Recruitment-related themes in this section include recruitment strategies and initiatives, as well as company experiences in finding candidates. This section concludes with suggestions on improving PWD recruitment.
5.2.8.1 Recruitment strategies and initiatives
HR is responsible for recruitment and equity management at the company. All vacancies are presented to the HR equity committee to inform which equity preference is given for a new recruit, based on racial, gender and disability targets, according to a HR participant ([946], p.O-123). After the equity committee has made its recommendations, all vacancies are advertised by the company recruiting shared services ([947], p.O-123). The recruiting agents are responsible for advertising, short-listing and interviewing candidates.
HR uses the job description and manager feedback when identifying appropriateness of certain jobs for certain disability types ([454], p.O-18). Disability type has to match the job description and environment, according to one medical health participant ([455], p.O-18). An EWD can also provide feedback on whether a job would be appropriate for their disability. The company has improved recruitment selection by having knowledgeable people on the selection committee when a PWD targeted vacancy arises, according to a HR manager ([951], p.O-123).
When a manager indicates to HR that he/she wants to employ more EWDs, HR would encourage that PWDs are invited to apply for a vacancy, according to a HR manager ([948], p.O-123). One supervisor shares that he informs HR of his needs and wants for a new candidate when a vacancy arise ([949], p.O-123).
He has tasked HR to assist him in finding PWDs to recruit for specific vacancies in his division ([950], p.O-123).
Company job advertisements also sometimes invite and indicate that PWDs would receive preference for a given vacancy ([952], p.O-123). One medical health participant, a HR manager and a HR participant have seen job advertisement in the company that invite PWDs to apply ([953], p.O-124). Another HR participant, however, says that she’s not aware of any job advertisements that’s invited PWDs to apply ([954], p.O-124).
There is an active drive to achieve a 3% EWD representation in the company, according to one HR manager ([955], p.O-124). There is a focus on PWD recruitment, as it forms part of performance indicators for managers ([956], p.O-125). One supervisor shares that the company had a drive some three years ago that gave supervisors instruction to employ PWDs ([957], p.O-125).
Job reservation and targeting of PWDs are currently occurring in some divisions ([958], p.O-125) &
([961], p.O-126) & ([959], p.O-125). Clerical positions have been earmarked for EWDs in one division, according to a supervisor. ([959], p.O-125). A supervisor also relates that they specifically requested a PWD for a vacancy that they had ([960], p.O-126). One EWD relates that she was aware that the company wanted to recruit a PWD for the position that she applied for ([938], p.O-121). She competed with two other PWDs with the same disability. She thinks the company targeted a disability type and made the necessary accommodations to integrate this disability type. Another EWD also relates the she competed with other PWDs for her current job ([940], p.O-121). She also relates that the company was advertising positions for PWDs ([942], p.O-121). A third EWD was aware that the company were targeting PWDs for appointment ([941], p.O-121).
EWDs can also compete with able-bodied applicants for some jobs in the company. One EWD confirmed this was the case for her current job ([939], p.O-121). She believes she was selected because she was the best candidate. Subsequently, she has received managerial recognition for her performance, which affirms her believe of not just being a token employee.
Irrespective of whether an EWD was targeted for a job or not, the interview process seemed fair.
EWD, although admitting that she was probably an affirmative action appointment, feels, however, that the interview process was normal and fair ([943], p.O-122). She believes her selection was based on her having the necessary qualifications for her job. A second EWD also relates that the interview process seemed fair and normal ([944], p.O-122). PWD candidates go through a normal interview process, according to one supervisor ([945], p.O-122).
5.2.8.2 Company experiences with recruitment agencies & word of mouth
PWDs are sourced from recruitment agencies that specialise only in PWD recruitment and also from standard recruitment agencies that have a division on PWD recruitment, according to one HR manager ([964], p.O-127). HR supported two supervisors in finding a PWD from a standard recruitment agency for a vacancy ([966], p.O-127). A new position was created in one division and a job description was defined ([967], p.O-128). Then the division approached a recruitment agency directly for PWD candidates and identified the most suitable candidate.
