DEPARTMENT OF SOCIAL DEVELOPMENT KWAZULU NATAL … · 2016-02-12 · potential and knowledge relevant to the requirements of the post concerned; and (d) Recruitment strategies must

DEPARTMENT OF SOCIAL DEVELOPMENT

KWAZULU NATAL

POLICY ON RECRUITMENT, SELECTION AND

APPOINTMENT

Policy on Recruitment, Selection and Appointment 1

TABLE OF CONTENTS 1. Introduction 3 2. Purpose 3 3. Objectives 4 4. Scope of applicability 2 5. Legislative framework 2 6. Definitions, abbreviations and acronyms 7. Policy provisions 4 -19 7.1 Recruitment 4 - 10

7.2 Selection 10 -16

7.3 Nomination(s) 16 7.4 Re-imbursement for travelling expenses to attend

Interviews 17

7.5 Promotions and/or appointments 17

7.6 Educational qualifications and reference checking 17 - 18

7.7 Re-appointment of former public service employees 18

7.8 Employment of non-South African citizens 19 8. Roles and responsibilities 19 -20 8.1 Head of Department 19 8.2 Managers 19 8.3 Head of human resource component 19 - 20 8.4 Selection Committee 20 9. Monitoring, evaluation and review 20 10. Effective date 20 11. Title of the policy 20 12. Policy approval 20 Acknowledgement letter of acceptance for appointment as an interview panel member: Annexure “A” 21


1. INTRODUCTION

The policy on recruitment, selection and appointment seeks to assist the Department towards attracting, selecting and appointing the best candidates for jobs. It is therefore deemed necessary to have the policy framework on Recruitment and Selection of employees, to assist the department in this endeavour. The policy takes into consideration the legislative framework as well as the resolutions of the Public Service Coordinating Bargaining Council. It spells out the processes for the recruitment and selection as well as the responsibilities of management.

2. PURPOSE

The purpose of this policy is to provide the department with a policy framework

and procedures governing the recruitment, selection and appointment processes to ensure consistency, fairness and equity.

3. OBJECTIVES

The objectives of this policy are: 6.1 to ensure uniform application of norms, values, standards and to

ensure strict compliance with the prescribed legislation and public service prescriptions in every facet of recruitment and selection within the department; and

6.2 to support the Human Resource Plans of the department in terms of the

quest to attract the best competencies in the labour market.

4. SCOPE OF APPLICABILITY

This policy is applicable to all employees of the Department of Social

Development.

5 . LEGISLATIVE FRAMEWORK 5.1 The Constitution of RSA, 1996(Act No. 108 of 1996);

5.2 Public Service Act, 1994 (Proclamation No.103 of 1994), as amended;

5.3 Public Service Regulations, 2001, as amended;

5.4 Basis Conditions of Employment Act, 1997 (Act No.75 of 1997), as

amended;

5.5 Labour Relations Act, 1995 (Act No.66 of 1995), as amended;

5.6 Employment Equity Act, 1998 (Act No.55 of 1998), as amended;

5.7 Skills Development Act, 1998 (Act No.97 of 1998), as amended;

5.8 White Paper on the Transformation of Public Service;

5.9 White Paper on Human Resource Management in the Public


Service;

5.10. White Paper on the Transformation of Public Service Delivery

(Batho Pele); and

5.11 Toolkit on Recruitment and Selection – issued by the Public Service

Commission.

6 . DEFINITIONS, ABBREVIATIONS AND ACRONYMS For the purpose of this policy:

6.1 “Appointment” process of placing the best suitable person in the position as identified through the selection process;

6.2 “Authentication” the process of determination from the issuing authority

whether a candidate’s educational qualification is what is declared to be by the candidate in his or her job application;

6.3 “CCMA” stands for Commission for Conciliation, Mediation and

Arbitration; 6.4 “Department” means the Department of Social Development, KwaZulu

Natal;

6.5 “Employee” means any person, excluding an independent contractor, who works for another person or for the state and who receives or is entitled to receive any remuneration; and any person who in any manner assists in carrying or conducting the business of an employer, and “employed” and “employment” have a corresponding meaning to that of “employee”;

