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

More documents

Recommendations

Info

mandate. To professionalise this critical echelon of the Public Service, Cabinethas endorsed the establishment of a Senior Management Service (SMS).A new management framework was introduced in July 1999, to ensure andemphasise improved service delivery in all Public Service departments. This ledto the formation of the Senior Management Service initiative, comprising of allHeads of Departments and approximately 3000 other senior public servants. Thiscadre subscribes to professionalism, accountability, good governance, andpromotion of Government objectives. This initiative was launched in view of thebelief; that an institution, which is ably supported by skilled managementoperating within an appropriate employment framework, will foster the ideal ofattracting and retaining quality managers. According to Policy online (speech anddeliberations) senior managers and high-level professionals must realise, andbring to manifestation Government's vision of a better life for all, througheffective implementation strategies and the efficient utilisation of resources.Minister Fraser-Moleketi (2000) added that, “only the finest candidates, imbuedwith a spirit of selfless service to the community should be appointed.” Thetalents of these candidates should be carefully nurtured, and once welldeveloped, utilised to the best advantage of the State. The SMS process willdistinguish between managers and professionals, rigorous recruitment andselection systems, competency profiling of all new and current senior executivesin relation to their jobs, performance assessment systems, training anddevelopment regimes, and flexible remuneration systems.The SMS initiative was further motivated by the pivotal role of senior managersand high level professionals in the delivery of Public Services, and thus, theiressential input in the development of new systems, processes and proceduresthat will;• Improve recruitment, selection and retention of candidates.• Establish a more appropriate employment framework with terms andconditions of service designed to attract and retain high calibre individualswith equal recognition being given to senior managers and high-levelprofessionals.16
• Introduce greater mobility to enable Government to deploy individualsacross departments at national and provincial level.• Assist departments and provinces in reviewing their managementstructures with a key focus being the appropriate grading and competencyassessment of senior executives.• Improve training and development.• Promote high standards of ethical conduct.• Establish a more appropriate labour relation framework(www.polity.org.za).2.6 VALUE CHAINGovernment’s intentions to improve value in terms of service delivery and theability of Public Service to deliver on its mandate, is however complex andcannot be confined to legislation and mere policy writing. Within an organisationor department it involves the integration of functions and an alignment oforganisational activities. There is a direct link between “back-office” processesand systems, with the primary objectives of service delivery; best explained byPorter’s value Chain concept. This is effectively explained by the value chainconcept. Johnson and Scholes (2002:160) define the value chain as thedescription of the activities in and around an organisation, which together createa product or a service. Porter (1998, quoted in Johnson, Scholes, 2002:161)presents the value chain as shown in figure 2.2.17
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 and 26: Hutton (2001:24) remarks that it is
Page 27: • Value for money - Public Servic
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
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
Page 95 and 96:
or were in training. In summary all
Page 97 and 98:
ecruitment and selection policy. Ad
Page 99 and 100:
advertisement must specify the comp
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
Page 109 and 110:
• I was frustrated because I had
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 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
show all

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

Create successful ePaper yourself

Delete template?

Save as template?