Employee Lifecycle // Lesson 3

Recruitment
and Selection
Policy Example
Recruitment and Selection
Policy Example

1. PURPOSE

Recruitment and selection is the process that is used to attract applicants for a
job and to determine their suitability. This policy covers various techniques
used such as short-listing, scoring, interviews, assessments, and reference
checks.

2. SCOPE AND APPLICABILITY

2.1. This policy cancels all previous instructions, policies, and practices
regarding recruitment and must be read with other policies relating to
HR processes.

2.2. Where no policy exists to govern this practice, this EdgeDotGrow Policy
will prevail.

2.3. The principles of recruitment covered in this policy are applicable to the
recruitment process at all levels of EdgeDotGrow.

3. APPLICABLE LEGISLATION

3.1. “Basic Conditions of Employment Act”: the Basic Conditions of

Employment Act, No 75 of 1997

“labor Relations Act (LRA)”: the labor Relations Act (LRA), Act 66 of

1995

4. OBJECTIVES

4.1. Legal compliance

The recruitment and selection process outlined in this policy is

designed to ensure legal compliance, to recruit the best candidate for
the job, and to ensure that good recruitment and selection standards
are maintained throughout the process. The selection process will be
consistent and transparent to ensure accuracy, equity, and buy-in.
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1.2. Internal versus external selection

Sound management practices will ensure that vacancies are filled with
the appropriate or best available candidate by applying a blend of
internal and external recruitment. Best practice requires that attention
is given to internal promotion and transfer before recruiting externally
as this will ensure the retention and enhancement of already vested
skills and expertise in the company.

5. APPLICABLE LEGISLATION

5.1. Constitution

Chapter 2 of the Constitution provides a Bill of Rights which conveys

provisions of equality and non-discrimination (clause 9), the right to
privacy (clause 14), and the right to fairlabor practices (clause 23).
Management who recruit and select candidates for employment must
not transgress these rights.

5.2. labor Relations (LRA), Act 66 of 1995, as amended

5.2.1. The candidates’ rights to freedom of association in terms of his

trade union membership and participation are protected in terms
of sections 4 and 5.

5.2.2. An unfairlabor practice is defined in Schedule 7 and includes any

discrimination towards an employee on arbitrary grounds either
directly or indirectly including race, gender sex, ethnicity, social
origin, color, sexual orientation, age, disability, religion,
conscience, belief, political opinion, culture, language, marital
status, or family responsibility. For purposes of this section, an
“applicant for employment” is an employee. This section does
not preclude measures to achieve protection and advancement
of person’s previously disadvantaged by unfair discrimination.
Discrimination based on an inherent requirement of a particular
job does not constitute unfair discrimination.
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1.1.1. Where the services of a temporary worker have been procured

via a temporary employment service agency (TES) that is
responsible for the payment of remuneration to that worker, then
the TES is the employer of the worker. Where a service contract
of a temporary worker contravenes the labor law or a collective
agreement, then the TES and the company are jointly and
severally liable for that contravention. (See section 198).

1.3. Employment Equity Act No 55 of 1998

Chapter II, Sections 5-9 are applicable to this policy:

1.3.1. Clause 5: Elimination of unfair discrimination: Every employer

must take steps to promote equal opportunity in the workplace
by eliminating unfair discrimination in any employment policy or
practice.

1.3.2. Clause 6: Prohibition of unfair discrimination: (1) No person may

unfairly discriminate, directly or indirectly, against an employee,
in any employment policy or practice, on one or more grounds,
including race, gender, sex, pregnancy, marital status, family
responsibility, ethnic or social origin, color, sexual orientation,
age, disability, religion, HIV status, conscience, belief, political
opinion, culture, language, and birth. (2) It is unfair
discrimination to (a) take affirmative action measures consistent
with the purpose of the act; or (b) distinguish, exclude or prefer
any person on the basis of an inherent requirement of the job. (3)
Harassment of an employee is a form of unfair discrimination and
is prohibited on any one, or combination of grounds of unfair
discrimination listed in subsection (1).

