Manage Recruitment and Induction Process

Manage Recruitment and Induction Process

EXECUTIVE SUMMARY
This report is intended for the recruitment and selection processes of Healthcare united and the development of a new and improved recruitment and selection policy that Healthcare United can adopt in order to improve the recruitment and selection process of the company.

This report identifies and analyses the 2000 Healthcare United recruitment and selection guidelines against the current 2010 Healthcare United recruitment policy and relevant legislation. Identify and discuss key areas for each procedure that need revising because they are contrary to 2010 policy, out-dated compared to current research and practice and do not comply with the legislation. This report comprises the information regarding the analysis of the policy and procedures of existing recruitment and selection processes for Healthcare United which is one of the best healthcare professionals in Australia. This organization currently employs 1500 healthcare professionals with two sites in Victoria and NSW. They recently developed a new strategic plan that involves opening another office in Hobart. Report consists of the comparison between the year 2000 Healthcare United recruitment and selection guidelines against the newly developed 2010 Healthcare United recruitment and selection policy and relevant legislation. Following key areas are going to be considered while comparing, time frames, personnel involved, documentation, training, monitoring and evaluation.

This Healthcare United sets out additional requirements and standard processes specific to NSW and Victoria to recruit the best people for the job in a timely, open and transparent manner. It provides direction in recruitment and selection processes to achieve greater flexibility in recruitment options to attract a diverse range of people. It encourages the use and review of a range of selection techniques when recruiting potential employees. This policy also ensures that actions are based one ethical decision making and in accordance with the relevant legislation.

With the recognition of these issues, this report highlights some recommendations that will address those concerns and improve procedures and the overall process.

Summary of the Recommendation:
After a thorough analysis, recommendations that are highly suggested for implementation to areas listed below: * Vacant position
* Position description
* Lodge an advertisement
* Short-list applicants
* Interview preparation
* Interview applicants
* Reference checks
* Job offer
* Feedback to unsuccessful applicants

INTRODUCTION
Healthcare United is a healthcare provider and currently employs 1,500 Healthcare professionals with two sites in Victoria and NSW. It aims to be the number one provider of Healthcare professionals in Australia. Healthcare United recently developed a new strategic plan that involves opening another office in Hobart. As an organisation its vision is to provide the best qualified and trained human resources available for clients, an up-to-date technology in all services for both clients and staff, innovative best practices and procedures from both inside and outside the organisation and the best facilities and procedure in a competitive environment. For Healthcare United, recruitment and selection is a critical activity for all organisations to ensure that it has the right people, at the right time, in the right places, equipped and able to do what needs to be done to fulfil organisation objectives.

ANALYSIS OF 2010 RECRUITMENT AND SELECTION
Key Areas| United Healthcare 2010|
Timeframes| Timeframe of selection & recruitment 2-3 weeksTimeframe of advertisement 10 working days| Personnel| Managers will have the major responsibility of selection andrecruitment and HR will support them| Documentation| Manager will response for all documentation with the support of HR department| Training & support| Manager will have major responsibility of training & supportand HR department will help managers in their roles| Monitoring & evaluation| Monitoring and evaluation will be the responsibilities of General Manager, trained selection panel and managers respectively |

PROCEDURES ANALYSIS:
Key areas for revising| Contrary to 2010 policy| Outdated with currentresearch and practice| Do not comply with current legislation| Vacant positionanalysis| Procedure for analyzing vacant position is contraryto 2010 policy. In 2010 all the responsibility is shifted from HR to managers| Yes it is outdated as current research shows that all theresponsibilities of analyzing vacant position is done bymanagers.| Do not complywith the currentlegislation.| Position description| Position descriptiondevelopment is contrary to 2010 as in 2000 HR department was responsible for this task| Yes it is outdated as current research and practice shows that the development of position description should be done by managers.| Yes it does not comply with the current legislation| Advertisement| Yes it is contrary to2010 as in 2000 all positions were firstly advertised internally for a minimum of ten working days through a newsletter on intranet and noticeboards.| Yes it is outdated as current research says that the new vacant position should be advertised internally and externally together for tenworking days.| Yes it does notcomply with thecurrent legislation asthere is special exemption to internalrecruitment must be approved by the generalmanager| Shortlist| Yes it is contrary to2010 as in 2000 short listing was done by HR department while in 2010 all the responsibilities are of Managers.| Yes it is outdated as current research says that the short listing of applicants must bedone by the managers.| Yes it does not comply with the currentlegislation. Managers are responsible forthe short listing process.| Interviewpreparation| No it is not contraryto 2010. All the interviews and preparation is doneby HR.| No it is not outdatedto current researchand practice.| Yes It complieswith thelegislation.| Interviewapplicants| No it is not contrary to 2010.All the interviews are conducted by trained | No it is not outdated to current research and practice.| Yes it complieswith the legislation| Reference check| Yes it is contrary to 2010.As Reference check must be done by managers according to 2010 policy while in 2000 it was done by HR.| Yes it is outdated to current research as reference check should be done by managers.| No it does not comply with the legislation as HR is not responsiblefor reference check.| Job offer| Yes it is contrary to2010.As the job offer is to be finalized by managers.| Yes it is outdated to current research as the job offer should be given by managers.| No it does not comply with the legislation| Feedback tounsuccessfulapplicants| Yes it is contrary to 2010.As the feedback to unsuccessful internal applicants is to be given by managers with the support of HR.| Yes it is outdated to current research as the feedback to unsuccessful applicants must be given in a meeting by managers.| No it does not comply with the legislation|

CONCLUSION
As analysis, we identified couple of issues regarding 2000 and 2010 policies and procedures on recruitment and selection process of the company. Healthcare United management should make sure of its policies and procedures regarding selection and recruitment process when making changes. Changes on key areas needs to be clear, accurate and precise. A constant monitoring and documentation on company’s progress should be implemented on a regular basis. Also Healthcare united should be aware of the legislations in making its policy and procedure to avoid future problems. A satisfied and effective employee makes a company happy.

RECOMMENDATION
Recommended recruitment and selection process:
1. Analyse the vacant position
When a position becomes vacant, the recruiter needs to consider whether: * the role is still required
* there is ongoing funding available to continue with the filling of the vacancy * the role needs to be reviewed and updated to meet current/emerging business requirements. Manager
* Estimated timeframe 2-3 days
* When a position becomes vacant the following procedure must be completed. Procedure:
* Position needs analysis conducted by managers and approved by senior management. * Managers explore implications options, legislative and award requirements.

2. Position description:
A position description is an important prerequisite to successful recruitment and selection. Estimated timeframe: 3-5 days
Procedure:
a. Position descriptions are developed by managers using a position description template * and include:
* Position title
* Key objective
* Qualifications required
* WHS component
* Terms.
b.Senior management to sign off on position description.
3. Lodge an advertisement
Healthcare United’s advertising policy:
* Position must be advertised internally and externally for a minimum of 10 working days in HU newsletter unless there is special authorization from senior management for the advertised online and in leading national newspapers. * Timeframe: 20-25 working days.

Procedure:
* Managers create advertisement with the support of HR for HU newsletter on intranet. * Managers send advertisement with the support of HR advertisement to publications department to post on the internet. * Managers with the support of HR create advertisement for authorized external print media.

4. Short-list applicant.
Short-listing is a process of elimination. However, healthcare united requires that all internal applicants be interviewed. Timeframe: 5 days minimum
Procedure:
* Administration staff to collate all resumes and give to managers. * Managers to read over position description and advertisements. * Managers to read each external applicant resume and divide them into ‘yes’, ‘no’ and ‘maybe’ piles. * Managers read all internal applications and complete the short-list charts. * Managers then collate all documentations from internal applicants and short-listed external applicant. * Managers organize administration staff to send all external applicants not shortlisted are standard letter by post.

5. Interview preparation:
The interview is the most critical component of the entire selection process. It serves as the primary means to collect additional information on an applicant. It serves as the basis in assessing an applicant's job-related knowledge, skills, and abilities. It is designed to decide if an individual should be interviewed further, hired, or eliminated from consideration. Timeframe – interview preparation 1-2 days

Procedure:
1. Managers and HR members request administration staff at head office to organize: * Comfortable and quite location
* Food and beverages for interview panel
* Interview schedule.
2. Managers and HR to organize interview documentation which includes: * Position description
* Resumes for each shortlisted candidates
* Consent to check and release police record form.
* Standard interview questions for HR members of interview panel. * Interview assessment forms for interviewers.
* Use checklists for documentations.
3. Manager organizes interview panel: two members of HR department and one staff member for job related department with one of the HR members being the chairperson. 4. Manager chooses and advises the staff member of their role as ‘expert’ and requests that they think of three job related interview questions.

6. Interview applicants
Interviews are to be conducted only at Head office. Interviews are to be 30 minutes in duration with a 5 minute break in between. No more than 12 interviews should be conducted in a day. Timeframe: schedule interviews 1-2 days depending on number of applicants. Procedure:

* Chairperson greets candidate and makes introductions.
* Chairperson opens interview.
* Managers and HR member of panel ask applicant a series of standard interview * questions.
* Staff member from job-related department ask three question * Chairperson asks applicant if they have any question
* Chairperson informs the candidate of the process.
* Panel thank candidate for attending
* Panel complete a interview assessment
* Panel select applicant
* Gain approval from senior management subject to reference check.

7. Reference checks:
Reference checks are an important part of the selection process. Healthcare united reference check must be conducted on both internal and external applicant by the managers and support of HR department. Timeframe 1-2 days depending on number of applicant.

Procedure:
* Phone workplace of applicant and speak to manager/referee. * Introduce self-organization and purpose of call.
* Ask standard questions about applicant’s knowledge and skills. * Ask about applicant’s personality
* Ask manager for their opinion of applicant standard of work. * Ask manager if there have been any problems with applicant. * Discuss references with other HR persons on interview panel.

8. Job offer
Job offer needs to be made immediately after reference check. Timeframe 1-5 days.
Procedure:
* Managers with the help of HR department organize written contract to be drawn up with terms and conditions. * Administration to post contract to applicant
* Upon receive of signed contract HR post new employee advice about induction program.

9. Feedback to unsuccessful applicants:
Healthcare united requires all unsuccessful internal applicants to be provided feedback in individual meetings with managers and a member of the HR department. Timeframe 1-2 days depending on number of applicants.

* Managers with the support of HR department ask administration to schedule 30 minutes meeting with each unsuccessful internal applicant. * Managers with the support of HR department representative to conduct feedback meetings with unsuccessful internal applicants. * Managers with the support of HR department representatives to form unsuccessful external applicant and offer feedback. * Managers with the support of HR department to file hard copies of notes about unsuccessful applicants.

The key factors of the recruitment and selection policy are:- * Managers will assume major responsibility for the recruitment and selection of staff, the training of required personnel and supporting documentation * HR department will support managers in this role

* Timeframe for recruitment and selection will be two to three weeks maximum * Position analysis will be conducted on all vacant or new positions * All vacant and new positions will be advertised internally and externally for ten working days unless special exemptions apply and be advertised online and in leading national newspapers * Special exemptions to internal recruitment must be approved by the general manager. * All interviews must be conducted by a trained selection panel * Selection of staff is subject to reference checks conducted by the manager * Healthcare United is an equal opportunity employer.
 

