ABSTRACT
The purpose of this study was to examine how recruitment and selection processes are conducted at the Robben Island Museum and the challenges associated with it. Correct implementation of the recruitment and selection practices is crucial in order for the organisation to fill the right positions with the right people who are experienced and competent. In other words, organisations should strive for excellence in ensuring that there is conformity to legal prescripts whenever the recruitment and selection of employees commence. A qualitative research design was applied in order to achieve the primary aim of this study. Data collection techniques that were utilised to collect information comprised interviews and document analysis. A group of fourteen (14) purposively selected participants, namely seven operational staff members and seven managers were chosen for interviews. Data that was obtained was analysed through qualitative content analysis. The major findings of the study indicate that the Robben Island Museum recruits potential candidates through various means such as newspaper advertisements, employment agencies, headhunting, job posting and online recruitment. The study found that although qualifications are seen to be necessary during the recruitment and selection processes but do not seem to be seriously considered as part of the selection criteria. Essentially, the study identified some inconsistencies and failure to adhere to the recruitment and selection policy during recruitment and selection processes. Therefore, the processes of recruiting and selecting potential employment candidates should be undertaken in accordance with organisational policies and in a professional manner.
Keywords: employment candidates, interview, recruitment, selection, screening.
ACRONYMS
AA Affirmative Action
CEO Chief Executive Officer
DPSA Department of Public Service and Administration
ERP Inter-enterprise Software Application
HR Human Resource
KPAs Key Performance Areas
NEHAWU National Education, Health and Allied Workers’ Union
PSC Public Service Commission
RDP Reconstruction and Development Program
RIM Robben Island Museum
RSA Republic of South Africa
SMS Senior Management Service
STAR (technique) Situation, Task, Action and Results
TABLE OF CONTENTS
DECLARATION………………………………………………………………………………………………………………………………. i
ACKNOWLEDGEMENTS……………………………………………………………………………………………………………….. ii
ABSTRACT…………………………………………………………………………………………………………………………………… iii
ACRONYMS………………………………………………………………………………………………………………………………….. iv
APPENDICES………………………………………………………………………………………………………………………………. viii
CHAPTER 1: GENERAL INTRODUCTION……………………………………………………………………………………… 1
- INTRODUCTION……………………………………………………………………………………………………………………………. 1
- CONCEPTUALISATION…………………………………………………………………………………………………………………. 5
- Candidate……………………………………………………………………………………………………………………………………. 5
- Human resource planning……………………………………………………………………………………………………………… 6
- Interview……………………………………………………………………………………………………………………………………… 6
- Organisation………………………………………………………………………………………………………………………………… 7
- Public sector……………………………………………………………………………………………………………………………….. 7
- Qualified……………………………………………………………………………………………………………………………………… 8
- Recruitment and selection…………………………………………………………………………………………………………….. 8
- Recruitment policy……………………………………………………………………………………………………………………….. 9
- Recruitment practices…………………………………………………………………………………………………………………… 9
- Screening………………………………………………………………………………………………………………………………….. 10
- CONCEPTUALISATION…………………………………………………………………………………………………………………. 5
CHAPTER 2…………………………………………………………………………………………………………………………………. 12
LITERATURE REVIEW – RECRUITMENT AND SELECTION………………………………………………………… 12
- INTRODUCTION………………………………………………………………………………………………………………………. 12
- SOURCES OF RECRUITMENT………………………………………………………………………………………………… 18
- Internal sources of recruitment…………………………………………………………………………………….. 19
- External sources of recruitment……………………………………………………………………………………. 22
- SELECTION PROCESSES AND METHODS……………………………………………………………………………… 26
- Shortlisting…………………………………………………………………………………………………………………. 27
- Selection tests……………………………………………………………………………………………………………. 28
