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

The four sub-problems have been dealt with in the previous chapters. Althoughrecruitment and selection practice in DWAF generally comply with its Recruitmentand Selection policy, which in turn are in line with Best Practice, a number ofrecommendations need to be made to ensure consistency and a sound process,as well as to meet the standards of the model developed in Section 3.6(Figure.3.1).In analysing the content of the Recruitment and Selection Policy, the followingconclusions were made:• The recruitment and selection policy is comprehensive, well researchedand legally sound.• Shortcomings relate to cost, conditions for waiver and a standardizedrecruitment and selection procedure.• Due to shortcomings and unclear definitions the policy can easily bemanipulated and therefore is at risk of becoming inconsistent in itsapplication.When comparing the results of the survey to the developed model (Section 3.6)the following main conclusions are derived:• There is no standardised recruitment and selection procedure.• The policy is the responsibility of the HR managers.• Several alternatives are investigated before initiating a recruitment drive.• Request for approval to fill a position is a team effort from the line andHR managers.• Selection is based upon the inherent requirements of the job.• The policy does not provide guidelines or give reference to documentationthat guides the composition of inherent requirements for positions; thiscould lead to inconsistent or biased profiling.• Panels are representative of the community demographics and consist offour to six members, of which all participate in the interviews, implyingthat panels are trained.• The bulk of new appointees are externally sourced.• Advertisements are the preferred recruitment method but other methodsare also employed.107