BSBHRM506A Manage Recruitment, Selection and Induction Processes

BSBHRM506A Manage Recruitment, Selection and Induction Processes

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BSBHRM506A Manage recruitment, selection and induction processes

Assessment 3

9/1/2014

ACC140130

Mitch Mueller

TABLE OF CONTENTS

INDUCTION AND ORIENTATION

TASK 1

INDUCTION GUIDE………………………………………………………………………………………….….........................4

MENTORING SYSTEM…………………………………………………………………………………………..........…………...5

TASK 2

STUDENT ORIENTATION SURVEY....................................................................................................7

* INTRODUCTION

* ORIENTATION GOOD PRACTICE PRINCIPLES

* CURRENT ORIENTATION PRACTICES

* CONCERNS WITH CURRENT ORIENTATION PRACTICES

* IMPROVING ORIENTATION AND TRANSITION THROUGH COORDINATION

TASK 3

PROBATIONARY PLAN...................................................................................................................11

TASK 4

ORIENTATION SURVEY...........……………………………………………………………………...........……….………….12

INDUCTION POLICY AND PROCEDURE..........................................................................................15

HR INDUCTION & ORIENTATION

INDUCTION

New staff induction guide

  Before Arrival | Supervisor Responsibility | HR Responsibility |

| Prepares for new starter arrival using pre-arrival checklist.Schedules meetings and activities for new starters first week | Completes recruitment and selection   processSends employment Offer Letter to preferred candidate |

  | New staff | Supervisor | HR |

 Starting Essentials | Begins to orient themselves to BS Training including the use of the BS Training Online Orientation resourceCollects ID / passes | Welcomes new starter and provides brief unit orientation. | Holds Welcome meeting with new starter & completes important forms.Provide campus map |

  | New staff | Supervisor | HR |

 Settling In | Essentials information has been read and completed and returns Employee Acknowledgement Form.Undertakes job shadowing | Provides detailed induction to unitConducts a one to one discussion with new starter about job roles in following areas: * Delivery * Professional development * Record keeping * Planning and review * Professional conduct * Assessment * Student supportSupports new employeeOHS checklist completed | Provides ongoing support to new starter and supervisor.        |

  | New staff | Supervisor | HR |

 Ongoing | Continues to build skills and knowledge to meet all performance standards.Attends mandatory training courses including OHS awareness. | Completes Probation reviewsProvides ongoing support for new employee's developmentConfirms OHS courses have been attended.Mentoring and coaching | Provides ongoing support to new starter and supervisor. |

Policy

Identify e purchased from Australian owned companies wherever possible.

Procedure

BS Training resources include:

Equipment

Facilities

Human resources

Raw materials

Software

Stock and supplies

1. Finance department assesses how well utilized the entire resource pool is on a monthly basis - helps to ensure the most valuable resources are used to maximum effect

2. Resource Management Software is being used – to easily spot when resources are double booked, or a project plan has been rescheduled

3. Search for resources to fill requirements

4. All applications must be submitted with a minimum of 3 quotations

5. All purchases must be approved by the Finance Manager in writing

6. All rge employees who are under performing

Procedure

Objective setting at the start of employment

At the start of the employment objectives will be discussed and agreed with the individual and their line manager based on their job responsibilities and the departmental objectives.

HR manager tasks:

* Identifies a key contact person who will coordinate and be responsible for follow-through on establishing, supporting and maintaining the mentoring program.

* States the desired outcome or purpose of a Mentoring Program.

Mentors´ tasks:

* Assist new employees in being properly oriented in the organizational structure

* Introduce new employees to the other associates, the given organizational set-up

* Provide information on the formal and informal requirements at the workplace

* Support and encourage clients, provide consultation

* Assist the most proper way of working in the given jobs

* Participate in the preparative trainings, as well as supervision and case-discussion team activities organized for them

* Detect workplace problems, and notify the same to the coordinator and job counsellor

Staff tasks

* Develop mutually agreeable goals for the mentoring relationship that are specific, measurable, achievable, realistic and timely

* Communicate openly and honestly with the mentor

* Takely basis – towards supporting workplace integration.

Documentation

* The goals of the program

* The basic principles of mentoring

* The specific process of mentoring within the company

* All meeting outcomes analysis and formal progress reviews must be recorded and filed

Student Orientation Survey

Executive Summary

This paper outlines ‘good practice’, reviews current BS Training approaches and identifies areas where orientation and transition support for first year students at BS training can be improved.

