Recruitment Guide Final

8/14/2019 Recruitment Guide Final

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RECRUITMENT GUIDE

This document was produced with the financial assistance of the European Union and theSouth African National Department of Housing through the Support Programme for Social

Housing

The views expressed herein are those of Social Housing Institutions and can therefore in noway be taken to reflect the official opinion of the European Commission, the South African

National Department of Housing or the Support Programme for Social Housing

2005 National Association of Social Housing Organisations


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Consultant TeamThis Remuneration Manual was developed by:

AcknowledgementsThe development of this manual would not have been possible without the support of many inthe social housing sector

We would like to extend our sincere thanks to all those organisations who contributed sogenerously, in particular:

LTF ConsultingThe Support Programme for Social HousingThe Johannesburg Housing Company


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Human Resources Manual: Recruitment and Selection Page: 117

Contents

1. Recruitment Policy .................................................................................119

2. Recruitment Process..............................................................................119

3. Selection Process...................................................................................124


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Recruitment and Selection

The process of sourcing candidates and identifying appropriate peoplefor an organisation is called recruitment and selection. Recruitmentand selection is a critical component of the human resources function.

The requirements as laid down by the Labour Relations Act (LRA)ensure that recruitment and selection practices are sound and nondiscriminatory. Failure to adhere to fair recruitment procedures mayexpose an organisation to legal pressures from job applicants.

It is also not easy to dismiss an unsuitable employee within thestringent South African Labour Law environment. It is, therefore, crucialto follow a thorough process that results in the selection of the rightcandidate for the job.

Key definitions in recruitment and selection include: -

Term Definition

Recruitment Recruitment is the process of seeking out suitablecandidates to fill vacancies within the organisation

SelectionSelection is the process of choosing a candidate to fill thevacant position

InterviewInterview is the process of asking job applicants a series oftechnical and behaviour questions to determine their abilityto meet the requirements of the position.

Psychometricassessment

Psychometric assessment is the process of assessing apersons personality and competency profile, through the

administration of various tests.

CompetenciesCompetencies are the knowledge, skills and abilities that aperson has to effectively undertake a task.

Job evaluationJob evaluation is the process of determining the level of aposition in terms of key parameters such as decision-making responsibilities, strategic and operational inputs etc.

Job profileJob profile is the description of the work, relationships,responsibility levels and required outputs contained in arole.


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1. Recruitment Policy

Given the various factors that influence recruitment in the South African context, it is

advisable to develop a recruitment and selection policy for your organisation. This policyoutlines the philosophy, principles, approach and procedures that your organisation will

adopt when recruiting and selecting a new staff member.

Core components of a recruitment and selection policy:

The organisations position on non discriminatory practices;

The criteria used for selection i.e. ability, employment equity targets etc;

The process and methodology that will be undertaken to recruit staff;

2. Recruitment Process

The recruitment process covers the steps that are taken from the time a vacancy is

identified to the point where applications are received from candidates who feel they

meet the requirements for the position.

Methods of recruitment include:

A recruitment process which is coordinated by the organisation in-house;

Appointment of a recruitment agency to source appropriate candidates; or

A formal search process, which involves the headhunting of suitable candidates.

The following guideline defines the standard process for effective recruitment:

Step 1:Identify the Vacancy

Step 2:

Define the Job

Step 3:Define the Job Level

Step 4:

Develop the

Advertisement

Step 5:

Advertise the

Vacancy

Step 6:

Receive Applications


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Identify the VacancyThe first step in recruitment is the identification of a vacancy. A vacancy typically exists

due to one of the following:

A resignation

A promotion, which has left a vacant job

Growth and expansion

Always start the recruitment process with a check on whether a vacancy actually exists,

and whether there are other solutions as opposed to recruiting a new person.

If the vacancy arises out of expansion and increased work demands, it is important to

confirm that the budget exists for the appointment of a new employee. It is also important

to establish whether or not a new employee is required permanently or whether the

increased workload will only be for a fixed period of time.

