Policy for Recruitment of Staff at APAX

48 Richmond AvenueP. O. Box 581e mail:

Auckland ParkAuckland ParkTel: 011482 7210/ 7852

Johannesburg2092

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SCHOOL POLICY
Date: / January 2015
Topic: / Policy for Recruitment of Staff at APAX
Distribution: / All Educators and Board Members
For Action:
Implementation
Date: / January 2015
Review Date: / Annually

Policy for Recruitment of Staff at APAX

INTRODUCTION

The transformational imperatives, as dictated by the Constitution of South Africa and the Employment Equity Act makes it mandatory for APAX to introduce strategies and measures that would achieve an integrated work-force based on the principles of objectivity, fairness and equity. These strategies would endeavour to recruit employees who are in possession of the requisite knowledge, skills, attributes and competencies to achieve its strategic objectives.

PURPOSE

The purpose of this policy is to provide guidelines, measures and procedures for the recruitment and selection of staff in the filling of posts (created in terms of the Public Service Act, 1994) and to ensure that the needs of the school are fulfilled with a view of achieving excellence in curriculum delivery , leadership and management

LEGISLATIVE FRAMEWORK

The mandate of this policy is found in the following documents:

Public Service Act ( 1994)
Employment Equity Act ( 1998)
Labour relations Act ( 1995)
Basic Conditions of Employment Act ( 1997)
South African Schools Act (1996)

ELIGIBILITY FOR APPOINTMENT

No teacher will be appointed at APAX unless he/she:

Is registered with SACE
Is a South African citizen or a permanent resident
Must have a Diploma in Education or a Bachelor of Education degree
Is a fit and proper person and has no criminal record
Is older than 18 years and younger than 65 years

METHODS OF RECRUITMENT

Recruitment Agencies

This method may be used for one or more of the following purposes:

To design a job profile and required competencies for identified vacancies and in respect of which no internal knowledge and capacity exists
Filling in of specialised positions

Skills Search (Head Hunting)

The method may be utilized to seek and entice suitably qualified candidates to make an application within the normal acceptable legal transparent framework by making them aware of an existing advertised vacancy. This does not translate into “entitlement” to the position and must be done in conjunction with the normal advertising of vacancies. In this way, all applicants must contest equally for the post/s.

Employee Referrals

This method will only be applied in conjunction with the advertising procedure and in terms of which serving employees should be encouraged to communicate information regarding the existence of vacancies to acquaintances to create awareness.

ADVERTISING POSTS

Ass vacant posts wil be advertised in the local newspaper, the school newsletter and through the Association of Muslim Schools office. An advertisement will also be placed at the entrance of the school administration office. All advertisements will clearly specify:

The inherent requirements of the job
The relevant qualitifcations, the Job Title and key performance Areas as idendified by the Board of Managers
The closing date for applications. Which will be at least 10 working days from the date of the advertisement
The contact person and contact numbers to whom enquiries could be made
Period of employment in respect of short term contracts
That, if no response is received within 4 months, apllicants must consider their applications as unsuccessful

The following directives shall be included in all advertisements

All copies of documents must be a first photocopy of an original document and bear an original certified stamp
The application form , obtainable from the website must be completed and a detailed CV attached
Applications received after the closing date specified in the advertisement will not be considered
E-mailed applications will not be accepted

All vacant posts must be filled within 4 months from the date of advertisement.

ADMINSITRATION OF APPLCIATIONS

It is the responsibility of the senior school administrator to accept applications. The following procedure will be followed:

Date stamp the application on the date of receipt
Capture the application on a schedule or database

COSNTITUTION OF THE SELECTION COMMITTEE

In constituting a selection committee, due regard must be taken of the following:

A special Board of Managers meeting will be called up to select an interviewing panel.
The panel must include the chairman and two other members.
The principal will form part of the interviewing panel
An HOD representing the Phase in which the vacant post exists will form part of the panel

SELECTION PROCESS

Shortlisting

The short listing process will commence within 21 working days from the closing date for applications as specified in the advertisement
The Selection Panel will meet and draw up a set of criteria for selection.
In a case where there are a number of candidates who meet the minimum requirements, the Selection Panel may introduce additional criteria which must still be within the framework of the advertisement. Such criteria must be based on reasonableness and fairness and be clearly recorder in the minutes of the Selection of the Panel
Candidates will be shortlisted
Shortlisted candidates must be given at least 5 working days written notice of the interview
The shortlisting process will be minuted and at its conclusion signed by the chairman and all the members of the Selection panel
The Selection Panel reserves the right not to shortlist an individual/s who does not meet the requirements of the post.
In the event of no suitable candidate being found, the post will be re-advertised

THE INTERVIEW PROCESS

The interview process involves the following:

