Staffing Policy and Procedure

International Journal Of Advancement In Engineering Technology, Management and
Applied Science (IJAETMAS)

UGC APPROVED JOURNAL (Number-63082)
ISSN: 2349-3224 || www.ijaetmas.com || Volume 05 - Issue 03 || March-2018 || PP. 52-60
STAFFING POLICY AND PROCEDURE

Abdijabbar Ismail Nor
Lecturer, Faculty of Economics and Management Science, Somali National University, Somalia
INTRODUCTION
The most important resource of the organization is its staff and all those who contribute
directly or indirectly to the objectives of the organization. Such staff may be full or part time
and may be permanent or on short-term contracts. This document sets out Practical Staffing
policy issues and identifies Staffing policy directions as they affect the performance of the
organization. It also gives a sample of Staffing policy as follows. Here are the contents of the
policy.
1. PREFACE
This policy governs all the requirements for attracting and appointing suitable candidates
into vacant posts within the organizations. All recruitment, selection and placement processes
have to be executed and managed in a transparent, fair and equitable way as outlined in the
law for the civil servants and other applicable laws such as Equal Employment Act. This
Policy is intended to establish the rules ensuring the quality of services within the
organizations.
2. PURPOSE OF THE POLICY
This Policy on Staffing provides guidelines and standards for coordinating and managing the
organizations’ human resources needs, through the following primary objectives:
 To ensure that recruiting, selecting and placing of candidates is undertaken in a
justifiable, equitable, transparent and fair manner.
 To attract competent workforce for effective service delivery.
 To ensure to achieve the employment equity objectives.
 To manage the filling of the vacant positions.
 To provide policy directives to ensure a consistent and equitable approach to
competency-based selection.
 To ensure that hiring is based on the principle of merit.
 To recruit and retain employees of the highest quality.
3. SCOPE
This Policy applies to all employees of the institutions and organizations. And it also governs
the recruiting and the selection of all employees to fill temporary, permanent or vacant
positions within the organizations.
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4. LEGISLATIVE REQUIREMENTS
This policy is guided by the provisions of the following legislations:

 Civil Service Act.
 Labour Relations Act.
 Labour law.
 Equal Employment Act.
5. COMPLIANCE OF THE POLICY

 All vacant approved posts should be advertised internally first to give internal
candidates an opportunity for career advancement before going external.
 All candidates applying for vacancies within the Organizations must be subjected to
reference checks (Criminal, Citizenship, and qualifications).
 The Human Resources department, hiring department and the selection panel must
maintain confidentiality.
6. RULES FOR DEVIATIONS
Any deviations with regard to the outlined provisions in the staffing policy are not permitted,
except when such deviation is in the best interest of the organizations.
7. ENFORCEMENT RULES
 HR, as the custodian of the staffing policy and hiring department, must tasked to
ensure compliance to this policy. However, all people accountable for the
recruitment, selection and placement of employees must comply with this policy.
 In line with Law of Civil Service. And Equal Employment Act, it is expected that
all relevant people will apply the staffing policy in its totality and any requirement
for deviations must be duly approved in accordance with the policy.
 Deviation from the staffing policy must be viewed as a breach and, the employee
must be subject to disciplinary action.
8. GUIDING PRINCIPLES OF STAFFING POLICY
 Staffing process must support the following fundamental values: Integrity, Respect,
Impartiality, Service, and Competence.
 Staffing is conducted in accordance with the Civil Service Act. Labour Relations Act.
Labour law. And Equal Employment Act.
 Staffing decisions must support the recruitment, selection, appointment and
promotion of a competent, professional, candidate.
 Candidates are assessed using a variety of assessment methods, using reasonable and
selection criteria which are free of unnecessary credentials.
 Staffing must support Equal employment opportunity in order to be representative of
the population it serves.
9. ROLES AND RESPONSIBILITIES IN THE COORDINATION OF THE STAFFING PROCESS
There are several key participants involved in the staffing process of the organizations and
institutions. this section provides direction on their roles and responsibilities.
9.1. LINE MANAGEMENT
Line manager is responsible for

 Identifying the post to be filled in the area of responsibility.
 Assisting in developing job descriptions in connection with HR, which entail
minimum requirements, competencies required and duties to be performed.
 Assisting in formulating selection criteria and interview questions.
 Developing the short list of candidates.
 Acting as chairperson during the selection interviews.
 Conducting the induction and managing the probation process.
9.2. HUMAN RESOURCES MANAGER
Human Resources is accountable for
 Adhering to the recruitment process outlined in the staffing policy.