The decision on what skills are required and how many staff to employ must be carefully

considered. The goal is to have enough of the right people, doing the right job, at the

right time to ensure the success and productivity of the organisation.

Define the Job

Once there is agreement that a vacancy does exist, the job needs to be defined as

precisely as possible, focusing on the following:

The key functions that needs to be fulfilled

The key competencies required by the employee in order to fulfil the role?

Other factors to decide upon include:

To what extent is the organisation prepared to train? How urgent is it that the new

employee starts with all the required skills and experience? Does the organisation

have the time and resources to allow for the new employee to be trained?

The nature of employment. Is it a short-term project or a permanent function?

At this point, the job has been defined and the required competencies have been

identified which will guide the selection of a suitable applicant.

3Refer to Defining Roles and Establishing Role Clarity


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Define the Job LevelOnce the job profile has been developed, it must then be ranked or graded in relation to

other job roles in the organisation. This process is called job evaluation. There are a

number of different formal job evaluation systems available. In addition, many

organisations design their own grading or evaluation system.

One of the most widely used systems in South Africa is the Paterson Grading System.

This system categorises jobs according to the level of decision making involved in the

execution of tasks.

The table below describes the job categories or bands in more details:

PatersonBand

Band Characteristics - types of decisions made

A Band

Defined decisions;

All actions required in the job are defined by the tool,implement or documents used, or the procedures specified inthe job;

Jobs can be learnt quickly;

Only limited training is needed;

The employee can only choose to act, and decide when andhow fast to execute the action. Such actions are usually

elements of an operation.

B Band

Operative/automatic decisions;

Involve work in which the processes are defined and freedomof choice is restricted to the operations;

There is a narrow range of possibilities to choose from, and aset of procedures for each possible choice;

Within the established operating procedures the employeecan decide where and when to do the action;

Experience is necessary to deal with unforeseen situations; afull understanding of the theory and/or systems behind the job

is not required.

C Band

Process/systems/deterministic decisions;

Decisions involve the choice of the best method to executewhat has to be done out of a number of options;

Decisions are based on knowledge acquired throughqualifications, experience, established practices, systems,rules and regulations, i.e. how, where and when.

An understanding of the theory and/or the systems behindwhat has to be done is necessary;

The outcome is deterministic in nature.


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PatersonBand

Band Characteristics - types of decisions made

D Band

Interpretative/ probabilistic decisions;

Implementation of overall plans/programmes &/or budgetsachieved by interpreting directives and choosing the bestoption out of a number of different possible courses of action ordecisions. i.e. what to do;

Involves optimisation of resources to achieve objectives;

Also includes decisions on process, organisation procedures,systems, rules/regulations, manuals and interpretations ofsituations not covered by existing rules.

Some decisions will be probabilistic decisions and the planninghorizon will be at least one year ahead (in detail).

E Band

Programming decisions;

Takes the strategic/policy decisions made by top management

and prepares the overall plans, programmes and budgetswhich will give life to strategy and policy;

Co-ordination across major functions is a key activity;

Feature of decisions taken at this level is long-term planning(at least 5 years ahead).

Job grades or levels correspond to pay scales or remuneration ranges. Defining the

level of the job therefore guides the decision on what to pay for the position.

Develop the AdvertisementIf the selected recruitment approach is to advertise and coordinate the recruitment

process internally, it is necessary to develop an appropriate advert. This advertisement

must have at least the following:

The job title; A high level outline of the job profile;

The key performance areas of the job;

A description of the minimum educational and experiencerequirements necessary;

Any preferential appointment policies that are applied by theorganisation;

The proposed remuneration package including any company benefitstructures if this is applicable;

The closing date for applications;

How the applications should be received (fax, email, post etc.); The person to whom applications should be forwarded.

5Refer to Remuneration and Benefits


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Advertise the VacancyMost organisations advertise vacancies internally in the first instance. This is in

compliance with both the Employment Equity Act as well as the Labour Relations Act.

This does not mean that an internal employee will automatically be successful in

securing the position but that internal employees must be considered and given an equal

opportunity to apply for the new position.

After internal advertising of the post, the organisation must decide where they would like

to advertise the position:-

Local newspapers;

National newspapers

Electronic job databases

Radio

The level of position and nature of the job will influence the decision as to where to place

the advertisement.

Understanding the readership and listeners of the different media is important in making

an appropriate decision as to where to advertise.

Receive ApplicationsOnce a vacancy has been advertised, candidate responses will be received.

Receipt of these responses must be acknowledged and all responses must be retained

in preparation for the screening process, and in compliance with legislation.


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3. Selection Process

Selection is the process that starts when an application is received, and ends once a

candidate has been chosen to fill a vacancy. The selection process that is undertaken isas follows:

Step 1:Review CVs & short list

candidates

Step 2:

Conduct first interviews

Step 3:Review & develop

further shortlist

Step 4:Undertake second

assessment process

Step 5:Identify appropriate

candidate & complete

reference checks

Step 6:Make the offer of

employment


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Receive CVs and Short List

Short listing is the process of identifying specific applicants worthy of interviewing.

The shortlisting process is undertaken as follows:

Review

Applications

All applications are checked against the minimum requirements thatare outlined in the advertisement. Only applications that meet theserequirements should be considered. All unsuccessful applicationsshould be returned to the applicant with a regret letter.

First Level Short

List

The first level short list includes those applicants that meet theminimum requirements required for the position. This list may belengthy and so it is necessary to then undertake a second reviewprocess.

Second Level

Review ofApplications

The second level review of applications considers other factorshighlighted in the job profile and the advertisement. Factors that may

be considered include preferences as opposed to essentials. Thiscould include working in a similar field, length of experience,demonstrated competencies or other tangible skills that the applicantspossess. A second list of appropriate candidates must be developed.

List of Interview

Candidates

Once the second list of candidates has been developed, candidatesneed to be ranked in order of appropriateness. This ranking will thenallow the top candidates to be identified. Top candidates are invited toan interview. It is recommended that at least 3 to 5 candidates areinterviewed for a position. This allows for effective comparisons to be

made.


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Interview ProcessThe type of interview and who will participate in the process

The one- on -one interview remains the most widely used and effective method of

selection. It is important, therefore, that the manager develops his/her interviewing skills.

Interviews can either be undertaken by an interview panel or by a single person. The

benefits and drawbacks of the different interview approaches are as follows:

Panel Interview One-on-One Interview

Benefits Drawbacks Benefits Drawbacks

Allows for more than

one person to assessthe candidates

Can be time

consuming

Easily set up and co-

ordinated

Increases the risk if

there is only oneperson reviewingcandidates

Allows for differentcompetencies to betested throughquestions beingasked by people withdifferent technicalbackgrounds

Can be intimidatingfor the candidates

Less time consumingin terms of theoverall managementtime being investedin interviewing

Can create unfairadvantages ordisadvantages forcandidates, as otherparties do not verifythe decision.

Preparation and planning for the interviewCandidates must be given sufficient notice of the interview and details regarding panel

members, date, time and venue must be communicated.

Prior to the interview all those participating in the interview process must review the CVs

and identify possible areas of concern or queries regarding the applicant/s. It is good

practice to prepare for the interview by planning the format and questions beforehand.

(This is particularly important in the case of a panel interview).

It is important to set aside sufficient time for the interview, bearing in mind that panel

interviews tend to take longer than one-on-one interviews.

Types of interview questions

According to labour legislation a person must be selected based on their ability or

competence to meet the inherent requirements of the job. This means that the

interview must test the candidates ability to perform the functions of the job. This is

done by asking competency based questions.

Competency based questions are questions that require the candidate to demonstrate

their ability in a particular context. They are often case-study based questions that map a

specific scenario and request a description of how the candidate would address thesituation.


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An example of competency based question

Competency: Customer Service Orientation

The desire to help clients; focusing on the effort in identifying and meetingtheir needs and providing a consistently high level of service.