Information is provided on plans to extend the IT-section of BS Training to provide better interaction with students and possible extension.

Proposals to develop a coordinated approach for addressing student transition and school-wide oversight.

This paper will be circulated widely as part of a consultation process. The aim is to refine the paper and proposals and to achieve the schools support for the student induction, orientation and transition strategies and structures

1. Introduction

Orientation and transition issues and emphasise:

* The academic and social integration of students into the institution.

* Providing detailed information about the content and requirements for each unit and course of study.

* Activities that encourage interaction between students and between students and staff.

* The induction process being spread over at least the first six weeks of semester.

* The need to explicitly address transition issues, academic expectations, and students’ preparedness for college study.

* The importance of activities occurring within the students’ school/faculty of study.

Students sought the following from orientation:

* Explanations of expectations.

* Explanations of the different teaching and learning methods used.

* Clear course aims and objectives and an understanding of where units and courses will lead.

* Ongoing academic support throughout first year.

* Support of lecturers, tutors and other students.

The students consistently indicated that what they want from orientation was information that would assist them to cope with their first week of classes: their timetariority for all staff during the orientation process.

* Students need to be provided with detailed information about the content and requirements of their units/course of study.

* Any discrepancy between the expectations of the students and the expectations of the institution must be explicitly addressed.

* Students must have access to appropriate study skills support.

3. Current Orientation Practices at BS Training

A new student to the college has the opportunity to participate in one session prior to the beginning of semester:

* Enrolment Days consisting of a general information session and, for some students, a faculty/school information session. Not all faculties or schools participate and the content of the sessions varies enormously.

* Handbook, the literature provided by BS Training includes the general policies and procedures as well as an orientation for first time students

4. Concerns with Current Orientation Practices

Based on the good practice principles identified earlier, there are a number of concerns about current orientation practices at BS Training.

* Orientation is event based rather than being a coordinated process. The focus is on Orientation Week with very little attention paid to the weeks prior or to the first six weeks of semester.

* Each event is seen as an opportunity to provide students with everything they need to know about studying at BS training.

* Events are often coordinated and run by junior administrative and academic staff with little input from senior staff. Many students do not meet lecturers and tutors until their first class

* Insufficient time is spent during orientation activities clearly articulating the content and requirements of units and courses. Descriptions in handbooks are often inadequate and students begin the semester with little knowledge and often unrealistic expectations about what is to come.

* Expectations of the institution, faculty and/or school are often not well articulated, making it difficult to identify and address discrepancies with the expectations of the students.

5. Impes and where their courses are directed;

* Promoting a clear understanding of the aims and objectives, learning outcomes, learning processes, assessment methods, and teaching and learning methods of their courses.

* To facilitate students’ connection with the university by:

* Promoting involvement in university life, including engagement with their peers;

* Supporting social transition;

* Supporting students to stay on in their subjects and courses.

* To promote and enhance student’ learning by:

* Developing basic skills and knowledge necessary for the commencement of university study.

* Recognising and taking into account students’ diverse backgrounds and abilities.

Orientation Guidelines for School

1. Information Session at Enrolment Advice Days

* Involve 1st year teaching staff and relevant admin staff

* Provide detailed information about course and unit content, hours, pracs, expectations, with a focus on assisting enrolment decisions.

* Provide opportunity for prospective students to talk to academics and ask questions.

* Involve past students and provide opportunity to ask them questions.

2. Faculty/School Orientation Session(s) during Orientation Week

* Practical information for Week 1.

* Tour of campus with particular focus on classrooms for Week 1.

* Activities that foster interaction between students, and students and staff.

* Central involvement of mentors.

* Address expectations of University and course of study.

* Assistance to work out timetables.

* Signing up for tutorials.

* Address transition issues.

* Diagnostic testing of students to identify those requiring study skill development:

- provide appropriate program of support

- encourage enrolment into HFE100 (writing and thinking at University).

3. Week 1 of Semester

* Hand-out and explain unit outlines in all first lectures.

