1. The employment cycle
1. Recruitment
Vacancy
Consider whether you need to recruit another person before proceeding further. You may be able
to reallocate work or make other changes that are more effective than simply recruiting someone
new. Someone already employed by you may be interested in changing their role
If you still need to recruit after this process, agree on the job description and person specification,
terms and conditions (including salary, days/hours of work) and decide where to advertise based
on the type of role.
Recruitment
Advertise internally first and then externally - use different media formats such as newspapers or
online publishing - to make sure that you reach the widest possible and most appropriate audience
for your vacancy.
Selection process
Select candidates for interview strictly by comparing their application with your job criteria and
person specification. Make notes about your reasons for rejecting any candidate. Retained this
information for six months.
Interview shortlisted candidates. Take up two written references and relevant checks such as
S/CRB, passport etc.
Job offer
Issue contract of employment within two months of start date. Include a probationary period in the
contract (normally three to six months).
Induction
Offer a programme relevant to your organisation. Ensure the basics are covered - health and
safety, emergency procedures, organisational and post information. Review initial learning and
development needs.
Find out more in Recruiting staff.
2. Managing performance
Probation review
Review performance before end of probationary period – either confirm, extend or terminate the
appointment.
2. Performance management
Undertake and record regular appraisal reviews. Hold and record regular supervision (one-to-one)
meetings.
Find out more in Managing performance.
Development
Agree learning and development activities to meet needs of the post (identified during appraisal,
one-to-ones etc.)
Find out more in Learning and development.
3. Changes and termination
Contractual changes
In the event of a contractual change, consult with employee and agree change with member of
staff. Confirm change in writing within a month of the change.
Termination
Confirm in writing ending of employment. Learn for next time - undertake an exit interview.
Before readvertising, review job role.
3. The HR Cycle
Cornhill HR will manage the complete HR Cycle for your business, at a strategic, professional
and administrative level.
1. Recruitment
Selection
Recruitment Management
Employee Induction
Terms and Conditions of Employment
2. Remuneration
Payroll Processing
P11Ds and Stautory Returns
Inland Revenue Statutory Returns
Compensation and Benefits
3. Retention
Training
Employee Progression
Appraisal and Development
4. Processing and Record Keeping
Management of HR Records
Management Information
Legal and Regulatory Compliance
5. The employment cycle
The Queensland Government ICT Capability Framework uses the employment cycle (see diagram
on top of this page) to provide a common platform upon which HR activities such as workforce
planning, recruitment, performance management, career planning, development and job design
can be built.
The employment cycle consists of the following workforce activities.
6. 1. Workforce planning
Planning is fundamental to understand what capability currently exists in the workforce, to
forecast future capability and to proactively target strategies that best address any gaps identified.
Agencies are encouraged to use the following for help during this process and to create a
consistent approach across the sector:
2. Recruitment and selection
Competencies provide the foundation for recruitment and selection by providing a clear and
accurate description of any given role in terms of the critical capabilities required for the role.
The suitability of a candidate for the role is assessed through the identification of behaviours that
indicate that they possess the crucial capabilities. This helps to clarify performance expectations
and on-the-job behaviours that are observable and measureable.
the Skills Framework for the Information Age (SFIA)
Queensland Public Service Capability and Leadership Framework (CLF).
These two frameworks complement one another. The SFIA provides a common reference model
for the skills needed to develop information systems and to use information and communications
technologies. The CLF framework is a tool that will assist agencies to develop the capability and
leadership of people at all levels throughout the public service.
The development of effective role descriptions is an important part of the recruitment and
selection process. Writing role descriptions can be made considerably easier when using the
Queensland Government ICT role profiles as the base skill requirements.
Agencies are encouraged to use the following for help during this process and to create a
consistent approach across the sector.
3. Performance management and planning
Often attitudes and behaviours, rather than knowledge and skill gaps, are the keys to performance
issues. Having a clear statement of the behaviours expected in a particular role, related to the
capabilities of that role, provides a firm basis for analysis and discussion about expectations and
where appropriate, the need for change.
Annual skills assessment reviews through performance development planning based on the
Queensland Government ICT Skills Framework (and other relevant frameworks, i.e. technical),
will ensure managers are aware of current capability and can then balance supply and demand.
Agencies are encouraged to use the following for help during this process and to create a
consistent approach across the sector.
4. Learning and development
Comprehensive workforce planning will identify capabilities required in the future. Agencies then
determine which strategies will best close any gaps between current and future needs.
7. If a capability is required in the future and is not present in the current workforce, the capability
can either be built by developing the current workforce, bought (if it will only be a short-term
requirement) or borrowed through secondments.
Supporting individuals through learning and development and building that capability within the
current workforce can be rewarding. Activities to enable people to acquire new capabilities can
include on-the-job training and development opportunities, such as special projects, conferences,
secondments and mentoring as well as formal classroom training.
Agencies are encouraged to use the following for help during this process and to create a
consistent approach across the sector.
5. Career pathing
Developing employees and fostering career progression is an intrinsic role of managers, while
individuals must also take responsibility for their futures. Effective career planning also plays an
important role in attraction and retention of quality employees.
Mapping an individual’s current capabilities against jobs described using the same capability
framework provides an immediate insight into possibilities for career progression and areas to
focus individual development.
The ICT career streams diagram illustrates the breadth offered within an ICT career and the ICT
role profiles provide generic role definitions, basic skill requirements (based on the Queensland
Government ICT Skills Framework) and qualifications (if any) that are required to satisfactorily
perform a particular role. With this information employees are able to identify key roles that they
are interested in and look to develop skills in these areas.
Agencies are encouraged to use the following for help during this process and to create a
consistent approach across the sector.
6. Succession management
Succession management improves the agency’s capability and helps minimise risk around critical
roles. ‘Critical roles’ are types of roles currently crucial to the achievement of organisational
outcomes or operations. A vacancy in a critical role will have a significant tangible impact on the
ability of the organisation to deliver outputs, achieve milestones or meet budget requirements. In
terms of succession risk, a lengthy vacancy, underperformance, or high turnover in a critical role
are worst-case scenarios.
Undertaking succession planning is an integral part of workforce planning and also leads to
improved employee agility, participation, retention and culture. Succession planning is an aspect
of succession management that involves planning future succession needs and should be based on
factual data.
