HUMAN RESOURCES ACTIVITIES

3. RECRUITMENT

• Meaning of recruitment
• Recruitment is the process used by businesses to identify vacancies in the business and attract suitable candidates for it.
• It aims at finding candidates who have the necessary knowledge/ experience/ qualification to fill the vacancy.
• Businesses may choose to use an internal or external method of recruitment depending on the nature/requirements of the vacancy.
• It is an on-going process as employees leave their jobs for other jobs/get promoted /retire/as new technological skills are required.
• Recruitment procedure
• The human resource manager should evaluate the job/prepare a job analysis, that includes the job specification/job description/in order to identify recruitment needs.
• The human resource manager (HRM) should prepare the job description in order to identify recruitment needs.
• HRM should indicate the job specification/description/key performance areas to attract suitable candidates.
• Choose the method of recruitment, e.g. internal/external, to reach/target the suitable applicants/candidates.
• Vacancies can be internally advertised via internal email/word of mouth/ posters/staff notices.

3.1 Differences between job description and job-specification

• JOB DESCRIPTION
• Describes duties/responsibilities of a specific job/summary of the nature /type of the job.
• A written description of the job and its requirements
• Describes key performance areas/ tasks for a specific job, e.g. job title/working conditions/relationship of the job with other jobs in the business, etc.
• JOB SPECIFICATION
• Specifies the minimum acceptable personal qualities/ skills/ qualifications needed for the job
• A written description of specific qualifications/ skills/ experience needed for the job
• Describes key requirements of the person who will fill the position, e.g. formal qualifications/willingness to travel/work unusual hours, etc.

3.2 Types/methods of recruitment

• TWO TYPES OF RECRUITMENT
• INTERNAL RECRUITMENT
• Refers to the use of internal sources to advertise vacancies inside the business.
• 1.1 Sources of Internal recruitment
• Internal e-mails/Intranet/web sites to staff
• Word of mouth
• Business newsletter/circulars
• Internal/management referrals
• 1.2 IMPACT OF INTERNAL RECRUITMENT
• 1.2.1 Positives/Advantages
• Cheaper/Quicker to fill the post.
• Provides opportunities for career paths within the business.
• Reduces the chances of losing employees, as future career prospects are available
• Placement is easy, as management knows the employees' skills/personality/ experience/strengths.
• Detailed, reliable information can be obtained from the supervisors/ Employee records.
• 1.2.2 Negative/Disadvantages
• It may close the door to new ideas from outsiders.
• Employees who are not promoted may feel demotivated
• The promotion of an employee could cause resentment among other employees.
• The number of applicants from which to choose is limited to existing staff only.
• It is possible to promote certain employees who do not really have the required skills for the new job.
• EXTERNAL RECRUITMENT
• Refers to the use of external sources to advertise vacancies outside the business.
• 2.1 Sources of external recruitment
• Recruitment agencies
• Billboards
• Printed media, e.g. newspapers/flyers/magazines/posters
• Electronic media, e.g. radio/TV
• 2.2 IMPACT OF EXTERNAL RECRUITMENT
• 2.2.1 Positives/Advantages
• New candidates bring new talents/ideas/experiences/skills into the business.
• There is a larger pool of candidates to choose from.
• It may help the business to meet affirmative action and BBBEE targets.
• Minimizes unhappiness/conflict amongst current employees who may have applied for the post
• There is a better chance of getting a suitable candidate with the required skills/qualifications/competencies who do not need much training/ development which reduces costs.
• 2.2.2 Negatives/Disadvantages
• Information on CV's/referees may not be reliable.
• Many unsuitable applications can slow down the selection process.
• New candidates generally take longer to adjust to a new work environment.
• External sources can be expensive, e.g. recruitment agencies' fees/advertisements in newspapers/magazines.
• The selection process may not be effective and an incompetent candidate may be chosen.

4 SELECTION

• 4.1 Selection procedure
• Option 2
• Receive documentation, e.g. application forms and sort it according to the criteria of the job.
• Evaluate CVs and create a shortlist/Screen the applicants.
• Check information in the CVs and contact references.
• Conduct preliminary sifting interviews to identify applicants who are not suitable for the job, although they meet all requirements.
• Assess/Test candidates who have applied for senior positions/to ensure the best candidate is chosen.
• Conduct interviews with shortlisted candidates.
• Offer employment in writing to the selected candidate(s).
• NOTE: The procedure can be in any order

4.1 Screening

• Screening as part of the selection procedure
• Check application documents against the requirements of the job.
• Candidates who meet the minimum requirements are separated from others.
• Do background/credit/reference checks of applicants who qualify for the job.
• Prepare a shortlist of suitable candidates after screening.