6.6 “Head hunting” to seek and identify suitable candidates for positions

where difficulty is experienced to recruit suitably qualified candidates, as well as candidates from historically disadvantaged groups;

6.7 “Practical work” any practical work required by the educational

institution for the completion of the relevant qualification. 6.8 “Promotion” the progression from one position to another position at a

higher level and not to incremental advancement within the current grade; 6.9 “PSR” stands for Public Service Regulations; 6.10 “Recruitment” hosts of activities that take place in response to filling-in

an existing post or one that has been created by consent of the Head of the Department. Recruitment serves three purposes in the public service:

6.10.1 it is one of the most important ways in which the public service meets its human resource capacity requirements;

6.10.2 it is the primary instrument for achieving employment equity


by opening up the public service to all sections of society; and

6.10.3 it is an important tool to be utilised by department in order to ensure that the skills needed to meet their operational needs are acquired expeditiously to bridge the human resources gaps.

6.11 “Selection” defined as a process of identifying the person best suited for

the position on the basis of his or her skills, experience, abilities, personal attributes, future potential and the need to achieve a representative and a diverse workforce in the Public Service.

7. POLICY PROVISIONS

7.1 RECRUITMENT

7.1.1 Principles of recruitment The following principles, in addition to those stipulated in the Public Service Regulations, 2001, as amended, apply and must be adhered to during the recruitment process:

(a) Recruitment should be targeted for a maximum

accessibility. It should be aimed at reaching as far as practicably and financially possible the broadest possible ‘pool’ of available human resources within a specific target group. These specific groups should be laid out in the Employment Equity Plan of the department;

(b) The image of the public service in general and the

department in particular must be promoted in order to foster the applicant’s interest in the public service as an employer;

(c) All recruitment actions should be undertaken with a

view to seek from the relevant target group, the ideal applicant with the necessary training, skill, competence, potential and knowledge relevant to the requirements of the post concerned; and

(d) Recruitment strategies must be underpinned by the principle of employment equity and retention.

7.1.2 Methods of Recruitment

The various methods can be utilised, depending on the needs of the Department. The method of recruitment used, should be in line with the department’s recruitment strategy and must not discriminate against the prospective candidates. Although not conclusive, the following recruitment methods can also be utilised in conjunction with advertising.


(a) Recruitment Agencies

They can be used for one or more of the following purposes:

(i) there is no internal knowledge or capacity

within the department to design a Job Profile and required competencies in the concerned identified vacancy;

(ii) the filling of specialised positions; (iii) all response-handling; and (iv) the consultant or agency being engaged is knowledgeable in the specialised field.

(b) Skills Search (Head-Hunting)

This method can be utilised under the following circumstances:

(i) to seek and entice suitably qualified candidates

to make an application within the normal acceptable legal transparent framework. Head-hunting is undertaken systematically by using one’s network to make people aware of a vacancy within a department. These should be suitably qualified persons who could be perceived at face-value to exude the necessary potential to make a worthy contribution to the department. However, by making them aware to an existing publicly advertised vacancy does not necessarily translate to an ‘entitlement’ to the position. Mention of this is made so as to advance the transparency and fair notion to curtail the ‘jobs for pals syndrome’; and

(ii) in conjunction with the normal advertising of vacancies, i.e. identified suitable candidates should be encouraged to apply for the advertised position, where after the normal contest processes will apply.

(c) Skills Database

The skills database concept considers the development of a skills pool in order to facilitate the identification of potential employees. Curriculum Vitaes received as enquiries to “possible employment” should not be kept for a period exceeding six months. Academic qualifications and necessary supporting documentation should also be attached to such preliminary applications. Such enquiry applications may be used as talent data pool by the department for possible future vacancies. However,


in the event of a vacancy, the preliminary applicants have to follow the normal application route like all other applicants and need to prove their worth in the normal selection process. Personnel components may alert these preliminary applicants if there are possible future vacancies matching their qualifications and experience.