1.3.3. Clause 7: Medical Testing: (1) Medical testing of an employee is

prohibited, unless (a) legislation permits or requires the testing;
or (b) it is justifiable in the light of medical facts, employment
conditions, social policy, the fair distribution of employee
benefits or the inherent requirements of the job. (2) Testing of an
employee to determine that employee’s HIV status is prohibited
unless such testing is determined to be justifiable by the labor
court in terms of section 50 (4) of this act.
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Policy Example

1.1.1. Clause 8: Psychological testing and other similar assessments:

Psychological testing and other similar assessments of an
employee are prohibited unless the test or assessment being
used (a) has been scientifically shown to be valid and reliable; (b)
can be applied fairly to all employees; and (c) is not biased
against any employee or group.

1.1.2. Clause 9: Applicants: For purposes of Sections 6, 7, and 8,

“employee” includes an applicant for employment.

1.1.3. Also, Codes of Good Practice which impact on this policy are:

1.1.3.1. Code of Good Practice on the Employment of People with

Disabilities.

1.1.3.2. Code of Good Practice on the Integration of Employment

Equity into Human Resource Policies and Practices.

1.1.3.3. Code of Good Practice on Key Aspects of HIV/AIDS and

Employment.

1.2. Basic Conditions of Employment Act No 75 of 1997, as amended

1.2.1. Section 29 requires that an employer give an employee written

particulars of employment when the employee commences
employment.

1.2.2. The employer must keep such written particulars for a period of
three years after termination of the contract of employment.

6. ACCOUNTABILITY/RESPONSIBILITY

6.1. The role of the Human Resources Practitioner (Human Resources

Manager)

6.1.1. For management positions to manage the process from receipt of

a requisition and job specification to the job offer, including
advertising, receiving CVs, screening interviews, short-listing,
sending list to divisions, and reference checking;

6.1.2. To actively source talent for the EdgeDotGrow;

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1.1.3. To keep records of all applicants and related records for a period
of one year. This is required as applicants may declare a dispute
up to 30 days after the appointment was made and because of
the time it takes for such disputes to be processed;

1.1.4. To maintain a good corporate image by keeping applicants

informed of the process and the status of their applications;

1.1.5. To assist line management, complete a detailed job description,

and job specification;

1.1.6. To assist line management in deciding on fair selection criteria

and to develop an interview guide;

1.1.7. To participate in the short-listing of candidates for interview;

1.1.8. To participate in the interview panel and make a decision with the
panel on the most suitable candidate for the job;

1.1.9. To have input into the job offer made to an applicant;

1.1.10. To keep copies of all documentation used in the interview and job
offer process;

1.1.11. To provide the new employee with a contract of employment;

1.1.12. To ensure a new employee is correctly inducted into the

company; and

1.1.13. To benchmark the remuneration applicable to the position.

1.2. The role of the Line Manager or Supervisor

1.2.3. To notify operational HR that a vacancy exists;

1.2.4. To develop a detailed job description and job specification with

HR;

1.2.5. To decide on fair selection criteria and develop an interview guide

with HR;

1.2.6. To select from the short-list of candidates for interview;

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1.1.1. To participate in the interview panel and make a decision with the
panel on the most suitable candidate for the job; and

1.1.2. To have input into the job offer made to an applicant.

7. PROCESSES AND PROCEDURES

7.1. Advertising

7.1.1. Advertisements should accurately reflect the inherent or

essential requirements (core functions) of the job and
competency specifications and place emphasis on suitability for
the job.

7.1.2. In order to make employees aware of opportunities that exist

within the workplace, all adverts must be placed internally, even
if a job is being advertised externally.

7.1.3. All advertisements should be placed in media platforms that are

accessible to groups that are underrepresented.

7.1.4. Internal adverts

7.1.4.1. It is best practice to advertise vacancy opportunities

internally and if there are no suitable responses, then to
advertise externally. Vacancies may be advertised
concurrently. The position profile and person specification
must always form the basis of such communication.
Notice boards and the EdgeDotGrow website will be used
for local advertisements.

7.1.4.2. Internal adverts will be generated by the Human

Resources Practitioner from the job specification input on
the EdgeDotGrow website. All internal adverts will be
published on the company website and notice boards, for
a period of 10 days.

7.1.4.3. Details to be included in the advert are:

7.1.4.3.1. Job title;

7.1.4.3.2. Operation and location;

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1.1.1.1.3. Job responsibilities;

1.1.1.1.4. Candidate specifications;

1.1.1.1.5. Closing date for receipt of applications; and

1.1.1.1.6. Response address, telephone number, and email

address.

1.1.5. External adverts

1.1.5.1. By advertising in a balanced selection of media, all sections

of the population should have equal opportunity to apply.

