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HUMAN RESOURCE POLICY

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

Recruitment is the process of searching the candidates for employment and


stimulating them to apply for jobs in the organization”. Recruitment is the activity that
links the employers and the job seekers. A few definitions of recruitment are:

1. A process of finding and attracting capable applicants for employment. The


process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which new
employees are selected.
2. It is the process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient
working force.
3. Recruitment of candidates is the function preceding the selection, which helps
create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool.
The main objective of the recruitment process is to expedite the selection
process.
4. Recruitment is a continuous process whereby the firm attempts to develop a
pool of qualified applicants for the future human resources needs even though
specific vacancies do not exist. Usually, the recruitment process starts when a
manger initiates an employee requisition for a specific vacancy or an
anticipated vacancy.

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

Temporary appointments shall be for a continuous period of 12 months, where after


it should be referred to the Executive Manager for approval of a further period.

METHODS THAT WILL BE USED FOR ADVERTISMENT

The following information will be contained in all advertisements, irrespective of the


media in which the advertisements are placed:
(a) the title of the job;
(b) a brief description of the duties associated with the job;
(c) the requirements (including formal qualifications and/or experience) of the job;
(d) contact name;
(e) fax number;
(f) e-mail address;
(g) a clear indicator of the closing date for applications;
(h) where applicable, a request for at least three (3) references is to be provided in
writing by the applicant.

Wherever possible, specific details on terms and conditions of employment, levels of


remuneration and other benefits will also be included. This shall allow prospective
applicants to assess whether they would gain or lose by changing employment

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

Our organizations will use Internet as a source of recruitment. E-recruitment is


the use of technology to assist the recruitment process. We’ll advertise job
vacancies through worldwide web. The job seekers send their applications or
curriculum vitae i.e. CV through e mail using the Internet. Alternatively job
seekers place their CV’s in worldwide web, which can be drawn by prospective
employees depending upon their requirements.

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

THE ADVANTAGES OF EXTERNAL RECRUITMENT ARE:

• New people bring fresh ideas to the organization


• The company does not remain stagnant

THE PURPOSE AND IMPORTANCE OF RECRUITMENT ARE:

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

METHOD OF WORK USED

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

Our organization does not want to hire relatives as it will be nepotism


In accordance to affirmative action we must recruit, hire, train and promote the most
qualified persons in all job classifications without regard to race, color, religion,
national origin, veteran's status, or non job-related physical or mental disability, age,
or sex;

FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of


various internal and external forces. The internal forces or factors are the factors that
can be controlled by the organization. And the external factors are those factors
which cannot be controlled by the organization.

The internal and external forces affecting recruitment function of an


organization are:

FACTORS AFFECTING RECRUITMENT


COMPONENTS OF THE RECRUITMENT POLICY

• The general recruitment policies and terms of the organization


• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment

A recruitment policy of an organization should be such that:

• It should focus on recruiting the best potential people.


• To ensure that every applicant and employee is treated equally with dignity
and respect.
• Unbiased policy.
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weight age during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and employment
relationship.
• Integrates employee needs with the organizational needs.

Establishing the Selection Criteria

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.

According to the provisions of the Employment Equity Act, 1998 relating to


designated groups (i.e. black people, women, people with disabilities), a candidate
shall be suitably qualified for a job within BPDM, either —
a) as a result of his/her formal qualifications and/or his/her prior learning and/or
relevant experience; and/or
b) because he/she has the capacity to acquire, within a reasonable time, the ability,
skills and competencies required to do the job.

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.

GENERAL INTERVIEWING GUIDELINES


Preparation for the Interview
Subsequent to the short-listing process, an interview with each of the short listed
candidates takes place. The purpose of such an interview is to add value to the
selection decision. It is crucial that interviewers are well prepared.

The interview shall consist of the following segments:


• Introductions and overview of the structure of the interview.
• Questions directed at the interviewee’s work experience and qualifications for the
position.
• Overview of the position and BPDM.
• Opportunity for the interviewee to ask questions.
• Summary of interview including the way forward.

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

• The general recruitment policies and terms of the organization


• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment

A RECRUITMENT POLICY OF AN ORGANIZATION SHOULD BE SUCH THAT:

• It should focus on recruiting the best potential people.


• To ensure that every applicant and employee is treated equally with dignity
and respect.
• Unbiased policy.
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weight age during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and employment
relationship.
• Integrates employee needs with the organizational needs.

FACTORS AFFECTING 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