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This policy provides an open and transparent framework for managers and
supervisors to select staff employed under the terms of the General Staff Agreement.
This Agreement includes general, technical, professional and some research staff.
The policy is supported by a selection and appointment guide which maps the
selection processes and techniques to be used by the selection committee.
Quality Staff: The recruitment and selection of staff to fill vacant positions is the
responsibility of individual work areas and applies a framework common to the whole
organization.
Managers and supervisors first define the position requirements and its selection
criteria. They then develop attraction and search strategies to target potential
applicants and advertise the vacancy. The procedures and the selection guide
provide helpful information to assist members of the selection committee in
implementing the policy. They promote the best possible choice of applicant and are
designed to ensure that decisions are not made on the basis of considerations
unrelated to the requirements of the position. To do so could, in some
circumstances, lead to claims of unlawful discrimination.
Committee members are required to sign the Statement of Confidentiality.
To ensure that the most suitable person for a vacant position can be selected, the
Preparing to Recruit and Attract Staff policy provides managers and supervisors with
a framework to apply competitive and wide-ranging search processes. The
Advertising policy clarifies how targeted advertising is to be implemented
A vacancy may arise for the following reasons:
• newly created positions
• staff attrition (eg resignation/retirement)
• leaves of absences/short term needs
• staff restructuring
• research projects
Selection criteria are essential to the selection process. They supply the means by
which a selection committee can assess the relative merit of applicants and ensure
that the assessment in short listing, interviewing and the reference checking stages
is made on the same bases for all applicants.
Selection criteria must be prepared for every vacant position and the selection
decision based on these criteria.
RECRUITMENT POLICY
With reference to the South African Constitution of 1996(Act 108 of 1996) and the
provisions of Chapter 2 of the Employment Equity Act (Act 55 of 1998), under no
circumstances should a person be refused employment on any arbitrary or
discriminatory basis, including, but not limited to –
a) race
b) gender
c) pregnancy
d) marital status
e) family responsibility
f) ethnic or social origin
g) colour
h) sexual orientation
i) age
j) disability
k) religion
l) HIV status
m) conscience
n) belief and/or
o) political opinion
SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources
within the organization itself (like transfer of employees from one department to
other, promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.)
are known as the external sources of the recruitment.
The VioPoel Brickworks will only advertise externally because we are a small
organization with no movement of employee
Recruitment shall take place only after proper requisition is made according to the
attached form, and approved by the Executive Manager.
RESPONSIBILITIES
The Executive Manager shall be responsible for the appointment of the Managers.
Operations Manager:
Permanent Appointments of the Temporary Employees and Temporary
Appointments
1. POACHING/RAIDING
“Buying talent” (rather than developing it) is the latest mantra being followed by
the organisations today. Poaching means employing a competent and
experienced person already working with another reputed company in the same
or different industry; the organisation might be a competitor in the industry. A
company can attract talent from another firm by offering attractive pay packages
and other terms and conditions, better than the current employer of the
candidate. But it is seen as an unethical practice and not openly talked about.
Indian software and the retail sector are the sectors facing the most severe brunt
of poaching today. It has become a challenge for human resource managers to
face and tackle poaching, as it weakens the competitive strength of the firm.
2. LOCAL NEWSPAPER
Advertising through local newspapers with the relevant language that will be
understood by the king of candidate that we are looking for e.g if we’re looking for
labour, we’ll have to write out advertisement in Sesotho and English because
most of the candidates under that level are African who are not educated.
3. E-RECRUITMENT
4. HEAD HUNTING
Head hunting is the concept where specific persons with specific knowledge,
qualifications, experience and skills are needed and where suitable applicants
could not be obtained by means of the normal recruitment process. Head
hunting can specifically be applied with the aim to identify suitable applicants
from designated groups for appointments in accordance with the Employment
Equity Plan of Council, if suitable applicants could not be identified by means of
normal recruitment
1. Attract and encourage more and more candidates to apply in the organization.
2. Create a talent pool of candidates to enable the selection of best candidates
for the organization.
3. Determine present and future requirements of the organization in conjunction
with its personnel planning and job analysis activities.
4. Recruitment is the process which links the employers with the employees.
5. Increase the pool of job candidates at minimum cost
6. Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
7. Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
8. Meet the organizations legal and social obligations regarding the composition
of its workforce.
9. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
10. Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants
The organization prefer job sharing as most of our labourers are on the same
level and we will have a temporary employee that works only when one of our
permanent employee is on leave or sick and when the company have a lot of
orders at the same time and we are indeed of extra help which will save us time
to train every new temporary person.
EMPLOYMENT OF RELATIVES
The concerned Manager shall determine the criteria that will be used in the selection
process. Minimum requirements are all the skills, knowledge and abilities from the
job description that the successful candidate must possess at the time of hire, or
which the candidate will be able to acquire in a reasonable amount of time.
SHORT- LISTING
The Director/Manager together with the Corporate
Support (HR Unit) shall identify –
a) the key performance areas of the vacant post; and
b) the competencies and skills required for the post.
c) Points allocation to PDI
d) Prepare a short-listing criteria
e) Apply the criteria and only present candidates with scores above or on the cutoff
score level.
These factors constitute the core selection criteria for the interviewing and selection
process. The information regarding key performance areas, competencies and skills,
and PDI required for the vacant post will be used in compiling a shortlist. Applicants
should be shortlisted according to the selection criteria. The number of candidates
on the short list should be restricted to those who, in their applications, show that
they clearly meet the essential criteria; i.e. they meet the specified requirements for
the job. In cases where a large number of applicants meet the essential selection
criteria a further short-listing process may be required based on the remaining
criteria. A maximum of five candidates should be shortlisted for the interview
process.
APPOINTMENTS
2.5.1 Appointment of Recommended Applicant
When the reference check has been completed, a letter of appointment will be
prepared by the Executive Manager for his signature.
The letter of appointment shall then be sent to the successful applicant as soon as
possible. The applicant will be required to accept or reject the offer as set out in the
letter of appointment within a clearly specified period of time.
Letters of appointment shall not be communicated to a successful applicant by e-
mail because of the risk that someone else may see the letter.
The letter of appointment shall contain information relating to —
(a) the post being offered;
(b) the remuneration, benefits, allowances and other monetary and non-monetary
benefits attached to the post;
(c) a description of the job or main tasks of the incumbent of the job, together with
an indication of the key performance areas of the job;
(d) a specific date and time by which the offer of employment must be accepted in
writing by the applicant (e.g. 5 o’clock in the afternoon of the 30th June 2003) and
the date on which the proposed employment is to commence;
(e) the person to whom the applicant would report if the applicant accepts the offer
of employment.
Letter of Regret
Letters of regret will be issued to all applicants who applied for an advertised position
but failed to secure the position. This will be irrespective of whether or not the
applicant was granted an interview.
COMPONENTS OF THE RECRUITMENT POLICY
• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.
SOURCES OF RECRUITMENT