1.1.5.2. The content of external advertisements must be

nondiscriminatory and the media selection must reach a
broad spectrum of the targeted candidates.

1.1.5.3. External advertisements must uphold a favorable employer

image of EdgeDotGrow and include the corporate logo.

1.1.5.4. The format of the advertisement will be the standard

external advertisement, which has been designed to
optimise costs and maintain a EdgeDotGrow corporate
image.

1.1.5.5. All external adverts will be placed in the media by the

Human Resource Practitioner.

1.1.6. Advertising cost

1.1.6.1. The cost of advertising will be billed directly to the

requesting operation.

1.1.6.2. The Human Resources Manager will discuss all external

advertising requirements in advance with the requesting
manager.

1.2. Headhunting via search agencies

Headhunting will be limited to executive, senior positions and scarce

skills at other levels, at the discretion of the HR Director and CEO.
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Policy Example

1.3. Use of employment agencies

1.3.1. Employment agencies must be used only where circumstances

dictate.

1.3.2. Due regard to vendor consolidation opportunities for the purpose

of reduced agency fees and provision of a professional service will
apply.

1.3.3. Placement fees will be for the account of the requesting

operation.

1.3.4. All employment agencies must be channeled to the Human

Resources Managers who will make the decision whether to use
the agency or not based on budgetary constraints.

1.3.5. It is expected that over time, the EdgeDotGrow recruiting services

will have developed a working database of candidates for both
permanent and temporary opportunities. Therefore, the need to
use agencies will diminish.

1.3.6. Alternatives such as internet (job search services) and response

handling services may be used to a greater extent. The
EdgeDotGrow website recruiting will also contribute to the
reduction of the usage of recruitment agencies.

1.4. Recruitment of casual labor

1.4.1. A list of authorized persons to order casuals will be supplied to

and decided by the Operations Managers.

1.4.2. Prior to any casual labor being ordered, the internal casual
requisition form must be completed.

1.4.3. To ensure correct costing, the requisition form must stipulate the
number of casuals required, reasons for requiring the casual, time
frame, and department.

1.4.4. The requisition form must be approved by the Operations

Manager as well as the HR Manager. Only when the requisition
has been approved will the authorized personnel place an order
for their casual requirement.
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1.1.5. All casuals will be required to clock their hours.

1.1.6. Line managers or supervisors must check that the correct

number of casuals is dispatched at all times. Any issues must be
reported to HR for follow up.

1.1.7. HR will keep an accurate, updated list of dispatched casuals at all

times.

1.1.8. To avoid accidents, line managers or supervisors must induct

casuals in their areas of responsibility. Induction must include
explaining job responsibilities, safety and machinery and/or tools
to be used.

1.1.9. Line managers or supervisors must also ensure that the casuals
are aware of the Safety, Health, and Quality requirements of the
job.

1.1.10. Line managers or supervisors must check hours at end of shift

and if in agreement must then authorize the clock card, attach
them to the order form, and put them in an agreed area for
collection.

1.1.11. HR will do an analysis of casuals used by departments and

costing thereof will be done on a monthly basis once all invoices
have been paid.

1.5. Re-employment of former employees

1.5.1. EdgeDotGrow may consider the possibility of re-employing

former employees who have been retrenched or who have left
the employ of the company for alternative employment.

1.5.2. It is the responsibility of the former employee to keep the

company informed of any change of contact details which the
company has on record.

1.6. Employee Referral Program

1.6.1. The Employee Referral Program is applicable to permanent

employees of EdgeDotGrow who must be in the employ of the
business at the time of payment.
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1.1.1. Hiring Line Management, HR, and Executives are excluded from
receiving referral bonuses.

1.1.2. No external advertising using the EdgeDotGRow brand or logos

will be allowed via social media or any recruitment portals.

1.1.3. HR will provide feedback to the referring employee only at the

placement and start date of the successful candidate.

1.1.4. The referral must represent the candidate's first contact with the
company. Temporary contract and former employees are not
eligible candidates for referral.

1.1.5. To be eligible for an award, the referrals must first be submitted

to Human Resources and must include a Candidate Referral Form
and a CV/resume or employment application.

1.1.6. Once a referral is hired and completes 90 calendar days of

service, the employee responsible for the referral will receive the
referral bonus.

1.1.7. All candidates will be evaluated for employment consistent with

EdgeDotGrow policies and procedures, and all information
regarding the hiring decision will remain strictly confidential.

1.1.8. The office of Human Resources reserves the right to make the
final determination about candidate eligibility, including whether
they are qualified for positions designated within the program. In
the event an applicant is referred by more than one employee, or
by an employee and an employment agency, the deciding factor
will be the date of receipt of the referral to Human Resources.

1.7. Screening and short-listing

1.7.1. Short-listing is a process in which all applications, including CVs

and other relevant documents, are considered and applicants
who meet the minimum job criteria are placed on a short list.
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1.1.2. The process of short-listing must be standardized and the

standards used must be decided on before the short-listing
commences.

1.1.3. Selection decisions must be based on predetermined objective

criteria and the evaluation of each candidate must be based on
the same set of criteria.

1.1.4. Predetermined selection criteria must be based on the actual

specifications of the vacant job. Differentiation may only occur
where there is an inherent requirement of the job or legal
qualifying criterion.

1.1.5. In order to minimize individual bias, more than one person must
be involved in the process of short-listing applicants. The
short-listing panel must be balanced in terms of representation.

1.1.6. As many suitably qualified applicants from designated groups as

possible should be short-listed. Suitably qualified applicants
must meet the essential job requirements. When short-listing,
applicants from the designated groups who meet most, but not
all, the minimum requirements, must be considered as these
applicants with potential should be considered for development
to meet job requirements within a specified timeframe.

1.1.7. Unfair discrimination

1.1.7.1. Direct unfair discrimination: It will be unfair to arbitrarily

apply any of the following as selection criteria:

1.1.7.1.3. Gender, sex, sexual orientation, ethnicity, race,

social origin, language, color

1.1.7.1.4. Religion, conscience, belief

1.1.7.1.5. Political opinion

1.1.7.1.6. Age, marital status, family responsibility

1.1.7.1.7. Disability, physical appearance

1.1.7.1.8. Trade union membership

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1.1.1.7. Indirect Unfair Discrimination

1.1.1.8. Examples of indirect unfair discrimination that could apply

in the selection process are:

1.1.1.8.1. Inappropriate psychometric tests

1.1.1.8.2. Unreasonable skills tests

1.1.1.8.3. Unrealistic selection criteria

1.1.1.8.4. Inappropriate interview questions

1.1.1.8.5. Initial medicals that are not job specific

1.1.1.8.6. Narrow media selection for advertisements

1.1.8. Fair discrimination

There are circumstances of fair discrimination or differentiation

provided that such distinction, exclusion, or preference is based
on the inherent requirements of the vacant position or the
business requirements. An affirmative action appointment will be
fair reason to discriminate.

1.8. Interviews

1.8.1. An interview is a selection tool that provides an employer with

the opportunity to meet a job applicant face-to-face.

1.8.2. Panels must be used in the short-listing and interviewing

process. Panels must always include the line manager recruiting
for the position, the operational HR Manager, and may also
include departmental colleagues and, if operational policy
requires, a shop steward.

1.8.3. The targeted selection methodology is the preferred interview

process in EdgeDotGrow. Training and guidance must be
provided to the interviewing panels. Training must include
interviewing skills, the measuring system used, employment
equity and affirmative action, and matters relating to diversity,
including skills for recognizing different dimensions of merit.
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1.1.4. Standard interview questionnaires must be developed via the

targeted selection process. The questionnaire must be prepared
before the interview, listing a set of questions that will be asked
of each applicant interviewed, to determine the applicant’s
suitability for the job. The interview questionnaire must be based
on the job description, particularly essential elements of the job,
and competency specifications. Questionnaires must be audited
regularly to ensure that they do not contain questions that are
potentially discriminatory.

1.1.5. All applicants interviewed must be consistently and objectively

assessed using the job description, competency specification,
and measuring system as the basis. The same amount of time
must be allocated for each candidate and the same or similar
questions asked.

1.1.6. The measuring system should be standardized. Weightings must

ensure that there is a balance between matching job
requirements, numerical targets, and the needs of the company.

1.1.7. The initial selection process will be conducted by the HR

Manager and will conclude when the HR Manager provides the
requesting operation with a short list of candidates.

1.1.8. These candidates will be viewed by the panel and a decision

made on which candidates to interview. The candidates will be
interviewed by the requesting line manager, operational HR, and
by operational based interview panels.

1.1.9. Best practice requires all operations interviewers have been

trained in the targeted selection system.

1.1.10. Using the job specification, the interviewers will prepare the
interview and note-taking guide.

1.1.11. The guide encourages interviewers to prepare and formulate

questions that are specific and behavior-based. This relates
directly back to the job specification and will avoid unfair
discrimination and subjective decisions.
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1.1.12. Concise notes of applicant responses to questions are important,

and interviewers/panels must take notes during the interview.

1.1.13. At the conclusion of the interview, the panel needs to compare

the selection analysis before a final decision is made. A
candidate scoring system must be used. This will include the
outcomes of reference checks, psychometric tests, skills tests,
etc., where necessary.

1.9. Reference checking

1.1.1. The purpose of a reference check is to verify information

provided by an applicant during the selection process.

1.1.2. Reference checks should not be conducted in a manner that

unfairly discriminates. The same type of reference checks must
be conducted on all short-listed applicants.

1.1.3. Integrity checks, such as verifying the qualifications of an

applicant, contacting credit references and investigating whether
the applicant has a criminal record, must be conducted only if
relevant to the job. Credit and criminal checks will be done on all
employees.

1.1.4. It is a prerequisite to the formal offer of employment to obtain

two to three satisfactory occupational references in all instances
irrespective of the level of appointment. Applicants are required
to give their consent to conduct an occupational reference check.
It is important that all external applicants give this consent,
which must be obtained in the first interview. It is not permissible
to seek references from the current employer.

1.1.5. The outcome of the occupational reference check questionnaire

will be recorded by the Human Resources Practitioner.

1.1.6. Credit and/or criminal checks are done where a position involves
dealing with money or financial transactions, highly confidential
information, or information that can be misused.
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1.1.7. Written consent must be obtained from the applicant before

credit/criminal checks can be conducted. Information gleaned
from credit checks must be handled sensitively and must not
automatically prejudice applicants. The HRDs or CEO are
expected to use discretion in this regard.

1.1.8. Reference checks on applicants obtained through agencies must

be completed by a HR Practitioner, even if provided by the
agency.

1.10. Job offers

1.10.1. A realistic job preview must be provided to ensure that both the
candidate and employer’s expectations are congruent. This
should facilitate the retention of employees by effectively
managing expectations before the candidate accepts a position.
Lines of responsibility and specific responsibilities must also be
clarified.

1.10.2. Where candidates do not accept a job offer, the reasons for not
accepting the offer must be established in order to remove any
barriers related to the job.

1.10.3. It is a prerequisite to the formal offer of employment to obtain

2-3 satisfactory occupational references. These must be
obtained in all instances irrespective of the level of appointment.

1.10.4. Having made a decision on the best candidate for the job (in
conjunction with line and interview panel), the HR Manager will
make the offer to the successful applicant.

1.10.5. The offer will only be made once the details of the offer have
been approved and confirmed with the HR Director or HR
Services Manager.
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1.1.6. Should an operation interview a candidate from another

EdgeDotGrow operation and wish to make a job offer, the
operation wishing to make the offer is required to first notify the
HR Director or HR Manager of the affected operation to discuss
the proposal before the job offer is made. Internal transfers
between operations should normally result in a promotion or be
in line with the applicant’s career development.

1.1.7. The HR Manager will provide the applicant with a signed, written
offer of employment.

1.1.8. The HR Manager will keep a file of all unsuccessful applicant

information for the relevant position.

1.1.9. Unsuccessful applicants will receive regret letters from the

company.

1.11. Record keeping

1.11.1. Copies of all documents relating to each stage of the recruitment

process must be kept for a reasonable period of time (at least
one year) after the position has been filled e.g. CVs, interview
records, copies of correspondence including regret letters. These
documents will be important in the case where an applicant
challenges the recruitment and selection process.

1.11.2. Information on the recruitment processes must be kept to inform

management of its employment equity strategy, for monitoring
changes in the attitudes and actions of managers and to provide
information about which sections of the workplace are advancing
employment equity.

1.11.3. This information should include the demographic details of

candidates who apply, those who are shortlisted, interviewed,
and made offers and also the persons involved in the
short-listing, interview, and job offer process.
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1.12. Recruitment documentation

1.12.1. Job description:

1.12.1.1. A job description outlines the role and duties of the job
and consists of two components:

1.12.1.1.1. A description of the outputs of the job, including

location, purpose, responsibilities, authority levels,
and interrelationship between jobs.

