful candidate[s] are identified and verbally advised, with details of identified training requirements and probationary periods discussed and agreed upon prior to appointment. A Letter of Offer is tendered and unsuccessful candidate[s] are debriefed, with parents/guardians invited to attend for underage candidates. Mead Con believe that debriefs are a valuable and important component of the process, we take the opportunity of apprising unsuccessful candidates of areas in which they could improve. This includes strategies for future success should they apply again, whether with us or another company.

We focus on assisting young people to realize their goals and ensure that they don’t leave the experience with a feeling of failure but rather with positive motivation to apply our suggestions to develop further. Feedback received on our debrief process has been very positive and the service appreciated by participants.

Note: our Selection Process precludes any possibility of discrimination – if the applicant meets the Selection Criteria, they are appointed to the position.