(d) Employee Referrals

Employees should be encouraged to communicate information about vacancies to acquaintances to create awareness. This method, as in the case of head-hunting, should only be applied in conjunction with the advertising procedure lest the department walks the gauntlet with the organised labour in terms of the possible assertions of advancing nepotism.

(e) Disability Agencies

In addition to achieving race and gender targets, the Department has an obligation to achieve the set disability target as set out by the Government. The department should forge relationships with disability agencies and to heighten the awareness on posts that are earmarked to be filled by persons with disabilities.

7.1.3 Recruitment process

7.1.3.1 Identify a vacant post

Various circumstances may cause a post to become

vacant, e.g.:

(a) Creation of a new post;

(b) Promotion;

(c) Retirement;

(d) Resignation;

(e) Death; and

(f) Dismissal.

7.1.3.2 Determine if a vacant post must be permanent or fixed-term contract

The human resource strategy will determine the contractual capacity in which the staff should be employed, so as to provide for flexibility and the ability to adjust to changing circumstances. The department therefore requires flexible contractual options that enable numbers and skills to be adjusted as requirements change.


To meet these requirements employees will be employed on one of the following types of employment contracts: (a) Permanent employment contract

(i) Used for staffing core activities; (ii) For most the expectation will be

employment until retirement age; and (iii) Continued employment will depend on

performance and operational requirements of the department.

(b) Fixed-term employment contract

(i) Employment for work of known limited duration;

(ii) Obtaining particular and urgently needed skills that are temporarily or permanently unavailable from within the department;

(iii) Ensuring the regular rotation of employees in positions where the injection of fresh experience is essential;

(iv) Activities which long-term nature is uncertain;

(v) Fixed-term contracts will normally be from 1-3 years but not longer than 5 years; and

(vi) The terms of such contracts will be individually negotiated but may not be used to either deny an employee a fair remuneration or to award an excessive remuneration package.

(c) Short-term employment contract

(i) These are a means of meeting very short-

term ad hoc work requirements; and (ii) They may not exceed 12 months duration.

7.1.3.3 Determine the need to fill a vacant post

The reason(s) for filling a vacant post must be determined in relation to the strategic objectives of the relevant Component and the outputs described in the job descriptions.

7.1.3.4 Evaluation of the vacant posts

Before filling any vacancy the following steps should be followed:

(a) Ensure that sufficient budgeted funds,


including funds for the remaining period of the medium term expenditure framework, are available for filling the post;

(b) In the case of a newly defined job, the job must be

evaluated in terms of the job evaluation system; and

(c) As a general guideline, once an existing post has

been evaluated, at least two years should expire before it is evaluated again unless there is clear evidence that the job contents of a post have changed to such an extent that an evaluation could lead to the re-grading of the post.

7.1.4 Advertising of posts

(a) Advertisements clearly set out the requirements

that need to be met by applicants;

(b) The advertisement ultimately represents the selection criteria applicable to filling the post. The clearer

the advertisement, the easier the subsequent processes; and

(c) The advertisement is not an object on its own, but is a tool

to satisfy the objective at a strategic human resources level. Consideration has to be given to the need for knowledge obtained by striking a balance between tertiary education qualifications and acquired skills. The department should thoroughly interrogate the person specification requirements before compiling an advertisement.

The following principles apply in the compilation of advertisements:

(i) the advertisement should not favour, prejudice

or discriminate unless within legal employment equity parametres;

(ii) the advertisement should be fully in line with the inherent requirements of the job and the person

specification; (iii) advertisements should give a clear indication of requirements that must be met;

(iv) the widest number of candidates must be attracted in the most cost effective manner; (v) advertising should promote staff mobility,

utilisation and career development opportunities; (vi) advertisements should cater for attracting potential; (vii) the language and style of advertisements must


be clear and simple in order to enhance employment equity;

(viii) where the advertising of a post within and outside the public service is undertaken

simultaneously, care must be taken that the content of both advertisements are the same. The date of placement and closing date for applications should be the same for internal and external advertisements; and

(ix) the advertisement placed in any print media should apply the best economy at all times. The usage of mini-poster size page advertisements for vacancies should be avoided at all costs and should not be left to the advertising agencies. The bigger the fonts, the bigger the page space to be utilised which aggravates the overall advertising costs for the department. The department and not the advertising agency, has the final word in the advertisement layout and wording. It is inexcusable for the department to place blame on an agency for a badly worded or laid out advertisement. The nod of approval in the final draft before going to print has to come from the department.

