an evaluation of the recruitment and selection policy and practice in ...

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• It should be a relaxed, stress free atmosphere.• The panel should give you a fair chance to prove yourself.• I don’t know how the selection process works, when you apply for a job yougo through emotions, firstly you apply for an answer when you receive a callyou prepare for the interview. At the interview if all goes well, you sit andwait for an answer, when you get the job you concentrate on working hard. Idon’t think people wonder about the recruitment process or should I say – Ididn’t. I was just happy to get the job and my focus was on my jobdescription.• Confidentiality.• Candidates should be judged according to their competencies.• The EEA should be kept in mind when recruiting and selecting is being doneand the panel should be representative of as many as possible populationgroups.• To do references check on the qualifications of interviewee’s.• Preparation for the new recruit should be done before the appointment.The same question was asked to line managers and HR managers, to compilerecommendations, as well note where practical pit-falls were. The themes of therecommendations are tabled in Table 6.30.102
Table 6.30: Recommendations from line managers and HR managersThemesNo. of%responsesTraining 4 16Interference 2 8Legal framework 1 4Inherent requirement specifications 3 12Office Politics 1 4Competency based questioning 2 8Assistance from HRM 1 4Induction 2 8Source preference 2 8Competency assessments 2 8Interview planning 1 4Panel objectivity 1 4Reference Checks 1 4Recruitment and selection procedure 1 4Senior management support 1 4More training for panels (16 percent) was especially recommended by HRmanagers who are regarded as the experts of the process, and leaned onexcessively especially due to the despondent attitude of line managers and otherpanel members. The following comments encapsulate this need:• Supervisors need training• Training of line managers, transformation, representatives and other panelmembers on the Recruitment policy and procedures as well as why we followa Competency Based Recruitment process and how it works.• Training in order to prevent interference.Attention to the compilation of inherent requirements and job descriptions wasadvised (12 percent). Some remarks were:• More emphasis on qualifications and experience as well as personality• Proper job analysis needs to be done: analysis of competencies andresponsibilities.103
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DECLARATIONI, Heinrich F.W. Mettler
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ACKNOWLEDGEMENTSThe success I have
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CHAPTER 2THE DRIVE TOWARDS SERVICE
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CHAPTER 5POLICY ANALYSIS5.1 INTRODU
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LIST OF FIGURESPAGEFigure 2.1 Strat
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LIST OF APPENDICESPAGEAppendix A Qu
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esources should enhance the Public
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The mission of DWAF is to serve the
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competition and sound labour relati
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1.8 OUTLINE OF THE CHAPTERSChapter
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• Combating Corruption.Holdsworth
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Hutton (2001:24) remarks that it is
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• Value for money - Public Servic
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• Introduce greater mobility to e
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2.7 HUMAN RESOURCE MANAGEMENTIn the
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2.8 RECRUITMENT AND SELECTIONRecrui
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CHAPTER 3RECRUITMENT AND SELECTION3
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• ensure that legal requirements
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easons that the essence of this leg
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The purpose of a company’s recrui
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Policy referralNeed assessmentYESAp
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Change equals opportunity and the d
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This document assists recruiters in
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professional in exercising their re
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• Advertisements - the most widel
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The line manager, with assistance o
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venue should also create a favourab
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that it measures acquired competenc
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Some of the more popular ways of ad
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3.6.19 Step 19: ReportingITO Focus
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Page 67 and 68: • How does the policy of the (DWA
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Page 81 and 82: Question 18: Does the policy state
Page 83 and 84: Step 6: PlanningThe policy does not
Page 85 and 86: est candidate. There is no referenc
Page 87 and 88: CHAPTER 6PRESENTATION AND ANALYSIS
Page 89 and 90: participating Line managers are 33
Page 91 and 92: Table 6.5: ApprovalInvolvement in L
Page 93 and 94: Table 6.7: Panel demographicsDescri
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Page 97 and 98: ecruitment and selection policy. Ad
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Page 101 and 102: Table 6.17: Notification of the uns
Page 103 and 104: Table 6.20: Competency assessmentPs
Page 105 and 106: (23 percent used exclusively and 54
Page 107 and 108: Table 6.24: Accurate job informatio
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Page 111 and 112: The comments of HR managers overlap
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Page 117 and 118: where we began short-listing and we
Page 119 and 120: The four sub-problems have been dea
Page 121 and 122: system. This is possible due to the
Page 123 and 124: • Train competency assessment spe
Page 125 and 126: Department of Water Affairs and For
Page 127 and 128: Kador, J. 1997. The managers book o
Page 129 and 130: Appendix AQuestionnaire1. Which rec
Page 131 and 132: 9. Was the selection panel represen
Page 133 and 134: 20. In terms of the testing which o
Page 135 and 136: Appendix BQuestionnaire for Line Ma
Page 137 and 138: 6. Which candidates enjoyed prefere
Page 139 and 140: 15. How many panelists were active
Page 141 and 142: Language of test proficient - in li
Page 143 and 144: Policy evaluation- Section BLiterat
Page 145 and 146: Appendix CDEPARTMENT OF WATER AFFAI
Page 147 and 148: 7. POLICY PROVISIONS7.1 ADVERTISING
Page 149 and 150: competencies which have been identi
Page 151 and 152: • Finalise short-list after conta
Page 153 and 154: a) The completion of an application
Page 155 and 156: ) a temporary increase in work occu
Page 157 and 158: Appendix DRespondents biggest frust
Page 159 and 160: 12. I don’t know how the selectio
Page 161: 17. All panel members need to spend
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