Setting the Interview Questions

The interview questions will be set prior to the actual interviee but on the day of the interview by the Selection Panel
The questions will be appropriate and based on the identified dimensions or key performance areas of the post
The same questions must be asked to all candidates being interviewed for the same post
The time limit accorded per question must be decided upon by the Selection Panel prior to the interview

Selection Interview

At the commencement of the interview the chairperson will introduce members of the Selection panel and endeavour to place the candidate at ease.
Should an interviewee be on the opinion that the presence of any member of the Selection Panel would prejudice him/her, such an interviewee may raise his/her objections and the reasons for such an objection. This objection must be recorded
The selection interview must be undertaken in a professional manner and in this regard it must ensure that:

-There are no interruptions to the process and no persons are allowed to walk in and out of the interview room

-Cell phones are switched off by all persons present for the entire duration of the process

At the conclusion of the interview the candidate must be given time to ask questions relating to the post
Shortlisted candidates who fail to attend an interview, despite being informed of the interview, and fail to provide valid reasons for non-attendance, will be deemed disqualified and this must be recorded in the minutes

RECORDING OF INTERVIEWS

Accurate minutes will be kept of the entire process from commencement to the end
Minutes must be signed by all members of the Selection Panel

RATING OF CANDIDATES DURING THE INTERVIEW PROCESS

The members of the Selection panel must, after the candidate responds to each question, rate him/her according to the prescribed score sheet
In rating the candidate the Selection Panel must give due consideration to the responses to each question posed and the rating allocated must be fully motivated
The Selection panel must thereafter total the rating allocated for each question to arrive at an overall rating
An average score must thereafter be determined by totally the overall ratings of each member of the Selection Committee.
The average score thus determined must subsequently be expressed as a percentage
After each interview the overall impressions of the candidate must be deliberated upon and concisely recorded
At the conclusion of the interview process the candidate must be ranked on the basis of merit.
The attached score sheet will be used to rate candidates

RECOMMENDATION FOR THE FLLING OF THE POST

No person will be appointed unless he/she is suitably qualified and obtains a score of at least 60%
The Selection Panel will deliberate and recommend a suitable candidate for the post.
The recommendation will be brought forward at a Board of Managers Meeting

PERSONAL SUITABILITY CHECKS

The principal will verify the authenticity of educational certificates and/or qualifications. References on the candidates CV will be contacted to ask for character references.

APPOINTED OF NOMINATED CANDIDATE

Upon confirmation from the Board Meeting, the Senior Administrator will issue a formal letter of appointment to the candidate
The Senior Administrator will also notify all other candidates that their application was unsuccessful
The selected candidate will be required to sign the letter of appointment within 7 days of notification

EFFECTIVE DATE OF APPOINTMENT

The appointment may only be effective from the first day of the month following the month in which approval was granted

REVIEW OF POLICY

This policy will be reviewed annually

POST LEVEL 2 : HEAD OF DEPARTMENT

NAME OF APPLICANT: ______

CRITERIA / WEIGHTING / SCORE / COMMENT
Leadership/ Management / 3
Administration / 2
Teaching Experience / 2
Additional Training / 2
Conflict Resolution / 2
Project Management / 2
Contribution to School / 3
TOTAL SCORE / 15

Additional Comments:

______

Interviewer: ______Date: ______

48 Richmond AvenueP. O. Box 581e mail:

Auckland ParkAuckland ParkTel: 011482 7210/ 7852

Johannesburg2092

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SCHOOL POLICY
Date: / January 2015
Topic: / Policy for Appraisal and Development of Staff
Distribution: / All Staff, Board Members
For Action:
Implementation
Date: / January 2014
Review Date: / Annually

INTRODUCTION

This policy sets out the framework for a clear and consistent assessment of the overall performance of teachers and for supporting their development within the context of the school’s plan for improving educational provision and performance, and the standards expected of teachers. It also sets out the arrangements that will apply when teachers fall below the levels of competence that are expected of them.

PURPOSES OF APPRAISAL

To determine competence;
To assess strengths and areas for development;
To identify specific needs of teachers
To provide support for continued growth;
To promote accountability;
To monitor the schools overall effectiveness; and
To evaluate an educator’s performance.

GUIDING PRINCIPLES

The implementation of the schools Appraisal System is guided by the following principles:

The recognition of the crucial role of the delivery of quality education
That all learners have equal access to quality education.
The need for an appraisal system which is understood, credible, valued and used professionally.
That the system’s focus is positive and constructive even where performance needs to improve.
That the system includes a process of self-evaluation and discussion of individual expectations.
The need to minimise subjectivity through transparency and open discussion, and quality controls to ensure validity, reliability and relevance, for example, there can be no sanctions against individual educators before meaningful development takes place.
The need to ensure fairness by affirming the rights of educators.
That the system promotes individual professional growth of educators, and ongoing support for educators and the school
That the system provides a clear protocol governing the interaction of the parties.
The need for appraisal is to provide for and encourage diversity in teaching styles.
The system meets professional standards for sound quality management, including propriety (ethical and legal), utility (useable and effective), feasibility (practical, efficient and cost effective), and accuracy.