4.2 Interview

• Purpose of an interview
• To determine a candidate's suitability for the job.
• Obtains information about the strengths and weaknesses of each candidate.
• Evaluate the skills and personal characteristics of the applicant
• Helps the employer in choosing/making an informed decision about the most suitable candidate.
• Matches information provided by the applicant to the job requirements.
• Creates an opportunity where information about the business and applicant can be exchanged.
• Role of the interviewer when PREPARING/BEFORE the interview
• Book and prepare the venue for the interview.
• Inform all shortlisted candidates about the date and place of the interview.
• Set the interview date and ensure that all interviews take place on the same date, if possible.
• Notify all panel members conducting the interview about the date and place of the interview.
• The interviewer should develop a core set of questions based on the skills/knowledge/ ability required.

Role of the interviewer and interviewee DURING the interview

• Role of the INTERVIEWER during the interview
• Allocate the same amount of time to each candidate.
• Introduce members of the interviewing panel to each candidate/interviewee.
• Make the interviewee feel at ease.
• Explain the purpose of the interview to the panel and the interviewee.
• Record interviewees' responses for future reference.
• Do not misinform/mislead the interviewee.
• Avoid discriminatory/controversial types of questions, e.g. asking a female candidate about the family planning/having children.
• Provide an opportunity for the interviewee to ask questions.
• Close the interview by thanking the interviewee for attending the interview
• Role of the INTERVIEWEE during the interview
• Greet the interviewer by name with a solid handshake and a friendly smile.
• Listen carefully to the questions before responding.
• Make eye contact and have good posture/body language.
• Show confidence and have a positive attitude/be assertive.
• Be inquisitive and show interest in the business.
• Ask clarity-seeking questions.
• Show respect and treat the interview with its due importance.
• Be honest about mistakes and explain how you dealt with them.
• Know your strengths and weaknesses and be prepared to discuss it
• Thank the interviewer for the opportunity given to be part of the interviews.

4.3 Employment contract

• Meaning of an employment contract
• An employment contract is an agreement between the employer and the employee and is legally binding.
• Aspects that should be included in an employment contract
• Personal details of the employee.
• Details of the business/employer e.g. name/address, etc.
• Job title/Position
• Job description e.g. duties/ working conditions
• Job specification e.g. formal qualifications/willingness to travel.
• Date of employment/commencement of employment.
• Place where the employee will spend most of his/her working time.
• Hours of work, e.g. normal time/overtime.
• Remuneration, e.g. weekly or monthly payments.
• Legal requirements of the employment contract
• The employer and employee must both sign the contract.
• Employer and employee must agree to any changes to the contract.
• No party may unilaterally change aspects of the employment contract.
• The remuneration package/including benefits must be clearly indicated.
• It may not contain any requirements that conflict with the BCEA.
• The employment contract should include a code of conduct and code of ethics.
• Reasons for terminating an employment contract
• The employer may dismiss an employee for a valid reason(s), e.g. unsatisfactory job performance, misconduct, etc.
• Employer) may no longer have work for redundant employees/cannot fulfill the contract/is restructuring.
• The employer may retrench some employees due to insolvency/may not be able to pay the employees.
• Employees decided to leave and resign voluntarily.
• An employee may have reached the pre-determined age for retirement.

5 INDUCTION

• Meaning of an Induction
• New employees are familiarised with their new physical work environment/organizational culture/products and services.
• New employees are informed about the processes/procedures of the business.
• New employees should have a basic knowledge of what is expected in the job. /Understand his role and responsibilities in his new job.
• New employees must be well conversant with the business safety regulations and rules.
• Aspects to be included in an induction program
• Introduction to key people and immediate colleagues.
• Safety regulations and rules.
• Overview of the business.
• Tour of the premises.
• Discussion of the employment contract and conditions of service.
• Purpose of induction
• Introduce new employees to management/colleagues to establish relationships with fellow colleagues at different levels.
• Give new employees a tour/information about the layout of the building/office
• Make new employees feel welcome by introducing them to their physical workspace.
• Improve skills through in-service training
• Familiarise new employees with the organizational structure/their supervisors
• Allow new employees the opportunity to ask questions that will put them at ease/reduce insecurity/anxiety/fear
• Benefits of induction
• Increases quality of performance/productivity
• Allows new employees to settle in quickly and work effectively.
• Ensures that new employees understand rules and restrictions in the business.
• New employees may establish relationships with fellow employees at different levels.
• Employees will be familiar with organizational structures, e.g. who are their supervisors/low-level managers.
• Make new employees feel at ease in the workplace, which reduces anxiety/ insecurity/fear.

