- Drafts for job advertisements are jointly developed between the human resource
officer and line managers. - Information and application packs are sent to job applicants by human resource
officers. - Job applications are received by the human resource department and sent to line
managers for short listing. - The human resource officer and line managers arrange job interviews.
- Human resource department notifies candidates.
- A panel of interviewers is jointly formed with the line managers.
- Interview is jointly conducted.
- Reference from previous employers is sought and feedback is given to those who
were successful and unsuccessful. - Induction and job placement.
Observed limitations
Although the procedures and processes seemed sufficient, they had inherent limitations,
and therefore required improvement (Farnham & Stevens 2000). Some of the limitations
were typical of experiences common in traditional personnel management and human
resource management the gap of which competence approach tries to fill and yet not
good enough.
a) There was insufficient guidance and training for those who were involved in re-
cruitment and selection.
b) There was lack of efficiency in terms of time, resources which led to poor the qual-
ity of the interview results.
c) There was inadequate guidance on the composition and operation of the interview
panel.
d) There was too much emphasis on the results of interview for determining the quality
of the candidates.
There were also differences in the interpretations of roles between human resource offi-
cers and line managers that had to be addressed. Other areas also needed improvement:
a) Line managers felt that the recruitment and selection function was owned by the
personnel department.
b) Those in the personnel department perceived their role as one of supporting line
managers and ensuring conformity.
c) Job descriptions were archaic, rigid and inaccurate.
d) The need to focus more on job families.
e) Need for consistency in layout and content.
f) The existing forms were too general. They did not provide opportunities to discuss
competencies, how they are acquired and how they could be applied in the job
sought.
g) Short listing was mostly done by one manager and hence subject to bias.
h) Tendencies to compare and rate job applicants with each other rather than specific
criteria.
i) Tendencies to use references for fact check than assessing the suitability of job ap-
plicant.