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the effectiveness of HR practices and policies between companies, divisions orbusiness units. In terms of recruitment and selection performance indicators,Hilltrop et al (1994:17), Klatt, Murdock and Schuster (1985, quoted from Gerberet al, 1998:118), and Leap and Crino (1993, quoted from Gerber et al,1998:100) suggest that a combination of some of the following would suffice:• The percentage of the total applicants who qualify for the job.• The number of qualified applicants in relation to the number of jobsavailable.• The cost of the recruitment, step by step, to measure the effectiveness ofthe overall process, as well as the various methods used.• The extent to which the pool of applicants is representative of thecommunity or labour market.• The average length of time to fill vacancies.• Proportion of vacancies filled internally through promotion, demotion orlateral movement of personnel.• The contribution and impact of each step in the process toward thesuccess of the recruitment and selection of the successful candidate. Thevalidity of every selection tool.• The quality of the subsequent performance of the new appointees• The turnover rate for new appointees, and the rate at the recruitmentsource (agency).• The average time spent in job or function per new appointee.• The legitimacy of the selection process.• Correlation between the degree of success in the job and the predictionsmade during selection• Exit interview to determine how well employees and jobs were matched.The Employer’s Organisation for Local Government (2002:33) adds that properevaluation cannot be done without seeking the views of candidates who haveundertaken the selection process, or without the analysis of the recruitmentstatistics and turnover rates. It is also important to review the selection methodthat was used the last time the post was filled. Is it still relevant and useful,especially in circumstances where the job has changed?50
The focus of this step, which is part of the responsibility of the HR department, isto ensure that the recruitment and selection process is effective, and ultimatelyensures that the company gets a worthwhile return on investment.3.7 CONCLUSIONIn this chapter best practice for recruitment and selection was discussed. Theimportance of a clearly stated policy, with well-defined provisions washighlighted, and adherence to the legal framework of recruitment and selectionwas accentuated. A discussion around best practice for a recruitment andselection procedure forms the core of the discussion in this chapter. The nextchapter contains an outline of the empirical study and the method of datacollection considered to investigate the stated problem and sub problems.51
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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
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 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: 3.6.19 Step 19: ReportingITO Focus
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
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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
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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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