Check that Fake CV – Part II

contractPreviously, in Check that Fake CV – Part I…

(Missed it? Click here if you want to get up-to-speed)

Our genuinely-fake graduate has joined the throngs that are all applying for the same job position, proudly thrusting his equally genuinely-fake CV into the hands of the overwhelmed HR assistant’s hands. The game is on to see who can craft the most realistic fabrication of an authentic application, ultimately winning the prized position. The hapless employer is at wit’s end trying to separate the wheat from the chaff, distinguish between the good, the bad and the downright ugly, and ultimately find the needle in the haystack: an honest, experienced, qualified candidate able to properly perform the duties expected of the position. This seemingly impossible task can be made a whole lot easier if the company creates, implements and follows a well-defined, end-to-end recruitment procedure.

The Recruitment Policy

There are as many approaches to hiring new employees as there are managers. Every manager has his or her own unique style of doing things, and there is no right way or wrong way to go about searching for and appointing staff. But from an organisational viewpoint, having a standard, uniform approach to recruitment is recommended. Building a Recruitment Policy into the organisation’s policies and procedures assists managers when it comes to recruiting new staff and helps the company to ensure a streamlined approach to recruitment. A Recruitment Policy can also help the company to avoid popular pitfalls that could otherwise land the company in hot water with the CCMA, or worse, employing the wrong person.

When compiling a Recruitment Policy, there are a few basic elements that the prudent company should consider:

  • The vacancy: A vacant post presents a prime opportunity for the company to rethink their organisational structure, review whether the post is necessary, and confirm the tasks that the incumbent will be required to perform. Clearly defining what will be expected of the appointee will prove invaluable when it comes to selecting the right person for the task.
  • The advertisement: Who compiles the advert for the job? How is it to be phrased? Is this done internally? Does the company use the services of external recruitment agencies? The company’s preferred approach to advertising vacant positions, and the use of recruitment agents, should be clearly laid out.
  • Internal recruitment: The vacant post may offer the company the opportunity to promote an existing employee with a proven track record into the position. Making the position available to current employees first can also score the employer a few kudos amongst its staff.
  • The selection and interview process: Shortlisting applicants for interviews, conducting these interviews, and finalising the selection can be a hair-raising experience, with managers constantly double and triple-guessing themselves. Whatever method the company prefers to use, this should be clearly communicated to its managers.
  • Verification: The company should consider the references and verification checks that they want conducted on the short-listed candidates, and ensure that its managers are aware of these requirements.
  • Appointment: once the final selection has been made, the manager must be aware of the process to be followed in order to offer the position to the successful candidate and finalise the appointment process.

The Recruitment Policy on its own is useful, but can be more effectively used if underpinned by a number of employment documents. We leave you to scour your employment policies to check on your Recruitment Policy, while we quaff a few more cappuccinos preparing the next instalment.

To be continued…

Please note that this information is supplied for general information and does not constitute legal advice. It is advisable for you to contact a legal practitioner for guidance in respect of your unique requirements.

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