The contents of all public service advertisements should be as

follows:

(a) The job title; (b) The precise place of work or to be stationed; (c) The core functions and requirements of the post; (d) State an all-inclusive remuneration package where applicable; (e) The contact person to whom enquiries can be addressed; (f) The closing date and (time where applicable). The

weekend and public holidays are not considered as normal working public service days;

(g) If the appointment is for a specific term, this should be clearly stated, e.g. in the case of a short contract;

(h) Specific postal and / or physical addresses to be supplied; (i) Every application shall be responded to in terms of

Batho Pele. It is the right of every applicant to know of the outcome of his / her application. A standard letter of “Regret” responses to applications received can be electronically generated to expedite processes. Human resources components have to play a leading part in public openness and transparency;

(j) The advertisements for posts that have been advertised previously may state so in a new advertisement. Legally a new advertisement replaces an old one in every aspect; hence an application response made previously may not practicably


correspond in date to the latest advertisement; (k) All applications should be submitted in the following

manner: (a) a fully completed Z83 form with certified copies of

the original qualifications attached and a detailed curriculum vitae; and

(l) There should be no electronic and faxed applications accepted generally unless by prior arrangement in exceptional circumstances, for example, where the applicant is out of the country and the postal service to deliver on time cannot be guaranteed.

7.2 SELECTION

The selection process commences after the closing date of the advertisement and is concluded when a recommendation is made regarding the selection of a most suitable candidate to the position.

7.2.1 Principles of Selection

Selection on merit is fundamental to ensure that the public service recruits, promotes and retains high calibre personnel. To select the ‘best fitting’ candidate, the following criteria are used as a test in many Labour Court disputes:

7.2.1.1 Skills

This is defined in terms of acquired and / or learned skills.

In terms of the Skills Development Act, 1998 (Act No. 97 of 1998), as amended a skill need not necessarily be recognised only by virtue of having been acquired through formal education as was the norm previously. With the passing of this legislation, Acquired (Exposure) and Learned (Academic) skills are now supposed to be considered in conjunction with the selection process so as to add value to the completion of tasks inherent to the job specification.

7.2.1.2 Experience

This specifically focuses on previous acquired ‘hands-on’ pertinent training exposure required of an incumbent for a successful application.

7.2.1.3 Capacity

For purposes of this policy, this refers to the inherent capacity or potential in an individual to attain a particular level of skill within a specific set time-frame to successfully carry out the task(s) expectations. This capacity is measured in terms of the necessary training required or attained and meeting particular competencies. To take an example, horse-riding is a


required competency for a professional jockey which can be acquired over time by an interested stable-hand who has the right weight requirements. The constant association of the incumbent with the job and meeting the right weight limit provides potential capacity to be groomed. Only in exceptional cases are some competencies acquired through specialised education, for example; training to be a doctor, engineer, pilot, scientist, to name a few. The Skills Development Act,1998 (Act No.97 of 1998), as amended and learnerships take cognizance that some skills cannot be acquired by association only, therefore to redress the imbalances of the past there has to be equal opportunities (access)to training. Access to tasks bodes well with succession planning in any organisation to curb skills flight. To fully grapple with this however, one ought to align it with the retention strategy of the department as contained in the Human Resource Plan – which is separate from this policy framework. The retention strategy of the department should be read in conjunction with this policy.

7.2.1.4 Personal Attributes

These are special personal character traits an incumbent ought to display as an inherent requirement to the job; for example, someone with a pleasant disposition and flair for dealing with people would be required of any sales representative or human resources manager. The handicap with attributes is that generally they are often difficult to measure and left to open interpretation which gives leeway to biasness and loss of objectivity if not controlled.