* Monitor attendance at first lectures

- follow-up those not present and ensure they receive essential information.

* School/faculty social activity for first year students to facilitate networks and integration. Need staff and mentors in attendance.

* Induction meetings with all tutors, FEU, library, and Student Services.

4. Weeks 2 – 6 of Semester

* Monitor attendance at all tutorials and follow-up those not attending.

* Actively promote and assist students to engage in study skill workshop opportunities (central and/or faculty based).

* Early assessment to identify students requiring additional study skill support.

* Overhead at the beginning of each lecture to draw attention to important issues each week.

* Identified person within faculty to provide “counselling” to those students considering withdrawal.

* At least one school/faculty based social function to facilitate connections with mentors, staff and other students.

5. Ongoing

* Provide central point of contact for students

* Continue to monitor progress and link with supports as appropriate.

Probationary Plan

The objective of reviews during the Three Month Probationary Review period is to keep communication flowing and address any concerns, teething problems’, training or accountability issues and provide clarity on priorities, early rather than leaving everything to the end of the three month probationary period.

Employees will feel more positive and focused about their contribution – this leads to a happier, more settled employee and a productive workplace.

The purpose of this meeting is for the employee and the Manager to discuss the past weeks and highlight any areas that may need to be addressed.

Typical examples are:

Planning – or lack of:

* Communication

* Positive attitude

* Work load

* Expectations and deliverables

* Training

* Retention

* Presentation

* Follow through

The employee will have an opportunity to communicate how they feel they are performing within the guidelines given for the role. We will discuss what areas are enjoyed, what areas if any, are proving difficult, expectations and accountability. This is also an opportune time for the team member to articulate whether the role is as depicted during the interview process.

The Manager will then give feedback on how the team member is performing to our expectations and document Action Plans if required.

Book a time and advise the Team Member of the meeting and the purpose. Allow approximately 30-45 minutes.

* Clarify their perception on the accuracy of the depiction of the role, during the interview process. “Is the role as we depicted?”

* Invite candidate to talk about their role covering the above, talk about issues they may have and any improvements that they have made.

(Document issues or concerns raised and come back to them at the close.)

* Manager gives feedback on performance.

(Highlight any relevant issues with examples if possible)

* Discuss issues raised

(Document specific action or outcome)

* Discuss appropriate training, retraining, refocus and appropriate time lines. The Team member will receive a copy of documented Action Plan.

* It is important to include expected milestones against each responsibility in the Job Description for the probation period.

* Advise an appropriate date to revisit the above and review the second month.

Task 4

a) Orientation Survey

We appreciate your attendance of one of our New Student Orientations. In an effort to ensure continued quality we ask students to please rate the following areas using the scale for each. Thank you.

Top of Form

Did you make a reservation for this orientation?

YES NO

Check-in Process

The process was easy.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Staff was courteous and helpful.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Orientation Sessions

Welcome to College / You're not in High School Anymore

Session was helpful to me as a new student.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Materials were clear and concise.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Financial Aid, Business Office, and Registrar

Session was helpful to me as a new student.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Materials were clear and concise.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Academic Integrity

Session was helpful to me as a new student.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Materials were clear and concise.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Student Session / Panel

Session was helpful to me as a new student.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Materials were clear and concise.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Student Activities, Public Safety, Dining Hall, Counseling, and Housing

Session was helpful to me as a new student.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Materials were clear and concise.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Learning Strategies

Session was helpful to me as a new student.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Materials were clear and concise.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

Banner Web Session

Presentations were clear and understandable.

Strongly DisagreeDisagreeUncertainAgreeStrongly Agree

General Comments and Questions:

B)

Induction Policy and Procedure

* CCC will ensure that all new staff are provided with a detailed and structured induction program. This program is designed and structured to provide the new staff member with a complete overview of the organisation and its many functions.

* The induction program will be conducted by CEO/ DOS or designated staff based on the nature of the work the person will be engaged in and the availability of senior staff.

