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

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• Interviewers’ inability to improve with training due to their inborn socialprejudice distorting any new insight that they may have gained.The value of interviews can however be redeemed by structuring interviews.Structured interviews are characterised by careful, systematic planning ofinterviews and the exclusive use of technically skilled interviewers. Another valueadding ingredient to interviews is the use of panel interviews, which gives morepeople the chance to assess the applicant, implying a fairer assessment and thusa better selection. Thus, if it is a structured panel interview, the selection toolcan achieve its aim. The line manager Human Resource Department must beincluded in the selection committee or panel of interviewers.According to SPA (1999:80) some of the important activities to perform are:• Review the application form and CV and identify specific areas in whichyou have to question,• Review the profile of the job, as is prepared in step 5 and assess theapplicant’s degree of fit or potential competence, beforehand.• Draw up an outline of the information required from the applicant.• Prepare information to be shared regarding the company.Kador (1997:xvi) deliberates on the preparation of interview questions,suggesting that a set of good question does not necessarily make a goodinterview. He implies that a good interview is a function of the interviewers’capacity for listening, for paying attention, and for maintaining an attitude ofcomplete respect. This implies that the questionnaire should be prepared withthe aim to get the applicant talking and expressing his/her innate abilities.Questions should be designed in such a way as to ascertain or determine thecandidates: Work history, Fit, Motivation, Teamwork ability, Stress, Background,Thoughtfulness, Money management and Specific Discipline (Kador,1997:11,23,49,65,75,58,87, 95,103).This step also involves the organising of a suitable interview environment. SPA(1999:81) suggests a private, clean, well-lighted and comfortable facility isessential to ensure confidentiality and enhance a listening environment. The42
venue should also create a favourable impression on the candidate. Theinterview agenda and schedule should allow sufficient time per candidate. Anorganised/in-depth interview may take up to two hours depending on the level ofseniority of the position.3.6.14 Step 14: Conducting interviewsTreat all candidates with respect and use this opportunity to promote thecompany and its culture to all. Remember that the main purpose of the interviewis to obtain the required job-related information, to enable interviewers to makea decision (Swanepoel et al, 2000:322). Flood and Gibson (2002:16) emphasisethat appointments are made on the basis of the applicant suitable for the job, aswell as fitting into the organisation. Therefore the applicant should fit the positionon the basis of his/her ability and on the basis of his/her personality.SPA (1999:81) and Swanepoel et al (2000:322,323) agree that since mostinterviewees are nervous, especially in the presence of a panel of interviewers,and experience the activity as stressful, it is essential to start the interview withgestures that can put the candidate at ease. This could be done by inviting thecandidate to sit, for tea, and through informing the candidate of the procedureand line of questions that will be followed. This will stimulate the candidate’sconfidence in the interviewers, hopefully to such an extent that he/she begins totalk spontaneously. This process is referred to as establishing rapport.During the interview it is essential to let the interviewee talk, ask clear andconcise questions and control the interview. Fear and Chiron (1990 as quoted bySwanepoel et al, 2000:322) suggest the following guidelines to achieve theabovementioned environment:• “Make use of open-ended questions.” This will encourage the candidate totalk.• “Ask job-related questions.” Your purpose is to require the necessaryinformation for selection.• In order to ensure that the candidate meets the job requirements “makeuse of follow-up questions”. This will clarify and enable the interview flow43
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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 and 52: • Advertisements - the most widel
Page 53: The line manager, with assistance o
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
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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
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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
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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
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12. I don’t know how the selectio
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17. All panel members need to spend
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