7.2.1.5 Employment Equity & Affirmative Action

Affirmative Action employment and its ramifications is not negotiable as it is governed by current legislation. It is imperative though that a policy on this is up and running at the workplace. The CCMA and / or Labour Court will generally not accept decisions that are supposedly based on Affirmative Action without a tangible policy and a concomitant Employment Equity Plan in place to support such actions. The target group, where necessary, has to be specified in each public service advertisement. This is to avert a final selection decision being taken on affirmative action lines when the initial advertisement did not overtly state so.

7.2.1.6 Job Related Selection Criteria

The criteria should relate only to the inherent requirements of the job, taking account of:

(a) Competencies acquired through past


experience; (b) Training received; (c) Learning potential; and (d) Educational qualifications should not alone determine suitability.

7.2.1.7 Fairness

Unless it is the inherent requirement of the job, the recruitment and selection process may not discriminate against any applicant on the grounds of:

(a) race; (b) culture; (c) creed; (d) marital status; (e) belief; (f) gender; (g) Sexual orientation; (h) pregnancy; (i) disability; (j) domestic circumstances; (k) age; (l) religion; and (m) any other arbitrary criteria.

7.2.1.8 Equity The principles of Equity are as follows:

(a) All candidates should be measured against the same objective criteria with due regard to the need

for diversity and representativeness;

(b) Criteria should be in writing, tangible and be made available to the selection committee prior to

the selection process;

(c) In the event that the interview is of a ‘hands-on’ application or of practical demonstration, for

example the demonstration of typing and computer skills, it is imperative that the test starts and terminates simultaneously for all candidates. The allocation of points should be according to accredited criteria for scoring such practical tests;

(d) All applicants for a particular post must be assessed by the same selection panel; and (e) All applicants should be assessed against the same selection criteria.


7.2.1.9 Transparency

To be able to demonstrate that the process was fair and transparent, easily accessible records of the following should be kept by the HR component of the department:

(a) criteria used in selecting candidates; (b) the points or credit system awarded to each; (c) applicant in fulfilment of criteria as set out above;

and (d) copy of the advertisement.

7.2.2 METHODS OF SELECTION

Selection can be based on one or more of the following well structured techniques:

(a) Interviews; (b) Psychometric Testing; (c) In-basket simulation; (d) Written Tests; (e) Review of past accomplishments; (f) Assessment Centres; and (g) Reference Testing.

No specific technique is prescribed for the Public Service, but interviews are by far the most commonly used technique.

7.2.3. SELECTION COMMITTEE

(a) A selection committee must be established for the filling of all posts. This committee is not standard but subject to established criteria;

(b) It is recommended that for all positions, the following personnel should at

least constitute the selection panel:

(i) the head of the relevant directorate; (ii) the Human Resource Manager or Human Resource Practitioner in the department; and

(iii) a specialist in the field may be sought from within or outside the public service.

(c) It is advisable that a selection committee must consist of at least three but

not more than five persons of higher ranking than the post to be filled. It is a bad human resources practice to have a person holding a similar ranking to the post interviewed actively participating in an interviewing panel. This undermines the integrity of candidates and could be deemed offensive as there is no demonstrable add-value to the


selection. It is further recommended that all panelists should be fully familiar with the nature of the duties attached to the post;

(d) It is also critical that the committee is race and gender sensitively

composed; (e) The taking of minutes of the selection is the prerogative of the human

resource component / directorate; and (f) Deliberations during the short-listing and interviewing sessions are always

deemed confidential. Members of such panels must be made aware thereof and are requested to abide by such confidentiality. (See Annexure A)

7.2.4. THE SELECTION PROCESS

7.2.4.1 Short-listing

(a) The Head of the Directorate and the relevant supervisor where the vacancy has occurred should work jointly with the Human Resources Manager of the department in reaching a consensus on preparing a short-list;

(b) The short-listing committee reserves the right not to short-list an

individual or individuals who do not meet the requirements of the job. In the event of no suitably qualified candidate(s) being found amongst applicants, the short-listing committee has to make a written submission to the Head of Department for consent to re-advertise the vacancy;