- Selection process various steps are as follows……………………………………………………………….. 28
- SOURCES OF RECRUITMENT………………………………………………………………………………………………… 18
2.8. SUMMARY…………………………………………………………………………………………………………………………. 33
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY…………………………………………………………… 34
- INTRODUCTION………………………………………………………………………………………………………………………. 34
- RESEARCH DESIGN………………………………………………………………………………………………………………… 34
- PHILOSOPHICAL PERSPECTIVE (INTERPRETIVISM)……………………………………………… 34
- DATA COLLECTION METHODS………………………………………………………………………………………………. 36
- Document study…………………………………………………………………………………………………………. 36
- Interviews………………………………………………………………………………………………………………….. 36
- TRUSTWORTHINESS OF COLLECTED DATA…………………………………………………………………………. 39
- Credibility…………………………………………………………………………………………………………………… 39
- Transferability…………………………………………………………………………………………………………….. 40
- Dependability……………………………………………………………………………………………………………… 40
- Conformability……………………………………………………………………………………………………………. 41
- Authenticity………………………………………………………………………………………………………………… 41
- ETHICAL CONSIDERATIONS………………………………………………………………………………………………….. 41
- Informed consent……………………………………………………………………………………………………….. 42
- Right to privacy………………………………………………………………………………………………………….. 42
- Confidentiality…………………………………………………………………………………………………………….. 42
- Right not to be harmed………………………………………………………………………………………………… 43
- RESEARCH DESIGN………………………………………………………………………………………………………………… 34
CHAPTER 4…………………………………………………………………………………………………………………………………. 45
FINDINGS AND DISCUSSION: RECRUITMENT AND SELECTION PROCESSES………………………….. 45
- INTRODUCTION………………………………………………………………………………………………………………………. 45
- RECRUITMENT METHODS USED BY THE ROBBEN ISLAND MUSEUM………………………………….. 45
- Advertisement……………………………………………………………………………………………………………. 45
- Employment agencies…………………………………………………………………………………………………. 46
- Headhunting………………………………………………………………………………………………………………. 47
- Job posting………………………………………………………………………………………………………………… 48
- E-recruitment……………………………………………………………………………………………………………… 49
- PERSONNEL SELECTION METHODS USED BY THE ROBBEN ISLAND MUSEUM………………….. 50
- Application forms………………………………………………………………………………………………………… 50
- Employment interviews……………………………………………………………………………………………….. 53
- Competency-based assessment…………………………………………………………………………………… 54
- SHORTCOMINGS OF THE SELECTION TECHNIQUES USED BY THE ROBBEN ISLAND MUSEUM 55
- Absence of transparency during the selection process…………………………………………………….. 55
- Invalid and unreliable personnel selection techniques………………………………………………………. 56
- RECRUITMENT METHODS USED BY THE ROBBEN ISLAND MUSEUM………………………………….. 45
CHAPTER 5…………………………………………………………………………………………………………………………………. 58
SUMMARY OF FINDINGS, CONCLUSION AND RECOMMENDATIONS………………………………………… 58
- INTRODUCTION………………………………………………………………………………………………………………………. 58
- SUMMARY OF MAJOR FINDINGS……………………………………………………………………………………………. 58
- Recruitment methods and selection processes………………………………………………………………. 58
- Shortcomings of selection techniques used in making selection decisions…………………………. 61
- SUMMARY OF MAJOR FINDINGS……………………………………………………………………………………………. 58
- LIST OF SOURCES………………………………………………………………………………………………………………….. 66
APPENDICES
APPENDIX A………………………………………………………………………………………………………………………………… 83
APPENDIX B………………………………………………………………………………………………………………………………… 87
APPENDIX C………………………………………………………………………………………………………………………………… 90
APPENDIX D………………………………………………………………………………………………………………………………… 93
CHAPTER 1: GENERAL INTRODUCTION
- INTRODUCTION
This study focused on recruitment and selection processes within the Department of Arts and Culture, with particular reference to the Robben Island Museum. The study aimed to examine the processes of recruitment and selection in the South African public sector, more specifically at the Robben Island Museum. The chapter commences by giving a background on these recruitment and selection processes as well as the rationale for the study. This is followed by a presentation of the problem statement as well as the objectives of the study. Further, different concepts that formed part of this study are defined and explained clearly. The limitations and delimitations conclude this chapter.
BACKGROUND AND RATIONALE
According to Franks (2014:48–49), democratic South Africa inherited a racially skewed public service in which 95.5% of the top 3 239 civil servants were white and only 0.6% were black African. Black Africans made up the vast majority of public servants in the lower ranks, with a few middle and senior-level public servants in the homeland governments. In order to address this imbalance the Reconstruction and Development Program (RDP) promised an extensive programme of Affirmative Action, including training and support, and stated further that within two years of its implementation, ‘…recruitment and training should reflect South Africa in terms of race, class and gender’. Despite warnings of the need to support appointees, the training and support promised were seldom forthcoming; nor was the situation adequately managed or monitored, as promised. Furthermore, the concept of ‘potential’ became a favoured loophole through which kin, friends and comrades were advantaged over more competent applicants.
Studies conducted by Davidson, Lepeak and Newman (2007:13) revealed that public sector organisations face significant staffing challenges and reported that they were only adequately staffed. An increasing number of reports further revealed that they are grossly understaffed in critical areas. Training and expertise of human resource (HR) professionals must be utilised to the fullest extent in order to address these challenges. The importance of human resources to the overall success of an organisation should not be underestimated. Furthermore, the constant push to do more with less means that many employees are now doing more than their fair share in taking on responsibilities outside their core area or scope. All of these issues contribute to the mounting pressure on human resource departments to identify and attract the right person for the right
position as quickly as possible. Necessity is the mother of invention, or in this context, the mother of innovation with specific reference to recruitment approaches. “Public sector organisations also face long-term challenges if they cannot improve the quantity and quality of their applicant pool or change the means through which they undertake their current workload,” says Stan Lepeak, managing director of Research and Knowledge Services for EquaTerra (cited in Davidson et al., 2007:7).
A study conducted by the Public Service Commission (PSC) points out that a peculiar feature of the Public Service, which is often held to be a necessity, is protracted and cumbersome recruitment and selection processes (PSC, 2007:38). It can take months before an appointment is made. The guiding policies in this regard are usually consulted with stakeholders such as unions, as a means of ensuring employee participation. Equally, appointments are made in accordance with legislative frameworks such as The Basic Conditions of Employment Act, 75 of 1997, The Labour Relations Act, 55 of 1995 and The Employment Equity Act, 55 of 1998. Whilst these frameworks are necessary for the purpose of ensuring good governance and preventing corruption, the cumbersome and highly regulatory nature frustrates the speedy appointment of professionals who might instead be recruited by the domestic private sector (PSC, 2007:39).
Another study conducted by Development Network Africa (2006:4–21) reveals that, in his 2007 State of the Nation address, President Thabo Mbeki acknowledged the capacity constraints that exist throughout government, and pledged to keep the issue of capacity building high on the agenda of the state in the period leading up to 2009. For the purpose of this study, the term ‘capacity constraints’ refers to the lack of adequate and suitable human resources to deliver on the constitutional mandate of government or public entities. A further study conducted by The National Treasury in 2007 reveals that 30.6% of the surveyed 278 senior managers (municipal managers, chief financial officers and other senior managers) held a matric certificate or diploma, followed by 23.7% with an undergraduate or post-graduate degree. In addition, when broken down by qualification type, just 9.7% of senior managers held a finance qualification (Development Network Africa, 2006:17). This shows a major risk that many senior municipal managers are not qualified to achieve set goals and objectives for the municipality. In order to address improper recruitment of senior officials in public sector institutions, the Senior Management Service (SMS) was introduced, which developed a handbook defining a competency framework for the 10 000 senior managers in the Public Service as well as 250 000 junior managers (Franks, 2014:50).
Heynes (2007:1) highlights that, in order for a public sector organisation to deliver on its mandate to the public, employees are expected to perform the tasks that are assigned to them reliably and
at a desired standard while they deliver on their key performance areas (KPAs) within the legislative and regulatory governing framework. Chapter 10, sections 195(h) and (i) of the Constitution of Republic of South Africa [RSA] 1996 stipulates that, in order for the departments in the public service to function effectively and efficiently, it requires good human resources and career development practices, to maximise human potential. Public administration must be broadly representative of the South African people, with employment and personnel management practices based on ability, objectivity, fairness and the need to redress the imbalances of the past to achieve broad representation of RSA, 1998:99). In essence for any organisation to prosper, competent and professional employees should be employed. Therefore, it is imperative that the right person for the right job is selected, whether in a private or public sector organisation, thereby improving recruitment and selection processes. If done in an organised way, recruitment and selection could lead to the appointment of suitable candidates.
