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

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• Development of a competency framework with competency-basedrecruitment and performance management systems for the SeniorManagement Service.• Development of Public Service Human Resource Development Strategy.• Development of an action plan to alleviate the impact of HIV/AIDS in thePublic Service.• Implementation of the Public Service Anti-Corruption strategy.Although all of the above are related to people management, further discussionwill be limited to the Batho Pele and the Senior Management Services Initiatives.2.4 BATHO PELEDu Toit (1997:5) summarised Batho Pele as the Government’s attempt toenhance the quality and accessibility of Public Service, by improving efficiencyand accountability to the recipient of public goods and services, the communitiesand other stakeholders, in eight customer driven principles.• Consultation – people should be consulted, and where possible given achoice, about the level and quality of the Public Service they receive.• Service Standards – people should be informed about the quality andlevel of Public Service they will receive, so that they will know what toexpect.• Access – every citizen should have equal access to the services to whichthey are entitled.• Courtesy – every citizen should be treated with courtesy andconsideration.• Information – every citizen should be served with full and accurateinformation about the Public Service they are entitled to.• Openness and Transparency – people have the right to know how thepublic sector is run, what costs are involved and who the responsible civilservants are.• Redress – a service deliverer must apologize for below standard servicewith reason, sympathetically, and remedied speedily.14
• Value for money – Public Service must be provided effectively andefficiently to ensure economic service delivery and value for money.The principle of co-operative governance, as stated in chapter four of theConstitution of the Republic of South Africa Act 108 of 1996, requires that allsectors of public administration adhere to Batho Pele. This includes national andprovincial departments of the public sector, regulated by the Public Service Act of1994, local Governments, parastatal institutions, and education departments, theSouth African Police Service, the South African National Defence Force and theIntelligence Services, which amounts to 1 031 594 people (31 December 2001,Ministry of Public Service and Administration).The White Paper prescribes that all sectors of Public Administration adhering to itmust make the necessary institutional arrangements to communicate theprinciples through their departments. It is also pertinent to the fact that eachinstitution develops improvement programmes, which must be approved of bytheir relevant minister or member of executive council. Heads of departmentsare responsible and accountable for the implementation of the improved servicedelivery programmes. The White Paper on Transforming Public Service Deliverydemonstrates the Governments’ drive for service delivery. As a practicaldocument, it makes provision for a ministry or department to shape its servicedelivery around its objectives and organisational culture, through enforcingcompliance to the general principle, of service delivery. This initiative toimproved service delivery highlights the Government’s intentions to meliorate theliving standards of its people.2.5 SENIOR MANAGEMENT SERVICESIn an address to the National Council of Provinces on 19 September 2000, by theMinister for Public Service and Administration, Geraldine Fraser-Moleketi (19September 2000) said that a study conducted into the senior management andprofessional echelons of the Public Service has found that the effectiveness ofthis group impacts on the overall ability of the Public Service to deliver on its15
Page 2 and 3: DECLARATIONI, Heinrich F.W. Mettler
Page 4 and 5: ACKNOWLEDGEMENTSThe success I have
Page 6 and 7: CHAPTER 2THE DRIVE TOWARDS SERVICE
Page 8 and 9: CHAPTER 5POLICY ANALYSIS5.1 INTRODU
Page 10 and 11: LIST OF FIGURESPAGEFigure 2.1 Strat
Page 12 and 13: LIST OF APPENDICESPAGEAppendix A Qu
Page 14 and 15: esources should enhance the Public
Page 16: The mission of DWAF is to serve the
Page 19 and 20: competition and sound labour relati
Page 21 and 22: 1.8 OUTLINE OF THE CHAPTERSChapter
Page 23 and 24: • Combating Corruption.Holdsworth
Page 25: Hutton (2001:24) remarks that it is
Page 29 and 30: • Introduce greater mobility to e
Page 31 and 32: 2.7 HUMAN RESOURCE MANAGEMENTIn the
Page 33 and 34: 2.8 RECRUITMENT AND SELECTIONRecrui
Page 35 and 36: CHAPTER 3RECRUITMENT AND SELECTION3
Page 37 and 38: • ensure that legal requirements
Page 39 and 40: easons that the essence of this leg
Page 41 and 42: The purpose of a company’s recrui
Page 43 and 44: Policy referralNeed assessmentYESAp
Page 45 and 46: Change equals opportunity and the d
Page 47 and 48: This document assists recruiters in
Page 49 and 50: professional in exercising their re
Page 51 and 52: • Advertisements - the most widel
Page 53 and 54: The line manager, with assistance o
Page 55 and 56: venue should also create a favourab
Page 57 and 58: that it measures acquired competenc
Page 59 and 60: Some of the more popular ways of ad
Page 61 and 62: 3.6.19 Step 19: ReportingITO Focus
Page 63 and 64: The focus of this step, which is pa
Page 65 and 66: description or possible explanation
Page 67 and 68: • How does the policy of the (DWA
Page 69 and 70: questionnaire for line managers com
Page 71 and 72: due to the restructuring of the org
Page 73 and 74: occurrence was translated into a pe
Page 75 and 76: Secondly the policy is instrumental
Page 77 and 78:
Question 4: Does the policy state o
Page 79 and 80:
Yes, the policy does include DWAF
Page 81 and 82:
Question 18: Does the policy state
Page 83 and 84:
Step 6: PlanningThe policy does not
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est candidate. There is no referenc
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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
Page 95 and 96:
or were in training. In summary all
Page 97 and 98:
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
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Table 6.20: Competency assessmentPs
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(23 percent used exclusively and 54
Page 107 and 108:
Table 6.24: Accurate job informatio
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• I was frustrated because I had
Page 111 and 112:
The comments of HR managers overlap
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The second most popular recommendat
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Table 6.30: Recommendations from li
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where we began short-listing and we
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The four sub-problems have been dea
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system. This is possible due to the
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• Train competency assessment spe
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Department of Water Affairs and For
Page 127 and 128:
Kador, J. 1997. The managers book o
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Appendix AQuestionnaire1. Which rec
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9. Was the selection panel represen
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20. In terms of the testing which o
Page 135 and 136:
Appendix BQuestionnaire for Line Ma
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6. Which candidates enjoyed prefere
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15. How many panelists were active
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Language of test proficient - in li
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Policy evaluation- Section BLiterat
Page 145 and 146:
Appendix CDEPARTMENT OF WATER AFFAI
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7. POLICY PROVISIONS7.1 ADVERTISING
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competencies which have been identi
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• Finalise short-list after conta
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a) The completion of an application
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) a temporary increase in work occu
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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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