(c) The short-listing committee should always be consistent with the selection

(interview) committee in terms of sitting arrangements; (d) Criteria for short-listing should be formulated and be approved by the

short-listing committee. Short-listing criteria must be defensible and records of the short-listing must be kept for this purpose;

(e) Short-listing should be undertaken in an objective and unbiased manner; (f) The dimensions / key performance areas of the vacant post must be

identified and weighted in terms of importance; (g) Short-listing should be based on competency profiles thereby eliminating

candidates who do not qualify for consideration. In this regard it is recommended that committee members should have a working knowledge of job profiling and work analysis;

(h) The postal date stamp would be utilized as the determining factor for

applications. That is to say, any applications received with date stamp after the closing date of the post shall not be considered; and

(i) All unsuccessful candidates in the short-listing phase have to be notified

as soon as possible. Reason(s) for the decision not to select an


interviewed candidate has to be left out unless a written request is received from the prospective applicant. In that eventuality the committee has to convene with a view to draft an appropriate response.

7.2.4.2 Setting of interview questions

(a) A Structured Questionnaire must be used at all times during the interview;

(b) Questions should be based on the key performance areas of the job. Follow-up questions may differ to each candidate but not the initial question(s);

(c) The dimensions / key performance areas must be expanded to reflect the

key tasks that are associated with them; (d) Questions must be relevant to the specific task expectations of the

incumbent to the post; (e) The selection committee must structure the questions on the day of

the interview; and (f) All questions must be relevant to the job and justified. Where humanly

possible questions based on marital status, age, and so forth, should be avoided. These questions carry the risk factor of being classified as discriminatory even if there was no slight intention. Avoidance is the best medicine.

7.2.4.3 The Selection Interview

(a) Selection interviews must be undertaken in a professional and objective

manner. Selection committee members may not use threatening language or display such behaviour at any given time during the interview;

(b) All selection committee members should have been trained in the

application of interviewing techniques and the general art of conducting interviews. This cannot be compromised;

(c) A Questionnaire should be displayed before the candidate at all times for

the applicant to follow. Applicants may not under any circumstances leave the interview room with the questionnaire or write on it;

(d) The interview should be specific and to the point. The duration of

interviews is largely determined by the number of questions probed. On average an interview should not exceed an hour unless there is written work involved;

(e) A separate (“fresh”) questionnaire must be used by each panel member

for each candidate to be scored. Notes of responses by the Applicant given to posed questions by the panel during interviews have to be recorded in the spaces provided in the Questionnaire. Notes should not be taken on exam pads or other material as this may lead to possible loss


of recorded information; (f) The chairperson of the selection committee, with the concurrence of

members, may terminate an interview in the event that the applicant is not co-operative and seems continuously bent on exhibiting disruptive behaviour that stifles the objective of the process. A prior warning though has to be given and notes on proceedings leading to such a decision have to be well documented;

(g) The selection committee needs to add-up all the scores at the end of the

interview and only thereafter motivate for a particular appointment. The recommendation of a suitably qualified candidate has to be supported by the scoring pattern. The scoring pattern on its own should be able to withstand the test of consistency. Final outcomes where noticeably there has been large standard deviation in scoring patterns make the whole selection vulnerable and susceptible to grievance lodges from any unsuccessful interviewed candidate;

(h) All interview records including scores should be kept on file by the human

resource component. The chairperson has to authenticate proceedings by signing the pertinent records and minutes thereof; and

(i) Short listed candidates that do not attend an interview, despite being

contacted by the secretariat, and not providing any valid reason for non attendance will be deemed disqualified for such a post. In such cases, the minutes must reflect the provisions of this policy.

7.2.4.4 Confidentiality

(a) The proceedings of the selection process should be deemed to be

confidential at all times and may not be disclosed to any person outside the selection committee;

(b) Any additional information and documentation regarding an applicant may

only be disclosed with prior consent of the applicant; and (c) Members, serving on the committees, above, shall be bound by this

confidentiality clause, with resultant repercussions upon breach thereof, in writing, upon acceptance to serve on such committees.

