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

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iii) the former employee left the public service or agencies due to ill healthand cannot provide recent and conclusive evidence of recovery.b) The re-appointment of former employees should occur withdue consideration to the merit and efficiency principle. Dualappointment in this regard may be recommended with apurpose to mentor new entrants who occupy scarceoccupational class. In the request for re-appointment, thefollowing aspects must be stipulated:i) The recruitment procedures followed;ii) The selection criteria which was applied;iii) How the interest of the Department will be served with the reappointment,especially if the original grounds for termination of servicesare weighed against it;iv) Whether the former employee is being re-appointed in the samedepartment or post or the same comparative functions;v) Whether the need was present when the former employee’s service wasterminated; andvi) Reasons why further recruitment actions are not an option.c) Former employees who had the opportunity of an extensivecareer within the Public Service should, as a rule, standback for young entrants to the labour market and other jobseekers who also meet the prescribed appointmentrequirements.d) The importance of transfer of skills should be taken intoaccount when a decision to re-appoint is taken (especially ifthe former employee has skills, which render him/ herindispensable).7.3 Appointment on contract/additional employment7.3.1 An executing authority may, within the relevant budget,employ persons additio nal to the approved establishmentwhere:-a) the incumbent of a post is expected to be absent for such aperiod that her/his duties cannot be performed by otherpersonnel; or142
) a temporary increase in work occurs; orc) it is necessary for any other reason to temporarily increasethe staff of the department.NB: The remuneration of a member on a contract with a fixedterm will be equal to the remunerative package of anequivalent permanent worker, which derives from:d) evaluation of the job in line with the Public ServiceRegulations, ore) the remuneration package of a similar existing post143
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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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The focus of this step, which is pa
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description or possible explanation
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• How does the policy of the (DWA
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questionnaire for line managers com
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due to the restructuring of the org
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occurrence was translated into a pe
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Secondly the policy is instrumental
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Question 4: Does the policy state o
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Yes, the policy does include DWAF
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Question 18: Does the policy state
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Step 6: PlanningThe policy does not
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est candidate. There is no referenc
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CHAPTER 6PRESENTATION AND ANALYSIS
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participating Line managers are 33
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Table 6.5: ApprovalInvolvement in L
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Table 6.7: Panel demographicsDescri
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or were in training. In summary all
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ecruitment and selection policy. Ad
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advertisement must specify the comp
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Table 6.17: Notification of the uns
Page 103 and 104: Table 6.20: Competency assessmentPs
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Page 107 and 108: Table 6.24: Accurate job informatio
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Page 111 and 112: The comments of HR managers overlap
Page 113 and 114: The second most popular recommendat
Page 115 and 116: Table 6.30: Recommendations from li
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: a) The completion of an application
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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