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

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• Include relevant job-related criteria.• Include the closing date for applications.• Use gender-neutral language.• Include any other requirements (CV, where to find application forms,etc).• Spell out Company’s policy in terms of assistance with travellingexpenses for applicants who reside outside a certain area.• Exclude any references that can be interpreted as unfair discrimination• Do not include any form of discrimination, except when;- Such specifications or exclusions is based on an inherent jobrequirement.- It is an affirmative action appointment.3.6.10 Step 10: ImplementationApply the recruitment method, making sure that advertisements are screened ascorrect and representative of the company’s intentions. Swanepoel et al(2000:305) advise that recruiters must have steps in place not to allow anydiscrimination other than those issues inherent in the job requirements and inaffirmative action appointments. Allow sufficient time for response, dependingupon the method of recruitment used and the strategic importance of the post. Aclear deadline, flexible enough to allow for maximum response is howeveressential.3.6.11 Step 11: Short-ListingRecruiters must design this process objectively and must guard against prejudiceand subjective opinions that could lead to discrimination against applicants. SPA(1997:74) further instructs that the criteria for short-listing must be directlyrelated to the inherent requirements of the position. It must be compiledobjectively taking into account the job description and ideal person profile.40
The line manager, with assistance of the Human Resource Department, and theselection committee, must review the applicants’ details and agree on a short-listfor interviews.3.6.12 Step 12: Notify the unsuccessful candidatesIn order to ensure that the reputation of the company remains unblemishedthose who are unsuccessful should be notified as soon as possible, and in a wayconstructive to their individual development and moral. The HR department mustnotify the successful and unsuccessful candidates.3.6.13 Step 13: Interview PlanningPlanning the interview process involves:• Prepare the agenda and interview information;• Brief the interviewers and interpreter on the position and needs of theorganisation;• Design questions but be careful not to ask discriminatory questions;• Plan the areas that you will cover and design questions to probe and lookout for during interviews;• Finalise the interview agenda;• Design the interview file/folder/booklet.Swanepoel et al (2000:320,321) define the aim of the interview as to determinean applicant’s degree of suitability for a job matching the information given bythe applicant to the job requirements. Designing the process must thereforeensure that the desired result be attained. Due to the problems associated withinterviewing, especially one-to-one and unstructured interviewing, this selectioninstrument can be very unreliable and of low value. Possible reasons are:• Interviewers’ tendency to compare applicants with their own perceptionof the ideal person.• Interviewers’ tendency to base selection on first impressions rather thanon the information gleaned during the interview.41
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 and 28: • Value for money - Public Servic
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: • Advertisements - the most widel
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
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• 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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