Staff Selection Appraisal and Development Policy

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  1. Purpose

    • The purpose of procedure is to detail requirements for staff selection, appraisal, and Development to ensure that the structure, level, and type of staffing appropriate for the Youth Development Interventions provide.


2. Scope

The scope of procedure includes the following Human Resources activities.

  • Staff Selection

  • Identifying new Staff needs

  • Recruitment Policy

  • Recruitment and Selection

  • Appointment and Staff Contracts

    • Appraisal and Development

    • Job Descriptions

    • Job Induction Process

    • Staff Records

    • Staffing Review

    • Terminations of contracts


3. References

  • Necessary Conditions of Employment Act, 1997

  • Employment Equity Act, 55 of 1998


4. Definitions

  • Appraisal See how well performance is conduct.


5. Responsibilities

  • The responsibility for staff selection, evaluation and development lie solely with The Chief Executive Officer.


6. Procedure

6.1 Staff Selection


6.1.1 Identifying new SayPro Staff needs

All placements demand-le. SayPro strive to an Employment Equity representative company and therefore, attempt to fill all future positions.


A job description drawn up, and a suitable candidate sought to fill it. All Job descriptions as far as possible, based on Programme Type and Short programmes.


6.1.2 Recruitment Policy


Equity Act

No person may unfairly discriminate, directly or indirectly, against an applicant on one or more grounds, including race, gender, pregnancy, marital status, family responsibility, ethnic or social origin, colour, sexual orientation, age, disability, religion, HIV status, conscience, belief, political opinion, culture and language.


It is, however, not unfair discrimination to promote affirmative action in keeping with SOUTHERN AFRICA YOUTH PROJECT Equity Plan or to prefer or exclude any person base on the inherent job requirement.


Job Posting Procedure

Draw up an advertisement giving an accurate job specification base on the relevant job description. The job specification detail the nature of the work, duties, responsibilities, and applicant requirements. Particular attention paid to the inherent requirements of the job. Also include the years’ experience and the skills and youth development and training and programmes applicants must apply for the position. Research has shown that detail job specifications result in fewer and better applicants, fewer rejections, and less chance of employee resentment.


All advertisements check and sign off by The Chief Executive Officer.



Interviewing conduct strictly by the Labour Relations Act (LRA), as follows:

Acceptable Questions

Language proficiency, Name, Address, Education Programmes and Qualifications (NOT the name of university/institute), previous positions and employers, Experience/ Prior Learning, Names of referees


Unacceptable Questions


  1. Family Status you may not question If, however, once you have explain the inherent need of the job, someone is unable to meet that criterion due to family demands, and they tell you, then you may record the information. At no other time, such information written down.

  2. Marital Status do NOT question.

  3. Age do NOT question. An ID number can only request from shortlist applicants for reference purposes.

  4. Sex, race, and medical history may ask on a separate section entitle “Specific Inherent Requirements” (i.e. for Equity Purposes or Statistical Purposes). The reason for these questions thoroughly explained to the applicant. an area to very wary.

  5. University educational institution so NOT ask where the applicant studies. Only short-listed applicants can query for reference purposes.


Disqualifying Factors

  1. Working conditions (e.g. bad lungs in an asbestos factory)

  2. Unable to meet the inherent requirements of the job.

  3. Lack of statutory requirements (e.g. driver’s licence)

  4. Unable to get security clearance (e.g. banking/ financial position).

  5. Physical restrictions (bearing in mind that to discriminate base on disability is unfair).

  6. Working hours

  7. Can do factors (the candidate able to do the tasks for the job).

  8. do factors (the applicant do the task as part of the job).


It is important to note that it is up to the employer to disprove an allegation of discrimination. It is not up to the applicant to prove it.


No indication always given that there is a second interview (directly or indirectly), i.e. the applicant has no expectation.


NB: it decide by the CCMA that discrimination has taken place, could result in the employer paying a maximum of 24 months’ salary to the “employee” even if the person has never worked a day in his life at the company.

Interviewing Procedures

All interviews only use questioning techniques base on past behaviours and skills and youth development, and not on theoretical responses. (i.e. “what did you do” and not “what you do”.


Make use of the following behavioural relate questions:

  1. When (Background)                 B

  2. What (Action) A

  3. How (Result) R

  4. Outcome (Satisfaction)                 S


For example:

Tell me about a time when you were requiring handling a conflict situation.