Question: Customer Service Orientation

Describe some customer-focused actions youve taken or policies youveimplemented that have produced positive business results. Give specificexamples

! The competency based interview guide, completed on eachperson, should provide a clear indication on those

applicants who most closely meet the competency

requirements as stipulated in the job profile.! ! All candidates should be asked the same questions toensure that the evaluation of skills and competencies is

fair.

8For more information on competency based interviews


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Practical tips when conducting an interview:

Ask practical questions - create concrete, work-related examples to help the

applicant to answer competency based questions more specifically

Ask open ended questions, instead of yes or no questions - these are questions

that do not have an obvious right or wrong answer and will require an

explanation in answering

Listen - the panel should talk for 20% of the time and the applicant for the other

80%

Take notes - the notes will help the panel to recall each applicant when the time

comes to make a recommendation

Dont judge a book by its cover - dont allow preconceptions to cloud ones

observations during an interview

Do not ask discriminatory questions - questions which, as a rule, can only be

directed to one group of people (like women, mothers, single fathers etc) are

discriminatory

Again, do not ask discriminatory questions - questions which require/evoke

information that is not relevant to the job requirements (home address, religion,

family set up etc) are discriminatory

Observe the applicants body language - if the applicant looks nervous it is best

to attempt to calm the applicant down before proceeding further

Give the applicant your full attention - look at the applicant and give him/her

your full attention

Restate what you understand the applicant to have said / implied, especially

following a long-winded or disjointed answer

It is important to remember that a candidate who is interviewed is entitled to receive

feedback on why they were not successful, if this is the case.

The notes that were taken in the interview provide proof that an objective and

appropriate evaluation was undertaken and that a comprehensive process was followed.


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The following provides an example of the format of a panelinterview:

Open the interview and introduce members of the panel to the applicant.

Explain the purpose and process of the interview to the applicant. This wouldinclude describing the way the interview will be run, the position that is beinginterviewed for and the role that each panel member will play in the interview

Ask the candidate provide an overview of their background and experience

Describe the job requirements and expectations

Provide a description of the organisation

Ask specific competency-based questions

Ask the candidate about their salary expectations. Explain the organisationssalary and benefit structure.

Invite the candidate to ask any questions that he or she may have regardingeither the position or the organisation.

Explain the process and way forward. It is good practice to give timelines as towhen the candidate will be informed as to whether they have been successful ornot.

Close the interview

Review candidates and decide on successful candidate


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Review and Develop Final Shortlist

Following the interviews, the panel must consolidate their assessment on eachcandidate and compile a final shortlist.

Unsuccessful applicants must be informed in writing. Importantly, the reasons for not

selecting a person is based solely on the concrete criteria as outlined in the job profile

and assessed during the interview.

As detailed in the Employment Equity Act, an applicant can only be unsuccessful on the

basis of:

Qualifications

Recognition of Prior Learning

Experience / Skills

Capacity to acquire the necessary skills

The Labour Relations Act (LRA) introduces the concept of residual unfair labour practice

in that an employee cannot be subject to unfair discrimination, directly, indirectly or on

any arbitrary ground. The LRA also states that the burden of proof rests with the

employer. This means that a candidate cannot be declined for a position unless it can

be demonstrated by the employer that they did not have the best set of competencies to

meet the inherent requirements of the job.

The final shortlist of candidates must then be contacted and asked to participate in the

second level of assessment.

Consolidated Competency Assessment Grid is included


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Second Level Assessment

The second level of assessment can take a number of different forms. These include:

A further round of interviews with other panel members;

A psychometric assessment through an assessment centre;

A competency assessment through participating in a simulated work process.