6 PLACEMENT

• Meaning of placement
• Selected candidates are placed where they will function optimally and add value to the business.
• A specific job is assigned to the selected candidate.
• The qualifications/skills/personality of the selected candidate is matched with the requirements of the job.
• Placement procedure
• The employer should outline specific responsibilities/expectations of the employee's new position.
• The employer should determine the relationship/similarities between the expectations of the position and the competencies of the employee.
• Determine the employee’s strengths/weaknesses/skills/ interests by subjecting him to various psychometric tests.
• The importance of training/skills development in HRM
• The employee who receives the necessary training is more able to perform in their job.
• The investment in training that a company makes shows employees that they are valued.
• An effective training program allows employees to strengthen their skills.
• Productivity usually increases when the human resources function implements training courses.
• Ongoing training and up-skilling of the workforce encourage creativity.

7 SALARY DETERMINATION METHODS

• DISTINCTION BETWEEN PIECEMEAL AND TIME-RELATED SALARY DETERMINATION
• PIECEMEAL
• Workers are paid according to the number of items/ units produced /action performed.
• Workers are not remunerated for the number of hours worked, regardless of how long it takes them to make the items
• Mostly used in factories particularly in the textile/technology industries.
• TIME-RELATED
• Workers are paid for the amount of time they spend at work/on a task.
• Workers with the same experience/qualifications are paid on salary scales regardless of the amount of work done.
• Many private and public sector businesses use this method

8 LINK BETWEEN SALARY DETERMINATION AND THE BCEA

• BCEA outlines legalities, such as the employment contract, which may affect salary determination.
• Payment of salaries should be based on whether the employee is permanent or employed on a fixed contract
• The BCEA sets out conditions that ensure fair labour and human resources practices.
• According to the BCEA, businesses may use different remuneration methods to pay their employees.
• Businesses are supposed to deduct income tax (PAYE) from the employees' taxable salaries.

9FRINGE BENEFITS

• Examples of fringe benefits in the workplace
• Medical Aid Fund/Health Insurance Fund
• Pension Fund
• Provident Fund
• Funeral benefits
• Car/Travel/Housing/Cell phone/Clothing allowance
• BENEFITS REQUIRED BY THE LAW
• Unemployment Insurance Fund (UIF)
• The employer and the worker each contribute 1%.
• Employers must pay unemployment insurance contributions of 2% of the value of each worker’s salary per month
• The fund also assists the dependants of a contributing worker who has died.
• The fund offers short-term financial assistance to workers when they become unemployed or are unable to work due to illness, maternity or adoption leave.
• IMPACT OF FRINGE BENEFITS ON BUSINESSES
• Positives/Advantages
• Improves productivity\ resulting in higher profitability
• Attractive fringe benefit packages may result in higher employee retention/reduces employee turnover.
• Attracts qualified/skilled/experienced employees who may positively contribute towards the business goals/objectives
• It increases employee satisfaction/loyalty as they may be willing to go the extra mile.
• Businesses save money as benefits are tax-deductible.
• Negatives/Disadvantages
• Businesses that cannot offer fringe benefits fail to attract skilled workers.
• It can create conflict/lead to corruption if allocated unfairly.
• Fringe benefits are additional costs that may result in cash flow problems.
• Errors/Mistakes in benefit plans may lead to costly lawsuits/regulatory fines.
• Decreases business profits, as incentive/package/remuneration costs are higher.

10 IMPLICATIONS OF ACTS ON THE HUMAN RESOURCES FUNCTION

• Implications of the Labour Relations Act on the Human Resources Function
• Promotes resolution of labor disputes.
• Protects the rights of employees/employers as outlined in the Constitution.
• Advances economic development/social justice/labor peace.
• Provides for unresolved disputes to be referred to Labour Courts/Labour Appeal Courts.
• Promotes orderly negotiations and employee participation in decision-making in the workplace.
• Implications of the Employment Equity Act on the Human Resources function
• Equal pay for work of equal value.
• Ensure that affirmative action promotes diversity in the workplace.
• The human resources manager must promote/provide equal opportunities in the workplace.
• Retrain/Develop/Train designated groups through skills development programs.
• Define the appointment process clearly to ensure all parties are well informed.
• Compile employment equity plans that indicate how they will implement affirmative action.
• The implication of the Skills Development Act (SDA) on the Human Resources function
• Contribute 1% of their salary bill to the Skills Development Levy/SDL.
• Ensure training in the workplace is formalized/structured
• Appoint a full/part-time consultant as a Skills Development Facilitator.
• Assist managers in identifying skills/training need to help them to introduce learnerships.
• The human resources manager should interpret the aims and requirements of the SDA and adapt workplace skills training programs accordingly.
• Implications of the Basic Conditions of Employment Act (BCEA) on the Human Resources function
• Workers must receive double if they work during public holidays/Sundays.
• They must have a break of 60 minutes after five hours of work.
• Businesses should not employ children under the age of 16.
• Workers can take up to six weeks of paid sick leave during a 36-month cycle