  • When did happen?

  • Why did you have to do so?

  • What did you do?

  • And what was the outcome?


Question Selection

  • Tell me about a time when you had to deal with a tough customer. What happened, how did you deal with it, and what was the outcome? (Customer Service).

  • Have you ever found yourself in a situation where a customer had promise something by your company, only to let down? Tell me about it. (Customer Service).

  • Targets critical to salespeople. When last did you find yourself in a position where you were unable to achieve your goal, and what did you do about it? (Sales).

  • Give me an example of a time when you were in a conflict situation with one of your colleagues. How did you handle it? (Handling conflict).

  • Tell me about a time when you had several essential tasks to do, and it was necessary for you to prioritise. (Handling Pressure).

Making the Decision

A selection made strictly according to the inherent requirements of the job. However, selection also according to the Employment Equity Plan of the SayPro. All appointments performed on a merit basis. However, where the gap between two possible candidates is small, preference give to employees of designate groups. (EE Plan). rule also apply in cases where minimal training and programmes for the candidates from designate groups close the skills and youth development gap in a short period.


 a suitable applicant from a designate group not found The Chief Executive Officer of the SayPro may make an alternative selection?

Reference Checking

Reference checks may only conduct on shortlisted applicants. Questions asked during the reference check relate to the inherent requirements of the job. Personal questions and questions detailed in the “unacceptable questions” under the interviewing section may not asked.


Questions that may ask include:

  • What position did the applicant hold in the company?

  • For how long where they in that position?

  • For how long were they at the company?

  • What was their salary on leaving the company?

  • Were they promote?

  • How many staff did they have under them?

  • Give an example of how they cope under pressure?

  • What their significant strengths (able to justify)?

  • What their significant weaknesses (justify)?

  • Were they punctual for work every day?

  • Were they often absent formwork?

  • Were they require to work to targets? Were they able to achieve these targets?

  • Were they able to use their initiative?


Pre-employment testing is prohibited (including testing for HIV) unless such testing is deemed to justifiable by the labour court.


6.1.3 Recruitment and Selection

SayPro does not limit itself to any specific recruitment method and may, therefore, appoint someone found from its advertising or using recruitment agencies.


As SayPro increases in staff capacity, existing staff first allowed to apply for positions they suitably qualified for internally before SayPro looks outside the company. Recruitment and Selection Procedures Flow Chart



Knees analysis guide by job description

Minimum Programmes and Qualifications and competencies

Vacancy advertises

Informally and Formally

Applicant applies in writing

Management Committee conducts selection, compiles short list

Interviews by Management Committee

Appointment by contract





And /or


6.1.4 Appointment and Staff Contracts

New appointments made as speedily as possible. All unsuccessful candidates regretted in writing or by SMS. The new Staff Member receive their Employment Contract within ten working days from their first working day. They give 48 hours to sign and return the contract.


  • Appraisal and Development

6.2.1        Appraisal & Evaluation

Before performance management can conducted, each employee has a job description. The job description forms the basis of the appraisal system, saving time as far as performance areas to appraise, transparent and fair.


The appraisal processes a means to:

  • Identify training and programmes requirements

  • Has work performance objectively assessed?

  • To have shortcomings in performance identified early so that remedial action can take.


Staff appraisals conducted once a year in November. The staff member receives the Staff Appraisal Form 24 hours before the assessment and allowed to fill it in according to their subjective opinion. The Chief Executive Officer complete the same appraisal form and meet with the staff member to compile the 3rd mutually agree on the way. file under the staff member’s file.


Staff evaluation take place every two weeks and conducted by the Performance Management System. system is published separately but forms part of the POLICY AND PROCEDURE SYSTEM.


6.2.1. Staff Development

SayPro encourage the principle of Lifelong Learning in its entire staff. Base on Company knees and the staff member’s appraisal, a career path mapped out for the staff member. Staff encourage to gain further Programmes and Qualifications in their area of responsibility. the training and programmes budget allow, SayPro pay a portion of the training and programmes fees the balance for the staff member’s account Staff Appraisal and Development Procedures Flow Chart



(Job description)





Appraisal &




 Appraisal outcomes


 Development action plan


Implementation of development plan

Monitoring, assessment, evaluation & Review



  • Job Descriptions

The Chief Executive Officer give the new staff member a written Job Description along with the Contract of Employment 10 working days after their starting day. The time delay is to allow for any modifications to the Job Description use in the recruitment and selection process. The job description reviewed every six months during the appraisal process.


  • Job Induction Process

SayPro use the Policy and Procedures Content as an induction instrument for all staff members. All new staff must sign the “Induction Checklist Form” stating that they have read the Content and understand the content. file in the “Staff Records File”. By signing the “Induction Checklist Form,” the staff member states that he/she understands and agrees to follow and implement the policies and procedures of the SayPro and therefore, accept any responsibility for designations from these Policies and Procedures.


  • Staff Records

A staff records file is kept with copies of the following documents:


  • Employee and Salary Details Form

  • Curriculum Vitae

  • Contract of Employment including the Job Description

  • Induction Checklist Form

  • Career Path Map

  • Application for Leave Forms

  • Sick certificates

file is confidential, and The Chief Executive Officer only has access to it.


  • Staffing Review

The Chief Executive Officer review the staffing knees of the SayPro periodically to determine if any restructuring knees to occur. SayPro business knees discussed at the end of the contract period for Contract, Temp or Part-Time staff to see if a further contract is requiring.


  • Terminations of contracts

 any Full-Time Employee’s contract terminates the Procedures for Termination of employment as follows:


A contract of employment may terminate on notice not less than:

  1. One week if the employer has employee for six months or less

  2. Two weeks if the employee has employee for more than six months but less than one year.

  3. Four weeks if the employee has employee for one year or more, or if a farm worker or domestic worker has use for six months.

  4. A collective agreement may shorten the four-week notice period to not less than two weeks.

  5. The notice given in writing except when it is provided by an illiterate employee.


Every employee entitles to a certificate of service.


6.8           Disciplinary Procedures

Depending on the seriousness of the offence, the application of the Disciplinary Code followed in stages as set out below.


  • Corrective Action

The first step in correcting misconduct or inadequate performance shall counselling, coaching or formal training and programmes. The purpose of to correct poor working habits, to avoid the recurrence of mistakes and to enable the employee to recall the require performance standard or rules of conduct.

The Chief Executive Officer agree with the employee what changes nee to affected, and a date on which the performance or conduct reviewed. The “Disciplinary Procedures Corrective Action Form” use to record the above.


  • Recorded Verbal Warning

A recorded verbal warning issue for minor offences such as late arrival for duty or leaving early without permission, workplace untidy, and work performance slightly below standard.

  • The Chief Executive Officer warn the employee verbally, in private

  • The employee given full reasons for the warning and told what forms of action take to correct or to prevent the recurrence of the same offence.

  • The warning recorded on the form: Disciplinary Procedures –Warning. Recorded verbal warnings remain in the employee’s file for six months.


  • First Written Warning

First written warning issue for more severe offences such as unauthorised absence from a workstation, recurrent late coming, inferior/unsatisfactory performance


Repeated minor offences (within six months of verbal warning)

  • The Chief Executive Officer warn the employee in writing.

  • The warning recorded on the form: Disciplinary Procedures –Warning.

  • The employee sign or make his/her mark on it. the employee refuse, a witness sign as proof that the warning has given.

  • A copy of form file in the employee’s personnel file and remain in the data for a period of 1 year. After that, it destroyed.

  • The employee given reasons for the warning and told what forms of action take place to correct or prevent the reoccurrence of the same offence.

  • The “Disciplinary Procedures Corrective Action Form” use to record the above.


  • Final Written Warning

A final written warning issue for major offences such as victimisation, possession of illegal substances during working hours, unauthorised absenteeism for three or more days


A repeat of a first written warning for the same offence within the six months of the previous offence

  • A final warning can only issue as an outcome of a disciplinary enquiry.

  • It issues when The Chief Executive Officer feels that any previous corrective action steps inappropriate. The disciplinary code gives some indication of when it uses.

  • The employee asked to sign the written warning. The written notification valid regardless of whether the employee signs it or not.

  • A copy of the final warning given to the employee.

  • A final written warning remains on the employee’s file for a period of twelve months. After the period has lapse, the notification considers in deciding subsequent disciplinary action.


  • Dismissal

Dismissal is the final step taken against an employee if:

  • Other disciplinary measures have failed.

  • After a final warning, a further transgression committee.

  • Dismissal can only occur as the outcome of a disciplinary enquiry

  • Only the Chief Executive Officer can dismiss an employee.