 Ensuring human resources staff and managers are trained in the recruitment process.
 Documenting all staffing decisions.
 Establishing selection criteria based on the requirements of the position
 Ensuring that all members of the Board of Examiners know their roles
 Establishing the eligibility list.
 Providing assistance to line managers in the staffing process.
 Ensuring the compliance to all the legislative requirements and framework during the
recruitment and selection process.
 Ensuring the proper appointment and placement of the newly appointed or selected
employees.
9.3. HUMAN RESOURCES ADVISORS
Line managers may not have specialized knowledge in the HR policy areas and will rely on
Human Resource Advisors in departments and agencies for advice, support, and training.
Therefore, Human Resources Advisors in departments and agencies bring specialized
knowledge to the staffing process in areas such as
 Policies and procedures
 Recruitment methods
 Interview and evaluation techniques
 Feedback and complaint process
10. STAFFING PROCESS
The Policy on Staffing should follow this process
STEP 1: POSITION ANALYSIS
A position analysis provides an opportunity to evaluate the position and its requirements and
select which method will be used to fill the position. When a vacancy occurs, the supervisor
or manager must consider the following
 Should the vacancy be filled now or at a later date?

 Would the public be better served if the position or responsibilities were transferred to
another branch, division, location or department?
 Is there flexibility in terms of the work location?
 Has consideration been given to the language requirements for the position?
 Is there an opportunity to re-organize the work unit?
 Is there a developmental opportunity for the current employees?
 What succession planning objectives may be furthered by this vacancy?
1.1. POSITION DESCRIPTION
The duties and responsibilities of a job can be obtained from a Position Description
Questionnaire. The human resources advisor must discuss the job requirements with the
immediate supervisor and/or manager and determine the job duties, competencies and skills
required for the position.
The following questions should be considered during position description
 What are the principal tasks and duties?
 What knowledge is required?
 How would this knowledge normally be acquired? (Education, experience or a
combination of both?)
 What skills/competencies are required to perform this position?
 How would these skills/competencies normally be acquired?
 What are the hours of work?
1.2 MERIT CRITERIA
The purpose of establishing merit criteria is to assist managers in finding qualified people
who can perform the work of the position being staffed. At a minimum, the successful
candidate must meet all of the essential qualifications. To determine merit criteria essential
qualifications should be stated.
Essential qualifications are qualifications required to perform the work of a position. They
may include, but are not limited to
 Experience.
 Education.
 Behavioral competencies).
 Technical competencies (e.g. knowledge and skills.)
 Competence in official languages.
 Necessary Special Requirements.
STEP 2: ADVERTISEMENT OR POSTING
Based on the position, the following information must be included in the job advertisement
 Name of department/agency
 Location.
 Salary (annual, if applicable)
 Description of major responsibilities
 language requirement
 Contact information (include phone number and e-mail)
 Essential qualifications
 Closing dates and length of posting
To initiate the staffing process, the organizations can use the following source of recruitment
INTERNAL RECRUITMENT:
 Organizations should begin recruiting internally before advertising positions

externally unless there is sufficient evidence indicating unavailability of talent
internally.
 The hiring department sends the post to be filled in the area of responsibility with job
description to HR department.
 HR sends a copy of post to be filled in the area of responsibility with job description
to the all concerned establishments and offices.
 The manager of each establishment and office ensures that all postings received from
HR are posted in a place accessible to all concerned employees.
EXTERNAL RECRUITMENT:
 External recruitment can be conducted where it has been recognized that there are no
suitable successors to fill the position internally.
 After consultation with HR, the concerned manager, will proceed to the external
postings by taking into account the needs to be filled as well as the financial resources
available. by consider the following strategies.
 Using the different media available, such as, web sites, local radio.
 Organizational websites, newsletters and magazine.
 Contacting private placement agencies or services of placement networks from
educational institutions.
 Posting in public locations.
RECRUITMENT METHODS
Organizations may employ various recruitment methods ranging from online advertising on
Social media, internet, intranet, newspapers, email, website, employee referral, etc.
STEP 3: EVALUATION AND SELECTION OF CANDIDATES
The process for evaluating candidate information is as follows