1.12.1.1.2. A description of the inputs of the job including

details about the knowledge, experience,
qualifications, skills, and attributes required to
perform the job effectively.

1.12.1.2. A job description must clearly state the essential or

inherent requirements of the job, i.e. the minimum
requirements that an employee needs in order to be able
to function effectively in that job. These requirements
must not be overstated so as to present arbitrary or
discriminatory barriers to designated groups.

1.12.1.3. To ensure that job descriptions refer only to essential or

inherent job requirements, they must meet the following
criteria:

1.12.1.3.1. Ensure each task or duty in the job description is

essential to perform the job and is not overstated.

1.12.1.3.2. The description is free of jargon and written clearly.

1.12.1.3.3. Objective competency specifications essential to

perform the duties are included.

1.12.1.3.4. No non-essential experience requirements are

included.

1.12.1.3.5. Potential may also be incorporated as a

requirement, with reference to development and
training to acquire additional skills and
competencies.
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1.1.1.4. A job analysis must be conducted to examine the content

of the job, breaking it down into its specific tasks,
functions, processes, operations, and elements and the
competencies required to do the job effectively.

1.1.1.5. The purpose of a job description is to define the job.

Effective selection can only be achieved by determining
the specific requirements of the job and a person’s
eligibility for the target job. The line manager consults with
other managers and job incumbents of the vacant position
in order to complete the job specification, with operational
HR. Once the job specification is completed, it can be
forwarded to the HR department.

1.1.2. Job application forms:

1.1.1.1. Job application forms and interview guides are

mechanisms that are used as part of selecting a suitable
candidate.

1.1.1.2. Job application forms and interview guides must

standardize the information received from job applicants
and reduce the probability for unfair discrimination.

1.1.1.3. Applications and interview guides must ensure that the

information obtained from job applicants focuses on the
requirements of the job and does not result in unfair
discrimination.

1.1.1.4. Applications must include biographical information to

provide an easy mechanism for monitoring applications
from various designated groups.

1.1.3. Regret letters

Every candidate who has submitted an application or entered a

formal selection process must be notified of the outcome in
writing. This extends to internal candidates as well
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1.13. Assessments

1.13.1. Appropriate medical, psychological and other similar

assessments, if properly used, can contribute positively toward
the recruitment and development of suitably qualified applicants
and employees. However, assessments must include rather than
exclude individuals with potential and those suitably qualified.

1.13.2. The Employment Equity Act prohibits medical testing, unless

legislation permits or requires the testing, or it is justifiable in the
light of medical facts, employment conditions, social policy, the
fair distribution of employee benefits, or the inherent
requirements of the job. Psychological and similar assessments
are also prohibited by the Act, unless the assessment being used
has been scientifically shown to be valid and reliable, can be
applied fairly to all employees, and is not biased against any
employee or group. Assessments are required to be free from
unfair discrimination based on the prohibited grounds. Tests that
directly or indirectly unfairly discriminate on these grounds are
inappropriate and should be avoided.

1.13.3. An assessment is seen to be directly unfairly discriminatory when

it excludes employees from designated groups on the basis of
one or more of the prohibited grounds. Indirect unfair
discrimination, however, is the more likely outcome. This occurs
when, on average, the majority of a particular group assessed
scores below the minimum requirement compared to other
groups or individuals.

1.13.4. Assessments must be used only as an additional tool in the

recruitment and selection process to validate facts established
through the interview of a candidate, or contained on the CV, and
enhances the decision-making process. Assessments must not
be the only selection criteria, and the results of assessments may
not be used in isolation. Assessments should be used to identify
candidates with potential and persons who are suitably qualified.
These assessments must then be followed up by relevant
intervention measures like appropriate training and
development.
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1.1.5. The purpose, context, and methods to be used must be identified

before using assessments.

1.1.6. Assessments must be valid, reliable and fair, so that no group or

individual is unfairly disadvantaged as a result of the assessment.
Bias in the application of the assessment must be eliminated. A
test must match the job in question and measure the minimum
level of the competencies required to perform the job, which
must be based on the inherent requirements or essential
functions of the relevant job. Tests must avoid arbitrary or
irrelevant questions. Only assessments that have been
professionally validated as reliable predictors of performance for
a particular job, irrespective of race, gender, or disability, must be
used.