7.3 NOMINATION(S)

(a) The selection committee’s observations and recommendations should be referred to the Executive Authority/Delegated Authority for approval in terms of an appointment. If the Executive Authority/Delegated Authority is in disagreement with the recommendation(s), he / she has the obligation to communicate in writing to the committee. However, it is important for all concerned to weigh the outcome with the provision in PSR VII/D.5, before a final decision is made; and


(b) Letters of “Regret” to all other unsuccessful candidates in the interview must be sent out once an Offer has been made to an applicant, and an Acceptance response has been received by the human resources component.

7.4 RE-IMBURSEMENT FOR TRAVELLING EXPENSES TO ATTEND

INTERVIEWS

(a) Candidates travelling great distances to attend interviews within the department should be provided with transport. In the case where the candidate has utilised his/her own personal vehicle the department must reimburse travelling expenses incurred and proof of travelling expenses has to be furnished where possible; and

(b) The department is not responsible to provide transport or

reimburse travelling expenses if the candidate is attending interviews in other department(s). Such arrangements will be made with the department concerned.

7.5 PROMOTIONS AND/OR APPOINTMENTS

Promotion will always be on the basis of competition, therefore will be open to applicants at all levels provided they have the necessary competence and potential to fulfil the requirements of the job.

Seniority will not be a factor in assessing suitability for promotion.

(a) Promotions and / or appointments may not take effect before the first day of the month following the month during which the

Executive Authority / Delegated Authority approved;

(b) An employee has no right to a promotion or appointment to a vacant post until he / she is advised in writing by a designated

Personnel officer that the promotion has been approved by the Executive Authority / Delegated Authority;

(c) Recruitment, Selection and Placement processes must be

finalised within three months to avert the inevitable ‘fruitless expenditure’ of re-advertising; and

(d) Department may fill posts by rotating or transferring employees to enhance organisational effectiveness.

7.6 EDUCATIONAL QUALIFICATIONS AND REFERENCE CHECKING

(a) The authenticity of educational certificates must be verified by the human resources component before a successful

candidate commences employment. This is time consuming and should be done where there are reservations with the qualification especially one of foreign nature;


(b) It is the duty of an applicant with foreign qualifications to ensure that all such documentation is assessed by the South

African Qualifications Authority (SAQA) before advancing the application. The fees payable are borne by the applicant;

(c) The human resources component has to check character

references as provided on the applicant’s Curriculum Vitae only. If there are reservations with the referees provided, authority has to be sought from the applicant to check with other persons where the applicant is currently employed or has worked previously. The terms of reference in such a check should be for giving an indication of suitability to the post he / she is applying for and character reference. The HR component may not check references out of the information provided in the Curriculum Vitae without consent. If this is ignored, the case may lead to litigation. An applicant’s application is tendered confidentially and should always be accorded similar handling; and

(d) If a successful incumbent needs a security clearance to

complete appointment, the advertisement should state so explicitly and unambiguously.

7.7 RE-APPOINTMENT OF FORMER PUBLIC SERVICE EMPLOYEES

Chapter 1 Part VII B.3.1 (a) of the Public Service Regulations, 2001, was amended with effect from 15 December 2006 by the insertion of regulation B.3.2.

7.7.1 Having recognised the importance of developing, recruiting

and retaining scarce skills in the public service, the Public Service Regulations was amended to grant the relevant Executive Authority the discretion to re-employ a former employee contemplated in Regulation VII B.3.1 (a) of the PSR provided that:

(a) the appointment is in the public interest;

(b) the appointment is made in accordance with the recruitment and selection procedures in the Regulations

and no other suitable candidate could be recruited; (c) the appointment is made for a fixed term not

exceeding three years, and that term may be extended only once for a further term not exceeding three years; and

(d) the employee has not previously been appointed in terms of this regulation.

In addition to the normal requirements for appointment in the public service, the conditions mentioned above must be satisfied before an Executive Authority may make an appointment under Regulation VII B.3.2 of the PSR. Where the former employee’s appointment or extended appointment is made in terms of Regulation VII B.3.2, even for a term less than the maximum term prescribed, such an employee may not be appointed under this regulation again regardless of whether it is by the same or any other Executive Authority.


