Talent Acquisition and Onboarding

1.
9. 10.
Needs
Offer Appointment
Assessment

2. 11.
Analysis of 3, Induction
the Recruitment Plan Programme
position/ JD
3b.
Advertising
12.
Placement
4. interviews
Preparation for
Pre-Selection

5. 6. 7. 8.
Interviews Assessments Medical Test References
(External
Candidates)
Step 4 Pre-selection
Objective: After the closing of the advertisement, the next step is to do pre-selection based on
the qualifying criteria.

Blackboard notes
Steps to be followed Textbook 200-203
 Map out the process to be followed for short-listing.
 Invite union representative to observe the short-listing process where applicable (Union
involvement is based purely on observer status)
 Use the job profile appearing in the advertisement as the basis.
 List the essential criteria versus the non-essential criteria for the position.
 Rank the essential criteria in the order of importance.
 Record all decisions made, preferably on a spreadsheet, indicating reasons for selecting and
not selecting candidates.
 Always note on a CV why a candidate is not successful.
 Decide on a date and venue for the interviews.
 Invite the short-listed candidates for the interviews.
 Decide on the interview questionnaire and format to be followed throughout the process.
 The question must be based on the inherent job requirements, which means that they should
relate to the knowledge, skills, abilities and human attributes essential for the job.
 Keep all records of the process followed per position for at least six months.
Compile the short list

 It is unethical to promise a job prior to the finalisation of the recruitment and selection process and the
necessary consultation. Under no circumstances should a job offer be made at this stage.
 After the pre-selection is done and there are still too many applicants left, the candidates may be short
listed.
 During this stage additional criteria are looked at and CV’s are measured against these criteria.
 Where, during sifting, one looks at the “must haves” at this stage one looks at the “Nice to haves” Again it is
important to note why candidates are not included on the shortlist.
 List the essential criteria versus the non-essential criteria for the position.
 Rank the essential criteria in the order of importance.
 Record all decisions made. Preferably on a spreadsheet, indicating reasons for selecting and not selecting
candidates.
 Decide on a date and venue for the interviews.
 Invite the short-listed candidates for the interviews.
 Decide on the interview questionnaire and format to be followed throughout the process.
 The question must be based on the inherent job requirements, which means that they should relate to the
knowledge, skills, abilities and human attributes essential for the job
 Keep all records of the process followed per position for at least six months.
Talent Acquisition and Onboarding
1.
9. 10.
Needs
Offer Appointment
Assessment

2. 11.
Analysis of 3, Induction
the Recruitment Plan Programme
position/ JD
3b.
Advertising
12.
Placement
4. interviews
Preparation for
Pre-Selection

5. 6. 7. 8.
Interviews Assessments Medical Test References
(External
Candidates)
Step 5 Job Interview
1. Interview panel should be set up and confirmed before the interview date. The panel should consist of a
minimum of two people. Both HR and Management should be represented in the panel.

2. Where Union are involved, their role will be that of observers and to monitor the process.

3. The selection panel should ensure that a friendly and professional tone is set during the interview to put the
candidates at ease.

4. Seating arrangements should be conducive:

Room size is important - not to big or small
Chairs should be arranged to allow space between all, but should not be too sparsely positioned to
create a “I’ and “Them” atmosphere.

5. Ground rules, standards and norms should be established and agreed upon by HR and Management prior to
the interview.
.
6. Take into account any disabilities, e.g. hearing or visual disability and conduct the interview accordingly.
Criteria should not be changed when interviewing people with disabilities.

7. Explain to the candidate the questioning process in terms of structured questions. That the panel will take
turns and that notes will be taken.
Textbook 207-212
8. Interview questions should be prepared in advance. They should be used to enhance clarity of responses and to
elicit more information.
The panel may probe deeper with relevant questions.

9. Questions should be based on the inherent job requirements. That is how they should relate to the knowledge, skills
abilities and human attributes essential for the job.

10. Rating scale should be determined in advance.

11. To ensure consistency and equitable treatment for all, candidates should be asked the same questions.

12. Avoid all discriminatory questions, e.g. religious affiliation, family responsibility, etc. at all costs.

13. Short notes of responses to question should be kept.

14. At the end of each interview, the HR Consultant should take this as an opportunity to give line management
feedback.

15. When all the applicants have been interviewed, the panel should confer and reach consensus on ratings given as
well as the most suitable candidate.

16. A different questionnaire should be used for a second interview and the same process as for the first interview, should
be followed.