1.1.7. Administrators of medical, psychological, and other similar

assessments must be qualified and registered with the
appropriate recognized professional body of the country in which
the company is headquartered. Assessors must be trained to
understand, evaluate, and interpret the evidence or outcomes of
the assessment objectively against the skills and abilities
required for the job and must be able to justify their decisions.
The assessment process must also minimize the opportunity for
assessors to make subjective or arbitrary judgements that could
deliberately or inadvertently work to advantage one group over
another. Assessors must make sure they assess against the
competencies of the job.

1.1.8. Special care must be taken to ensure that the language used is
understood by those who are being assessed.

1.1.9. All employees or applicants for a particular job must be assessed

against the same criteria. The process must make
accommodation for diversity and special needs.

1.1.10. Records must be kept for at least one year.

1.1.11. Assessment results must be stored with due regard to

confidentiality and interpretations only shared with the applicant
and the managers educated in the use of the assessment.
Recruitment and Selection
Policy Example

1.14. Entry medicals

1.14.1. Entry medicals are required of the final applicant before a job
offer is made. This is done to determine whether a job applicant
has the ability to perform the job properly and safely, that he/she
brings no risk to the workplace, that baseline measures are
obtained, and disabilities are accommodated.

1.14.2. The results of the examination will be used only for the purpose
of determining the applicant’s ability to perform the job for which
he or she has applied.

1.15. Avoidable recruitment methods

Managers need to carefully avoid some practices that are unfair and
discriminatory. Examples include:

1.15.1. Nepotism

1.15.2. Application forms with discriminatory items

1.15.3. Reference checking without the applicant’s permission

1.15.4. Subjective candidate attributes in advertisements

1.16. Induction

1.16.1. Induction refers to the process where a new employee is

introduced to the company, division, or operation. This includes
familiarizing the new employee with the vision, mission, values,
job requirements, and the policies and practices, as well as with
colleagues and the workplace environment.

1.16.2. A carefully planned and implemented induction process will

ensure that all new employees, and in particular designated
groups, are effectively integrated into the workplace from the
commencement of their employment. Proper induction can also
function as a retention measure, since an employee who is
properly integrated is less likely to be marginalized and more
likely to thrive in the workplace.
Recruitment and Selection
Policy Example

1.1.3. The induction process can be useful in demonstrating the

leadership’s commitment to employment equity by creating an
opportunity to send the appropriate message about zero
tolerance for harassment and discrimination, as well as support
for affirmative action. It can also serve to project senior role
models from among the designated groups already employed.

1.1.4. The induction process can be useful in demonstrating the

leadership’s commitment to employment equity by creating an
opportunity to send the appropriate message about zero
tolerance for harassment and discrimination, as well as support
for affirmative action. It can also serve to project senior role
models from among the designated groups already employed.

1.1.5. During the induction process, new employees must receive

copies of all applicable policies.

1.17. Probation

1.17.1. Probation involves the onboarding period for a new employee

where the manager assesses the employee’s ability and skills to
function in the position in order to determine whether the
employee is suitable for the position. The probation period is
three months, which can be extended by an additional three
months.

1.17.2. Roles during the probationary period must be clearly

communicated to the new employees, including the expected
performance standards, frequency of performance reviews, the
procedure to raise problems, and the nature of support,
mentoring, training, and development.

1.17.3. Managers must understand the need for consistent fair treatment
of all probationary employees in order to avoid unfair
discrimination and perceptions.
Recruitment and Selection
Policy Example

1.1.4. Where an employee from the designated group requests

reasonable accommodation during the probationary period, the
employer must, as far as possible, provide it. Failure to provide
reasonable accommodation may be construed as unfair
discrimination.

1.1.5. Managers must provide regular supervision and guidance to

employees on probation, including training and counselling, to
improve performance. Managers must keep records of their
discussions with probationary employees on probation, and
information used to make decisions about employees must be
reviewed, signed, and dated by the employee. The Human
Resources Department must be informed of issues concerning
the employee’s probationary performance.

EdgeDotGrow reserves the right to change, amend, modify, or terminate part of this
policy at any time, without notice, as per operational requirements.

Signed at Bryanston for and on behalf of the company as duly authorized:

__________________________________________ __________________________________________

Name Date

__________________________________________

Designation