It can be argued that public entities need to attract quality employees in order to achieve set goals and objectives. Therefore, proper recruitment and selection of competent employees should be conducted without flaws. For instance, preliminary screening of candidates in the recruitment and selection process of the Western Cape government is transparent, reasonable and fair. The equity of all candidates is ensured with due regard to all applicable legislation. Under no circumstances is canvassing, favouritism, nepotism or similar practices allowed.
A person with any personal or vested interest in the process should declare such interest beforehand and should then withdraw from the process. Only relevant, objective and verified information, including that contained in curriculum vitae and other documents accompanying the application is taken into account during the screening process (Western Cape Government, 2002:3).
In October 1997, the Department of Public Service and Administration (DPSA), recognising the need for an ethos of service delivery, launched the Batho Pele initiative (a SeSotho phrase meaning ‘putting our people first’), aimed at improving efficiency and accountability. The initiative failed to take root or show significant results in changing the politic administrative culture. Instead, recruitment of public servants through political processes and affirmative action congealed around the notion of cadre deployment (i.e. selection of loyal party members for senior administrative positions) (Franks, 2014:50).
Another concern that needs consideration is the delegation of the responsibility of the HR function to HR practitioners; however, this field has become multifaceted. Managers often do not participate in and support HR functions. A single-minded focus on filling vacancies means that resources are
often misdirected towards recruitment rather than toward improving productivity within organisations (Development Network Africa, 2006:20).
The researcher conducted this research based on the outcome of the Robben Island Museums strategic workshop that showed that the Robben Island Museum had an unfortunate history of incorrect appointments (Robben Island Museum, 2014a:10). The outcome of the strategic workshop further revealed that the staff of the organisation at the time lacked the correct and appropriate skills required to serve the organisation properly. A question posed by a former chief executive officer (CEO) of Robben Island Museum, Dr Sibongiseni Mkhize, was whether or not Robben Island Museum employs the right kind of people to take Robben Island Museum forward (Robben Island Museum, 2014b:5). The researcher’s view is that the organisational structure of the Robben Island Museum was created prior to the formulation of the organisational strategy and this, ostensibly makes it difficult to achieve its mandate as a museum. However, a decision was subsequently made to position Robben Island Museum to its rightful place for the future. It is for this reason that the Robben Island Museum recruitment and selection policy was drafted in order to correct the mistake of 60 staff members who were absorbed en masse in 2011 without assessing whether each candidate met the qualification requirements. This is concerning because stakeholders, such as trade unions, were included in the selection process for positions within the bargaining of the union to ensure that the recruitment and selection processes were carried out seamlessly, professionally, fairly and without bias (Robben Island Museum, 2017:1–4).
PROBLEM STATEMENT
Due to the nature of the business, Robben Island Museum commonly employs additional staff on contractual basis during peak seasons. These staff members are released at the end of their contract terms. Unfortunately, as mentioned earlier, this has not been the case in 2011 because
60 staff members who had been employed on a contractual basis were absorbed through negotiation processes with the union; thus, in accordance with the settlement agreement on wages and other conditions of employment between Robben Island Museum and the National Education, Health and Allied Workers’ Union (NEHAWU) (Robben Island Museum 2010a:3). However, a strategic facilitation workshop conducted in 2014 revealed that staff absorption contributed to HR problems that had led to a staff quota, which lacked the correct skills, thus being regarded as a poor HR recruitment and selection process (Robben Island Museum, 2014a:5–10). Therefore, it is also important to state that this is a legacy problem at the Robben Island Museum (Robben Island Museum, 2014a:19). In other words, these are perennial problems that have been in existence and still remain unresolved.