7.8 EMPLOYMENT OF NON-SOUTH AFRICAN CITIZENS

The Department of Public Service and Administration, after obtaining advice from their State Law Advisors, provide the following directive, in respect of the employment of Non-Republic of South Africa (RSA Citizens) in the Public Service:

(a) Non-Citizens issued with permanent residence permits

should be treated similarly to RSA citizens for employment purposes; and

(b) The position in (a) above does not apply to non-citizens

holding temporary residence permits. In respect of such individuals, the status quo i.e. section 15(1) (a) of the Public Service Act, 1994 (Proclamation No.103 of 1994), as amended, should still be applied.

8. ROLES AND RESPONSIBILITIES

8.1. Head of Department

The Head of Department is responsible for ensuring that human resource

programmes and plans that reinforce the policy are in place. 8.2. Managers Managers are responsible for:

(a) ensuring all posts under their direct control are created with due consideration to the inherent requirements of the post; (b) ensure that there are valid and up-to date job descriptions for every post under their direct control; (c) provide the content of advertisements to the human resources component timeously; (d) provide the guideline or lead in parameters in interview questions to be set; and

(e) chair the short-listing and selection committee where posts under their responsibility are concerned.

8.3 Head of Human Resource Component

The head of the human resource components is responsible for the following:

(a) ensuring that an approved departmental organisational structure exists; (b) advise managers on the capacity nature of appointments i.e. permanent, temporary, full-time or part-time capacity; (c) ensuring the existence of a current and approved

departmental human resources and employment equity plans which have been communicated to all employees in the department;

(d) assisting managers in the department with all human resource processes attached to recruitment, selection, promotion


and appointment, for example: the provisioning of a job description template and the original advertisement, drafting Submissions to the Head of Department and Executive Authority on the agreed names of persons to sit on the selection panel;

(e) reviewing and updating personnel Delegations in respect of recruitment, selection, promotion and appointment; and (f) ensuring the maintenance of all records pertaining to this human resource practice.

8.4 Selection Committee

The role of the selection committee is to:

(a) establish the suitability of a candidate in terms of the job requirements;

(b) determine the relative suitability of the various candidates as objectively as possible; (c) render valid advice to the final decision maker; and (d) formulate and record the reasons for specific recommendations.

9. MONITORING, EVALUATION AND REVIEW

9.1 The Human Resource Management Component is responsible for communicating the provisions of this policy to all employees;

9.2 The affected institutions and components are also responsible for the implementation thereof; and

9.3 This policy will be monitored, evaluated and reviewed on regular basis to

ensure that it achieves the intended purpose. 10. EFFECTIVE DATE This policy will be effective on the date of approval. 11. TITLE OF THE POLICY

This policy shall be called Policy on Recruitment, Selection and Appointment. 12. POLICY APPROVAL This policy was approved on the 20th day of October in the year 2009 and will be effective on the date of approval.

………………………………………………………. MR BL NKOSI HEAD: DEPARTMENT OF SOCIAL DEVELOPMENT


ANNEXURE A

KwaZulu Natal Department of Social Development

ACKNOWLEDGEMENT OF ACCEPTANCE FOR APPOINTMENT

AS AN INTERVIEW PANEL MEMBER

I, ……………………. (full names) hereby acknowledge receipt of letter

reference………………... inviting me to serve as a panel member for the advertised post

(s) of …………………………….

Furthermore, I agree to perform my duties as a panel member in terms of Section C 4.12

of the Public Service Regulations with reference to maintaining confidentiality of matters,

documents and discussions (including interview questions) before, during and after

interviews until the process is completed.

I accept that should I breach any of the aforementioned, I shall be liable for the

appropriate disciplinary action being taken against me.

Signed at ………………on this ……… day of the year ………………………………

.……………………………..

(Signature of Panel Member)

Documents

DEPARTMENT OF SOCIAL DEVELOPMENT KWAZULU NATAL … · 2016-02-12 · potential and knowledge relevant to the requirements of the post concerned; and (d) Recruitment strategies must