* The induction program and contents will vary to some extent dependent on the nature of the work and the level of responsibility of the new staff.

* Orientation will be held upon commencement to familiarize new trainers and assessors with the training environment.. This initial orientation will be inclusive of all regulatory requirements.

* The induction program will continue throughout a four week period with support being provided both by the Director of Trade and Training who will oversee the development and assimilation of each new trainer and assessor

* Monitoring induction and its implementation will include a review of the process by each inductee at the completion of the induction period.

* Where a trainer and assessor is appointed from within the current CCC teaching complement, an induction process will still occur with a particular focus on vocational education and training and related regulatory requirements.

RESEARCH ESSAY– SEMESTER 1 2015

RESEARCH ESSAY– SEMESTER 1 2015 

INFORMATION 
Your research essay must be submitted in week 10. Penalties will apply for late submission. 
The following matters should be given particular attention: 
1. Writing assignments must not exceed the word counts indicated. Double space your pages, use a 12-pt Times New Roman font, use 2 cm margins on all four sides of your page. 
2. Your essay must include an abstract/synopsis, introduction, essay body that clearly addresses the problem areas, a conclusion and a properly referenced bibliography. (refer to the research essay marking rubric for further guidance) 
3. Evidence of extensive research beyond the prescribed text is required. Ensure these are referenced appropriately in your bibliography. Refer to the statement regarding plagiarism. 
4. NO extensions will be granted unless supported by appropriate documentation prior to the due date. 
5. This assignment must be handed in for successful completion of the course and will count 20marks towards the final mark. 
6. The word count for the research essay is 3000 words. Please refer to the Research Essay Marking Rubric for the specific allocation of word count for each specific section of your research essay (refer point 2 above). 
7. Points (fractional marks) have also been allocated to each specific section of your research essay. 
8. The research essay is to be conducted in groups of two. Students do not have the option to extend or reduce the size of the group.If the class has an odd number of students then one student must undertake the assignment on their own. 
9. Groups must select a company from the Australian Securities Exchange (ASX) website and download the 2014 annual report. Groups cannot do the same company and preferably from different ASXsectors and should discuss their selection prior to commencing their research essay. No banks allowed. 
RESEARCH ESSAY TOPIC 
“Income is often described as a ‘flow’ as distinct from a ‘stock’ (e.g. of net assets or capital). Companies do have … net revenues. But that is only one part of the increment in wealth.”Chambers, R. J., 1983, ‘Price Variation and Inflation Accounting, McGraw-Hill Book Company, Sydney, p34. 
Today AASB / IASB distinguish the ‘flow’ as either revenue or gains therefore acknowledging the distinction made by Chambers. 
Select a company from the Australian Securities Exchange website and download the 2014 annual report. 
1. With reference to the above statementdescribewhat you understand by the term ‘income’ and how they are measured using examples from your selected annual report. 
2. Discuss‘income’ and the problems of measurement in the context of the present AASB / IASB standards and framework. 
3. Evaluate the categorisation and treatment of ‘income’in your annual report in the context of AASB / IASB standards and framework. 
4. Comment on the relationship between the measurementof ‘income’and decision useful information with examples from your selected annual report. 
TUTOR ENGAGEMENT 
1. Week 1 – Tutor to advise students that the research essay is available and over the coming weeks they should think about forming groups of 2. 
2. Week 1-6–EMPHASISE TO STUDENTS TO BEGIN THE WORK EARLY. All students to form groups of two and advise tutor. A discussion of the ASX sectors to take place. Students should discuss the selection of a sector and company that interests them. Tutor to record the groups. No groups are to have the same company. Banks are not allowed as they have particular problems. Over the weeks 1-6 groups should select a company. 
3. Week 3 – Groups are to advise the tutor of the company selected. Tutor to record the company selected by each group ensuring no group has the same company. 
4. Week 6– Tutor should stress the importance to groups of beginning the work early and following the marking rubric. 
5. Tutor to discuss problems arising and the differences between sectors and companies. 
6. Dedicate some time each week for discussion of the research essay.