The approach that is used is subject to the policy adopted by the organisation. Some of

the benefits of the different approaches are as follows:

Second InterviewsPsychometricAssessments

CompetencyAssessments

Allows an opportunityfor the first impressionto be confirmed orchanged

Allows additional staffmembers to assessthe ability of the

candidates Is cost effective

Allows the differentcompetencies andpersonality typeissues to be identified

Can give insight intothe candidatesabilities to perform

and fit into theorganisation

Can be veryexpensive

Allows for theassessment of thereal-time skills of thecandidates

Assesses how thecandidates workunder pressure

Can disadvantagecandidates who donot work well underexam typeconditions

Can be expensive

If the second interview approach is adopted a further round of interviews with other

panel members should be arranged.

Psychometric and competency assessments are normally conducted by external

Assessment Centres. Only registered Psychometrics or Psychologists may administer

many of the psychometric assessments. The timing and cost factors of these

approaches may make these options unaffordable.

A competency assessment process could be developed and administered by the

organisation. The assessments would need to be evaluated and discussed with the

participating candidates on completion.

Whichever approach is adopted for the second level of assessment, the outcome

enables the identification of the most appropriate candidate for the position.


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Identify Candidate and Reference Check

Once the entire assessment process has been completed, it is now necessary to identifythe best candidate for the job,

It may happen that after the assessment process there are no suitable candidates. This

means that the recruitment and selection process may need to recommence. If possible,

never accept second best and always have the principle in mind - if in doubtout.

Maintain consistency when making decisions. Once all the information has been

gathered, only those making the decision should be involved. Discourage outside

lobbying.

Once a candidate has been selected it is necessary to do a reference check before

making the offer of employment. For internal applicants, a reference check with one or

more of the employees previous managers / supervisors within the company can be

conducted if this is deemed necessary.

For external applicants the process of checks is much longer and more in-depth. The

following checks are advisable:

Reference check from a previous employer

Qualifications check

ITC (Credit) check.

These checks decrease the risk involved when employing an individual from outside the

company.

An acceptable referee is someone like a previous supervisor, manager, colleague or

customer. Written references will often portray the applicant in a favourable light, so it is

a good idea to contact the referee using a set of predetermined questions. The aim of

reference checking is based on the assumption that a persons future performance islinked to past performance.

It is not only necessary to check references, but it is also important to check more than

one reference. It is important to ask open ended, leading questions and not questions

that evoke a yes or no answer. Encourage the referee to go into as much detail as

possible.


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Examples of questions that can be asked during reference checking:

1. When did the person work for your organisation?

2. What was the persons position in the company?

3. How did management and staff regard the person?

4. What was the persons performance in the organisation like?

5. How well did the person work when unsupervised?

6. Was the person dependable, e.g. punctual, were deadlines met etc.?

7. Did you ever have reason not to trust the person?

8. How did the person work in a team?

9. How did the person work when under pressure?

10. Why did the person leave?

11. Would you re-employ the person?

12. What are some of the persons strengths and weaknesses?

13. How did the person get along with other staff?

14. How much initiative did the person show?

There are some cautions to bear in mind when conducting a reference check: -

! Before contacting a referee, one needs to obtain the consent of theapplicant.

! Try not to contact a referee on a mobile phone number. A mobilephone number gives no guarantee that the person is who he or shesays he or she is;

! Phone the organisation reception directly;

! Confirm the employment and designation of the applicant and of thereferee first, then request to be transferred through to the referee;

! Due to the escalating number of fraudulent certificates it is essentialto contact universities or colleges to confirm that certificates,diplomas or degrees are valid;

!! The company can make use of the ITC credit check system to

conduct credit checks on every new employee. However, this mayonly be done with the consent of the applicant. This assists inassessing the risk that an individual might present. (Especially if theindividual is applying for a position in a financial department).

If the applicant is referred by an agency, all the above checks should be completed by

the agency and must be incorporated into the service level agreement.


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Offer of Employment

Once you have decided on the correct candidate for the position it is necessary to makean offer of employment.

It is common practice to call the successful candidate and make a verbal offer.

There may be the need for some discussion around package, start date etc. Once the

finer details have been agreed, a contract of employment is drafted and signed by both

the future employee and the employer.

Contract of Employment Template is included

Documents

Recruitment Guide Final