  • The employee gives the reasons for the dismissal in writing.


  • The Disciplinary Enquiry Procedures

  • The employee issues a notification of the enquiry in writing.

  • The employee acknowledges receipt of the document by signing it. If the employee refuses to sign the report, a witness may sign that the employee has receive the news.

  • The Chief Executive Officer of the SayPro appoints a chairperson for the disciplinary enquiry.

  • The people at the enquiry are:

    • The chairperson

    • The complainant

    • The employee

    • A note-taker (if require)

    • A translator (if require)

    • A representative for each party (if require)

    • Any witnesses Calle.

  • The chairperson opens the disciplinary enquiry by reading out the issues of allege misconduct or poor performance.

  • At the enquiry, both parties allowed to present their cases, call witnesses, and ask any questions of any witness Calle.

  • The chairperson makes an objective finding base on the facts. The Disciplinary Enquiry may require that the hearing adjourned, before the outcome given, for consideration of the truth.

  • If the employee is found guilty of the offence, both the employee and the complainant allowed to present arguments in mitigation and aggravation, respectively. These arguments may request in writing.

  • The entire proceeding accurately recorded through contextual minutes taken by a neutral person. Either or both parties may tape the proceedings if desire.

  • Witnesses may question and cross-examine telephonically, through a speakerphone, if it unreasonable in the circumstances for them to present at the enquiry.

  • The outcome may give in writing circumstances require this.

  • In the interest of the employee and the company, the manager may deem it necessary to suspend am employee pending the outcome of an enquiry. If conducted, the employee suspended on full pay until the situation has resolve.


  • The Appeal Procedures

  • If an employee gets a dismissal, they remind of their right to appeal

  • The appeal aims to test the correctness of the enquiry chairperson’s findings base on the information that was presented to him or her at the enquiry.

  • The appeal lodge within seven days of the outcome of the disciplinary enquiry.

  • The appeal heard at a mutually convenient time within fourteen days from the date the petition lodge. The time parameter may adjust through the agreement between the relevant parties.

  • The appeal hearing NOT a re-hearing of the enquiry. It an examination of the written evidence given at the question.

  • No new evidence considered at the appeal hearing unless exceptional circumstances prevented the evidence from made available at the original enquiry.


6.10.1 Appeals Procedures Flow Chart



  • The Rights of the Employee at a Disciplinary Enquiry

  • The employee has the right to given sufficient time in which to prepare for a disciplinary enquiry and has the right to give enough details as to the charges against him/ her.

  • The employee has the right to represented by a representative from within the company only.

  • Employees given at least two working days’ notice of the enquiry to facilitate adequate preparation for the hearing.

  • The employee has the right to call witnesses in his/ her defence. In exceptional circumstances, these may include persons who not employees of the company.

  • The employee has the right to ask questions of any witness Calle.


7. Documentation

The following documentation is requiring for the implementation of Procedures:

  • Employment Contracts including the Job Descriptions

  • Staff Appraisal Forms

  • Career Path Forms

  • Induction Checklist Form

  • Employee and Salary Details Form

  • Application for leave forms


8. Records

The following records require to maintained by the implementation of procedure:

  • Employment Contracts, including the Job Description.

  • Staff Appraisals

  • Career Paths

  • Induction Checklist Form

  • Employee and Salary Details Form

  • Application for leave


Induction checklist:                                                                                                               APPENDIX A


Personally (P), Delegate (D), Information Pack (I)

Reason/ has a responsibility person (department):

Time frame:

Complete Personnel Record Card




Rates of pay basic salary, overtime, bonuses, medical aid, pension and how, where and when they paid




Hours of work, tea breaks, lunch breaks




Overtime arrangements




Contract of Employment




Timekeeping, what happens if he/she is late for work?




Whom does s/he contact if he/she is absent from work?




How does s/he arrange to leave?




Company rules and discipline




Discuss smoking rules




Show him/her around the company where everything is




What to do if there is a fire/ emergency, Discuss safety procedures




Explain the purpose of the job and SayPro




Give him/her a copy of the vision, mission, and values of the company




Explain how the team helps to achieve the goals of the company




Discuss the organisation’s products/services and markets




Explain basic work rules




Explain how to report accidents




Discuss how employee complaints dealt with




Introduce the new team member to the team




The consequences of non-compliance with company rules and regulations




See SayPro other Policies

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