1. Review one candidate at a time
Candidates should only be compared to the levels established on the rating guide and should not
be compared to other candidates to determine a comparative score. Meaning the evaluator should
ensure to rate the candidate against the pre-determined competency level only.
2. Rate the candidate on each competency
Overview and notes should be used when deciding on a rating level for each competency. Ratings
must only be made after all the codable information has been considered.
3. look for behavioral examples to support ratings
The level that is recorded is the level that should be explained and justified.
4. Complete the Applicant Rating Guide.
The Chairperson leads a discussion on each competency to achieve consensus on the rating. Each
competency is rated separately and is based on the competency profile determined by the Board
of Examiners.
5. Determine candidate rating.
Enter all of the ratings, supporting comments and evidence into the Applicant Rating Guide.
To do so, the Board must provide for each applicant interviewed a narrative comment
supporting its overall rating. The narrative should include sufficient documentation to provide
a clear picture of the applicant and their responses to the questions asked. Note: The overall
rating will determine which candidates are placed on the eligibility list for selection.
On the other hand, the selection involves the following:
 With Consultation of the line manager, HR evaluates the applications and establishes
a list of applicants who meet the basic requirements of the posting.
 Sufficient candidates should be short-listed to ensure open competition. At least three
candidates may be short listed.
 The interviewing panel should normally consist of five to eight individuals, namely
the hiring department, the HR Director/Deputy Director or HR Practitioner and some
member of hiring dept.
 The interviewing panel members must be objective and free from bias, nepotism or
favoritism.
 The chairperson of the interview panel should be the recruiting dept.
CONFLICT OF INTEREST:
 Nominated panel members are required to indicate any substantial interest that they
may have in respect of short listed candidates, before the panel is finally constituted.
Examples of such interest are: ·
 Close family members
 Common business relationships
 Where there are issues relating to actual or potential conflict of interest in the
selection committee membership, the Director of HR or his delegate and hiring
department should be consulted for advice about the appropriateness of the committee
membership.
 Where such conflicts of interest are indicated, the nominated panel member should
not include in the panel and be substituted by another suitable panelist.
STEP 4: RECOMMENDATIONS
The selection committee must proceed to the interviews and make recommendations from the
members to the HR and line manager.
STEP 5: CHECKING REFERENCES
HR and hiring department must check at least two references provided by the candidate who
was retained by the selection committee and provide the results to the other concerned
departments.
When checking the references, it is important to
 Identify yourself, your title, organization’ name and tell them you are calling about a
reference for a candidate you are considering.
 Ask if now a good time is to talk or whether they would rather schedule a call at a
later time.
 Make sure they understand that you have the consent from the applicant and that all
responses will remain confidential.
 It is important to give a brief description of the role you are considering the applicant
for, so that they may comment in context.
 Give them time to answer your questions.
STEP 6: HIRING AND CLOSING THE PROCESS
 Hiring department or HR contacts the selected candidate by phone, e-mail or other

methods to offer him /her, the position.
 After a candidate has accepted the offer of employment, hiring department or HR
informs to the all the other candidates who were not retained and who were
interviewed. by letter, e-mail or other methods
 The Line manager provides his or her decision in writing to HR and other offices such
as Admin and finance office with the expected starting date for the retained candidate
and requests the acceptance of their decision.
11. NON-RETAINED CANDIDATES
Hiring department or HR informs all candidates who are not retained at this stage by letter, e-
mail or other methods.
12. RETENTION OF COMPETITION FILE
Departments and HR should ensure that competition files are retained for 3 years prior to the
disposal of records. If space does not permit for this time frame, the department can retain
the files within their office for 2 years.
13. PROBATION PERIOD
Hiring of employees is subject to a Probationary period for at least three months. Therefore,
the immediate supervisor or HR department has the responsibility to monitor the progress of
new employees during a Probationary period to provide feedback to ensure training and
development needs are identified and met; and ensure that the employees are given
opportunity to demonstrate their relevant skills, experience and knowledge. Any concerns or
problems can be identified, and support and encouragement put in place to enable sustainable
improvements to be made if necessary.
14. REJECTION DURING PROBATIONARY PERIOD
An employee who does not meet performance standards may be rejected at the conclusion of
his or her probationary period in accordance with civil servant Act or Labour Law.
15. REVIEW
The immediate supervisor has the responsibility to monitor the progress of new employees,
ensure training needs are met, keep the employees informed of their progress and ensure that
any problems are fixed out quickly before they become serious concerns.
REFERENCES
1. Policy on Staffing. South African Qualifications Authority. (2013).

2. Human Resource Department, D..(2009). Staffing Policy Manual.
3. University of Sussex Staffing Policy , (1995.)
4. The law for the Somali Civil Servants (low no.11.)

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International Journal Of Advancement In Engineering Technology, Management and

Applied Science (IJAETMAS)

STAFFING POLICY AND PROCEDURE

2. PURPOSE OF THE POLICY

This policy is guided by the provisions of the following legislations:

5. COMPLIANCE OF THE POLICY

6. RULES FOR DEVIATIONS

8. GUIDING PRINCIPLES OF STAFFING POLICY

9. ROLES AND RESPONSIBILITIES IN THE COORDINATION OF THE STAFFING PROCESS

9.1. LINE MANAGEMENT

Line manager is responsible for

9.2. HUMAN RESOURCES MANAGER

Human Resources is accountable for

 Adhering to the recruitment process outlined in the staffing policy.

9.3. HUMAN RESOURCES ADVISORS

10. STAFFING PROCESS

The Policy on Staffing should follow this process

STEP 1: POSITION ANALYSIS

 Should the vacancy be filled now or at a later date?

1.1. POSITION DESCRIPTION

1.2 MERIT CRITERIA

STEP 2: ADVERTISEMENT OR POSTING

 Organizations should begin recruiting internally before advertising positions

STEP 3: EVALUATION AND SELECTION OF CANDIDATES

The process for evaluating candidate information is as follows

STEP 5: CHECKING REFERENCES

STEP 6: HIRING AND CLOSING THE PROCESS

 Hiring department or HR contacts the selected candidate by phone, e-mail or other

11. NON-RETAINED CANDIDATES

12. RETENTION OF COMPETITION FILE

13. PROBATION PERIOD

14. REJECTION DURING PROBATIONARY PERIOD

1. Policy on Staffing. South African Qualifications Authority. (2013).

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