ROLES AND RESPONSIBILITIES OF INDIVIDUALS AND STRUCTURES INVOLVED IN IMPLEMENTING THE APAX APPRAISAL SYSTEM

Principal

Ensures that all appraisal records and accompanying evidence is authentic
Is responsible for the verification of the appraisal process within the school
Has the overall responsibility to ensure that the system is implemented uniformly and effectively in the school
Must ensure that every educator is provided with a copy of the instrument and other relevant documentation
Ensures that the appraisal system is conducted consistently, fairly and accurately using the instrument given to staff
Together with the SMT is responsibility for advocacy and training at school level
Must organise Appraisal workshops where individuals will have the opportunity to clarify areas of concern
Verifies that the information provided in the documents is accurate, properly completed, signed, dated and stamped
Should the principla be aware of any discrepancy this should be brought to the attention of the Board of managers
Signs and delivers the documents to the Board of Managers
Ensures that the appraisals of educators is included in the management plan of the school
In the absence of the immediate supervisor of an educator, the principal must ensure that a designate is nominated to fulfil the role
Ensure that grievances are resolved amicably

The Educator

Must familiarise him/herself with the appraisal process
Conduct a self-evaluation prior to being appraised by the immediate supervisor using the appraisal instrument
Allow immediate supervisors to conduct lesson observations
Participate in appraisal discussions
Draw up a Personal development Plan
Keep evidence of all activities that will assist the appraisal process
Attend staff development sessions

School Management Teams (SMT)

The SMT has an overall responsibility for managing the Appraisal System at APAX
Ensures that all staff members are trained on the procedures and processes of the system
Prepares and monitors the management plan for appraisal in the school
Prepares a final schedule of the appraisal dates
Ensures that all documents and records on appraisal are properly kept and maintained
Ensures that evidence relied upon during the appraisal process is valid
Conducts appraisals for all educators under his/her supervision including classroom observations, book perusals, class visits
Assists the principal with finalising scores
Ensure that the appraisal system is applied consistently
Ensures that they provide support to the teachers whom they supervise

GRIEVANCES

Should a grievance arise, the principal will intervene and will employ he services of the Board of Managers to resolve the conflict

THE IMPLEMENTATION PROCESS

Advocacy and Training

Advocacy will address the issues relating to the purposes of, objectives and outcomes of appraisal. The focus will be on quality education for all, transformation and the advantages for teachers and the school as a whole.

Training will focus on implementation of the APAX Appraisal System i.e. self-evaluation, the roles and responsibilities of the different structures involved in the process, monitoring and reporting

At a full staff meeting held in January each year, the principal will explain:

What Appraisal is all about?
How the system benefits learners and teachers
How the Appraisal System will be implemented in the school

The training must ensure that:

All educators have a thorough understanding of the purposes, principles, processes and procedures of the Appraisal System
Issues relating to how the system will be implemented in the school are addressed

Appraisal Time-Lines

The Appraisal process starts at the beginning of each year and ends in December each year

Appraisals will be conducted twice per annum:

Mid-Year
Annual

Month / Action / Responsibility
January - March / Advocacy and training
Provide educators with instrument
Roles and Responsibilities of stakeholders discussed
PDP Discussion
Develop implementation plans/schedules
Book/file perusals / Principal; SMT; and educators
April - June / Self-appraisal by educators
Pre-appraisal discussions
Lesson observations
Mid-year appraisal
Post appraisal discussion
Principal verifies and signs / Principal; HOD’s; Educators
July - September / Book Perusals
File Perusals / HOD’s ; Educators; Principal
October –December / Self-Appraisal by educators
Pre-appraisal discussion
Lesson observation
Annual appraisal
Post appraisal discussion
Principal verifies and signs
Submission of annual forms to Board of managers / Board, principal, HOD’s, Educators
December / Drawing up of PDP’s and Staff Development Plan for following year / SMT

Self-Appraisal by Educator

The educator must conduct a self-appraisal prior to the appraisal by his/her supervisor. Self-appraisal serves the following purpose:

The educator becomes familiar with the instrument
The educator is compelled to reflect critically on his/her own performance
The educator can make inputs on the appraisal conducted by the immediate supervisor
The educator is able to know the evidence that will be necessary for the appraisal process

Lesson Observation/Book-File Perusals

Lesson observation will be undertaken by the HOD as part of the mid-year and annual appraisal process.

More lesson observations can be included depending on the need. The purpose of lesson observation is to: