As indicated earlier, recruitment is conducted externally as well as internally through promoting and transferring the existing employees or through recommendations or referrals, by the existing employees. Where internal recruitment is considered, job openings are advertised through “job posting”. It is a strategy of publishing notices electronically or manually on the bulletin board of a company. Department of Corrections posts all the vacancies on “Corrnet” which is their internal website and is accessible by internal staff only. The idea of posting vacancies is to inform the available jobs along with the KSAs required to all interested individuals.
Through internal recruiting, job posting process is controlled. It also generates the notices to match internal candidate’s qualifications with the job specifications.
Corrections jobs can also be found on the government and seek websites with detailed information to encourage potential job seekers to build an interest in joining the organisation.
However the use of agencies and consultant is minimal as the policy restricts outsourcing except on senior management and speciality vacant only. Therefore recruitment costs are reduced significantly.
5.0 Applicant inducement and recruitment message
Job description or Job Profile is clear, specific of the requirement and duties that include four parts which are Job summary, a list of functions, requirements and other information about locations, hours, travel and reporting relationships (Clark, 2008). When there is clear message in the Job description then it is easy for a potential employee to know the expectations of the employer and what is required to excel in this job.
One common statement that you find on most advertised Corrections jobs states that: “The successful applicant will be highly motivated, enthusiastic, team player, have an eye for detail, able to communicate well and committed to providing outstanding customer service etc.”
One question that comes into mind is: Why should I apply, am I going to be provided with outstanding salary as well? This statement raises lot of ethical issues and if the potential applicant does not get incentive information, they may be discouraged to apply unless they are really desperate for a job. The two-way recruitment process should bring both sides with their needs for a win-win process. It is therefore important to offer incentives to activate desire or induce applications from best potential employees. Another barrier on the recruitment message is the requirement to provide names of referees and if the potential employee is not ready to notify the current employer, then this requirement will defeat the purpose. It is also generic for the Department of Correction to request potential candidates to carry out a KSAs self assessment and in some of the positions, applicants are required to describe their perceived KSAs in writing. While this exhaustive application process could eliminate time wasters as it narrows on the required potential personnel, it is also possible that a large number of interested potential personnel could be demoralised with this robust process.
However those who endures the initial process have been reported as staying in the job for a long period and the department of correction statistics on long serving staff shows that 60% of the employees have been working for the department for over 15 years. Bedford (2003) suggests that the capability to create a centre of attention and retain people in organisation is a major disquiet and given the process in question, it could be cost effective for Corrections to maintain their KSAs requirements on the initial recruitment.
6.0 Recommendations for improvement
Although, it is often hard to sustain equality in the recruitment process, but there are certain regulations (mentioned above) that protect applicants from the negative impact of prejudice and injustice. However we have noted few areas of concern for further investigation so as to attune the recruitment strategy against the Integrated HR system. We therefore recommend the following for consideration:
- In the department of corrections, candidates who are involved in the organisation’s political and social communities tend to get promoted on the basis of their existing relations rather than competencies or abilities. It might affect the morale of the other employees, if recruitment is performed unfairly. It also restricts the company from hiring those who are well-suited for the post that is being published. It should focus more on KSAs rather than personal relations and should also promote equality (Richardson, 2005).
- Internal Applicant does not bring new KSAs and competencies into the Department and as a result there could be inflexibility on the job requirements thereby creating homogeneity rather than diversity.
- Internal recruitment always creates another vacancy to be filled and with regards to corrections officers, their safety when working with prisoners could be compromised.
- Regular evaluation of their recruitment process through existing employees will encourage employees’ participation on promoting the organisation through referrals.
- The Public service sector is rarely considered as an attractive employer, primarily because remuneration packages are not that competitive. Inclusion of salary package in the advertisement would definitely encourage potential applicants.(if the packages are attractive)
- According the policies of Department of Corrections, all middle levels positions are filled from within the organisation. Hence, the opportunity of hiring new applicants with different level of knowledge, skills, aptitude and competencies is lost. Thus, it should focus more on attaining competitive advantage or parity by recruiting best person for the job. (Macky, 2008).
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Although it has a “Succession Plan” in the list of policies and procedures (or in its business plan), but is not followed or applied. A succession plan is required to attain good employees so that they can be trained well for the next level.
- As mentioned earlier, about the requirement to provide names of referees including the current employer while applying, restricts potential applicant from applying for the desired post as they usually are not ready to notify the current employer. Department of Corrections should ask for the referees only after a person is short listed for the job.
7.0 CONCLUSION
In a Public Service authority, new move towards recruitment is being used. No matter what strategies are selected and exercised, the aim is to employ the most competent, committed person into the organisation and make certain that the provision of government services to the community is well-timed and effective. It has to keep its services consistent, reliable and of high standard. The organisation should not forget its purpose for which it has been established. It is our opinion that the Department of Correction’s HRM strategies should be commended as its practices on recruitment appear to be well aligned to their statement of purpose and outlined objectives. These proposed recommendations may contribute and enhance organisational performance as human capital is carefully placed in the organisation against their Knowledge, skills and abilities.
8.0 References:
Bedford, C. (2003). Skill Shortages in New Zealand: Public and. pp. 63-88.
Clark, M. M. (2008). The Job Descrpition- Handbook (2nd ed.). Nolo human resource Essentials.
Macky, K. (2008). Managing Human Resiurces. Australia: McGrawHill Australia.
Pynes, J. (2004). Human resources management for public and nonprofit organizations. John Wiley and Sons.
Richardson, M. A. (2005). RECRUITMENT STRATEGIES: MANAGING/EFFECTING THE RECRUITMENT PROCESS. Government of Trinidad and Tobago , 24.
Department of corrections. (n.d.). Human resources management operational strategy. Retrieved April 06, 2009, from www.corrections.govt.nz:
Appendix
Appendix-A
Position Description
Position Title: Probation Officer
Reports To: Service Manager
Service/Group: Community Probation & Psychological Services
Date: December 2007
Purpose of Position
The role of the Probation Officer is to protect the public and reduce reoffending by bringing about positive change in offenders’ lives. A Probation Officer provides Courts with recommendations to inform sentencing decisions and manage offenders on community-based sentences and orders. The work is carried out in Courts, prisons, CPPS Offices and in the community.
Probation Officers are appointed to a generic role within a CPPS Area. The job holder may initially be assigned to a specific area of probation work, but will be expected to rotate through the full range of duties over time. In addition Probation Officers may carry out specialist duties such as providing professional supervision to colleagues, staff training, or prosecuting defended breaches and recalls.
Functional Relationships
Internal: Area Managers, Senior Probation Officers, Probation Officers, Senior Community Work Supervisors, Community Work Supervisors, Administration Officers, Operations Helpdesk staff, Regional Corrections staff (i.e. Prisons staff), Psychologists and Senior Psychologists, Programme Facilitators
External: Offenders,New Zealand Parole Board,Community groups and agencies, Court staff, Lawyers, Iwi groups, Electronic monitoring service providers, Service providers and suppliers, Members of the public
Key Accountabilities
carry out pre-sentence assessments in order to provide the court with relevant information to inform judges in their sentencing decisions
- Complete screening assessment for offenders remanded for sentencing to determine risk of reconviction and identify any relevant mental health, drug or alcohol issues.
- Determine whether a same day or remand is required for the offender.
- Conduct the structured assessment interview and gather and review other background information.
- Complete assessments as appropriate and prepare sentencing recommendations for court.
- In situations where a reparation or emotional harm report is required, investigate the offender’s financial means, attitude to reparation and the victim’s reparation expectations, and provide the court with an appropriate recommendation.
Plan and manage community based sentences and orders, including home detention, intensive supervision, supervision, community detention, community work, release from prison on conditions and parole with or without residential restrictions
- Induct offenders into sentence or order to ensure that they understand their responsibilities, rights and the consequences of non-compliance.
- Complete the post sentencing assessment interview on offenders as appropriate and in accordance with operational policy.
- Develop sentence plans appropriate to the sentence management regime, which address the offender’s identified rehabilitation and safety needs.
- Manage sentence or order in accordance with CPPS requirements and the sentence objectives.
- Monitor progress against the plan, revising goals and activities as appropriate and in accordance with sentence phases. Conduct regular sentence plan reviews.
- Work with Kaiwhakahaere to engage whanau involvement with specified offenders.
- Ensure all interviews, assessment, and sentence management documentation is complete and up-to-date in the offender management information system and in offender files.
- Ensure judicial monitoring updates are completed as necessary.
- Take appropriate and timely enforcement action (breach, review, recall, variation or cancellation) where an offender fails to comply with the requirements of the sentence or order.
- Complete pre-termination interview and report, providing feedback on offender’s progress and reintegration needs.
- Review sentence/order monitoring reports and take appropriate actions where irregularities are identified.
- Ensure that everyone involved with the offender has all of the relevant information to allow for the consistent and integrated management of that offender.
Oversee community work projects and placements
- For offenders sentenced to community work, assess suitability for agency or centre placement, and match offender to an appropriate agency or work project.
- Actively seek out opportunities with community groups and agencies for new work projects.
- Assess suitability of proposed work projects, ensuring that the organisation qualifies to be a community work agency, health and safety obligations are met, and resource requirements are acceptable.
- Monitor progress of project, addressing any problems as they arise and effectively managing the relationship with the agency.
- Plan, prepare and manage the service centre roster.
- Provide on-the-job supervision to Community Work Supervisors, supporting the completion of CWS competencies and providing the Service Manager with feedback on performance and training requirements.
Assist with the development and maintenance of relationships with key stakeholders.
- Assist key stakeholders to understand Corrections’ business and priorities.
- Represent the Department of Corrections in a positive and constructive relationship with key stakeholders including Courts’ staff, police, Iwi, other government and social services agencies and community groups.
Build and maintain relationships with the New Zealand Parole Board
- Apply a thorough understanding of the workings, standards, requirements and expectations of the Parole Board and achieve competence in preparing and filing applications.
Contribute to a safe working environment
- Report any hazards, accidents or near misses that occur.
- Adhere to safety standards and processes set down by Corrections aimed at preventing harm, including but not limited to the home visit policy.
- Participate in health and safety programmes as required, including own rehabilitation should the job holder sustain a work injury.
Job Description and Scope of Duties
The job holder is expected to perform such other duties as can reasonably be regarded as incidental to the job description, and such other duties reasonably within their experience and capabilities as may be from time to time assigned following consultation.
Person Specification
Developing and Maintaining Relationships/ Communication
- Ability to build and maintain effective working relationships with a wide range of people including external stakeholders to facilitate the accomplishment of work goals.
- Ability to be flexible and adapt behaviour to reflect diverse situations and people, and deal positively with difficult situations and people.
- Exhibits well-developed communication skills that enable clear, relevant and appropriate presentation of ideas, opinions, views and recommendations.
- Produces written communication that is clear, concise and logical, and of a high standard that is easily understood by the reader.
- Uses verbal communication that is respectful, non-threatening, delivered in a manner appropriate for the audience and appropriate for a learning context.
- Effectively uses technology to improve communication.
Problem Solving
- Analyse, evaluate and solve detailed problems and make well-reasoned decisions, based on reliable data and information.
- Recognises the need for and is able to make appropriate recommendations to improve systems and processes based on sound logic, analysis and reasoned argument.
- Applies knowledge of policies and procedures and practical experience when developing solutions to field problems.
- Knows when to seek guidance from others on matters of operational policy and procedure.
- Recognises and appropriately escalates issues for wider consideration and national implementation.
Technical Knowledge
- Contribute to building a practical understanding of business needs through participation in projects.
- Capable of understanding and applying Service business rules and policies.
- Able to understand and apply relevant legislation.
- Understand the importance of working cross-culturally and with Maori offenders and whanau.
- Understand and effectively use assessment, sentence planning and sentence management.
Self-Management/ Planning Skills
- Able to identify opportunities and take responsibility for making things happen.
- Able to plan and organise at a detailed level to ensure the most effective utilisation of available resources.
- Effectively manage time and workload, taking responsibility for learning and development, while maintaining a balance between work and personal life.
- Open to the assessment of own skill levels and seeks opportunities for skill development and enhancement.
- Demonstrate an awareness of own limits.
Teamwork
- Participate in team activities and contributes to the achievement of team goals.
- Makes suggestions for achieving team goals, involves others in decisions and actions and keeps relevant people informed.
- Maintain strong communication links with other CPPS staff and managers.
- Able to effectively pass on knowledge and benefit of experience to others.
Supporting Organisational Values
- Endorse and support the Departmental mission and values, and actively work to achieve them, behaving with the highest levels of professionalism and integrity towards colleagues and the community.
- Demonstrates an attitude supportive of Departmental directions in offender management and a commitment to work with the Department to make improvements in service delivery.
- Actively supports the team to ensure service delivery is managed at the highest levels.
- Demonstrates an awareness of the principles of the Treaty of Waitangi and their relevance to the work of the Department.
Qualifications
- Probation Officers must hold a current drivers’ licence. A tertiary qualification in a related discipline is preferred but not essential.
Appendix B
Position Title: Corrections officer
Reports To: Unit Manager, day-to-day responsibilities may be delegated to the PCO or SCO level
Service/Group: Prison Services
Location: Prisons
Date: August 2008
Purpose of Position
The Corrections Officer is a custodial position with the Prison Services responsible for the safe, secure and humane containment of Prisoners within or outside the prison and for managing Prisoners consistent with the Prison Services mission. This is to contribute to reducing re-offending.
Functional Relationships
Internal: Principal Corrections Officer, Senior Corrections Officer, Administrative Staff
External:
Key Accountabilities
Security
- Operate within the policies and procedures of the prison and unit
- Apply sentence compliance requirements
- Carry out the daily routine of the unit
- Identify potential risk, minimise likelihood and take remedial action if necessary
- Activate procedures for critical incidents and emergencies
- Ensure Prisoner discipline is in line with each prison/unit’s code of behaviour and legislative requirements
- Supervise Prisoner work groups
Supporting Offender Management
- Undertake sentence management with assigned Prisoners
- Encourage and facilitate participation in rehabilitation programmes
- Support other staff in the application of sentence management
- Facilitate dispute resolution for Prisoner grievances
- Coach Prisoners and apply pro-social modelling behaviours and active management
- Carry out formal “At Risk” & “Immediate Needs” assessments as well as induction interviews
Compliance
- Comply with the Policy and Procedures Manual, Sentence Management Manual and legislative requirements
- Contribute to the establishment of an environment that supports unit quality control
Health and Safety
- Commit to the development or maintenance of a safe and healthy workplace
- Identify and report on health and safety hazards, work related injuries and take corrective action if necessary
- Support the application of the Heath and Safety plan
- Comply with Occupational Health and Safety legislation
- Comply with Emergency Response Procedures
- Provide first aid & basic life support
- Familiarise with hazards identified in hazard register and take necessary precautions
- Contribute to and comply with hazard management plan
- Familiarise with and update health and safety documentation (e.g. hazard register, accident register, incident recording, workplace trends etc)
Administration
- Prepare reports and complete required documentation in accordance with PPM or administration procedures
- Liaise with other units, related agencies and individuals to establish and maintain unit and overall prison effectiveness
- Identify and report on suggested improvements on work methods to achieve unit’s purpose
Personal Development
- Ensure skill and knowledge relevant to the criminal justice system is maintained and up to date
- Understand the Prison Services mission and goals, and actively work to achieve them, behaving with the highest levels of professionalism and integrity towards Prisoners, colleagues and the community
- Manage and maintain personal wellness
- Complete relevant NZQA Offender Management qualifications
Teamwork
- Act as a positive role model for staff and Prisoners
- Participate in team activities to contribute to the achievement of team goals
- Maintain team communications processes to ensure information is effectively communicated to all unit staff and/or Prisoners
- Contributes to the budget and planning process
Person Specification
Technical Competencies
- Utilise the relevant functions of the Department’s IT system including IOMS
- Appropriate level of computer literacy as a basic requirement to fulfil the above function
- Knowledge of prison policy and procedure and legislative requirements; and to apply them practically
- Demonstrates understanding of compliance requirements
- Ability and willingness to undertake higher graded role(s)
Core Competencies
Offender Management
Provides effective support to Prisoners to achieve their sentence plan objectives and not to reoffend:
- Takes every opportunity to actively manage Prisoners through providing positive feedback, collaborative problem solving, motivational enhancement and pro-social modelling
- Observes and monitors Prisoner behaviour and environment to identify potential/ actual safety breaches, and takes appropriate action
- Co-ordinates and supervises all Prisoner activity in accordance with policy, procedures and legislative requirements
Safety and Security
Works to ensure a safe, secure and humane environment within a dynamic security context:
- Operates within the established safety and security policies and procedures and legislative requirements at all times
- Identifies unsafe situations and implements immediate action to maintain safety and security standards
- Identifies, reports and records all workplace hazards and breaches (potential or actual) of security in accordance with policy and procedures and legislative requirements
Communication
Communicates well with people at all levels:
- Communicates appropriately to a diverse group including Prisoners and their whanau and friends; co-workers, managers and the wider community
- Produces logical, sequential reports that are accurate and concise
- Communicates confidently and clearly
- Enters data correctly into the workplace computer
Teamwork
Works as part of a team encouraging co-operation and contributing to the achievement of team goals:
- Establishes and maintains open, honest and co-operative relationships with affected parties at all levels within the workplace
- Contributes appropriately to the performance of routine tasks
- Contributes effectively to team discussions and decision-making
Self-management
Manage themselves to be positive and professional at work:
- Performs all duties with a positive and professional attitude
- Is well dressed, groomed, with good personal hygiene
- Maintains a professional manner when confronted with hostile or unco-operative interactions and demanding situations
Health
Manages personal wellness and fitness for duty:
- Maintains adequate level of personal fitness to carry out assigned duties
- Has a wellness strategy to maintain personal health
- Reports for work fully fit to carry out assigned duties
Supports organisational values
Supports the values of the Prison Services and Department of Corrections:
Acts with honesty and integrity
Respects others and is responsive to the needs of others
Takes responsibility for own actions
Understands, supports and practises EEO principles and policy
Gives effect to new departmental initiatives and responds constructively to change
Cultural Responsiveness
- Demonstrates an awareness and understanding of Te Tiriti o Waitangi and related departmental policy
- Promotes and supports departmental cultural initiatives that meet the needs of Prisoners, staff and the Community/Iwi
- Attains appropriate NZQA Cultural Unit Standards (once developed and registered)
- Maintains and supports effective working relationships with Tangatawhenua through established networks
Contributes to and maintains a culturally safe working environment
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