A recruitment agency specialising in disability recruitment assisted one supervisor in the process of recruiting a new PWD ([968], p.O-128). The agency provided information on disability type, degree of disability and also level of rehabilitation. This agency was contacted by the supervisor’s superior ([969], p.O-128). They provided candidates and made recommendations on candidates, as well as what it would involve to employ a PWD. The recruitment agency introduced the concept of rehabilitated versus non-rehabilitated PWD candidates ([970], p.O-128). They related that non-rehabilitated candidates had received training and evaluations and had been rated on their abilities, such as mobility. Non-rehabilitated PWDs presented unknown abilities, skills and needs.
More qualified EWDs are found through either standard recruitment agency head hunting or word of mouth, according to one supervisor ([965], p.O-127). For high level appointments, word of mouth within the disability society seems to be an effective method of recruitment, according to one supervisor ([962], p.O-126). Existing staff in the company can also be a source of information in identifying people and organisations where PWDs can be recruited from ([963], p.O-126).
5.2.8.3 Limited success in PWD recruitment
The pace of PWD recruitment has been slow, according to one co-worker ([975], p.O-131). One EWD also feels the company has not had enough success in recruiting many PWDs ([976], p.O-131). One company plant has not employed a new PWD in the past year, according to a medical health participant ([977], p.O-131). She does, however, foresee PWDs being recruited in the next year. One HR manager also shares that the company is not doing well in recruiting new PWDs, but rather raising their numbers through identifying existing EWDs ([978], p.O-131). A medical health participant has not seen active recruitment of PWDs at the company ([979], p.O-131). She also relates that the company has retained and accommodated many employees that acquired disability ([980], p.O-131). They have, however, not employed many new PWDs.
The company cannot find qualified PWDs for the critical skills jobs, according to two HR managers ([971], p.O-129). One HR manager states that the company would like to recruit EWDs for core and critical skilled jobs ([972], p.O-129). It has, however, proven difficult to find suitable candidates and most recruitment have taken place for entry level jobs.
Company conditions and type have also inhibited PWD recruitment. There is a general moratorium on new recruitment into the company due to the financial crisis ([973], p.O-130). This, obviously, has impacted on PWD recruitment into the company in the recent past, according to one EWD. The physical nature of many jobs in the company is limiting the amount of employment opportunities available for PWDs, according to one supervisor ([974], p.O-130).
In comparison to other companies, though, the company is doing well in PWD employment ([981], p.O-132). One HR manager, however, feels that it can still improve. A co-worker feels satisfied with the company efforts in recruiting PWDs ([982], p.O-132), and one EWD also feels that the company is doing well in its recruitment efforts for PWDs ([983], p.O-132). One HR manager confirms that there were new
PWDs recruited into the company in the past year ([984], p.O-132). The company has improved its planning on recruiting of PWDs, according to a HR manager ([985], p.O-132).
There is a lack of EWD recruitment for higher and management level jobs in the company, according to a HR participant ([986], p.O-132). The company has focused its recruitment on less severe disabilities, according to one supervisor ([987], p.O-133). There has also been a lack of focus on high-level recruitment.
One supervisor relates an attempt to recruit an EWD as a chartered accountant ([988], p.O-133). The company could not meet his salary demands, but also have on CA with a disability on its staff.
5.2.8.4 Suggestions on recruiting PWDs
Sensitisation on appropriate job types for PWD recruitment should start with managers being informed of diverse disability types and accommodation needs ([1000], p.O-136). This will ensure more informed recruitment decisions and accommodations for potential EWDs, according to one co-worker. More information on disability type and accommodations needed would also facilitate the appointment and integration process of EWDs, according to a HR participant ([456], p.O-18) & ([658], p.O-59).
Management must be educated on disability and what PWDs can offer the company prior to a greater recruitment drive at the company, according to one medical health participant and a HR manager ([1001], p.O-137). Testimonial information on current EWDs’ performances and accommodations can be distributed during another recruitment drive for PWDs, according to one supervisor ([1010], p.O-139). Sensitisation on appropriate job types for PWD recruitment should start with managers being informed of diverse disability types and accommodation needs ([659], p.O-59). A workshop with managers and employees on disability type and suitable jobs may help raise awareness on disability in the company, according to a co-worker ([457], p.O-19).
HR should also ensure a proper ability-job fit for all PWD recruits, according to one supervisor ([997], p.O-136). Quality and performance should still remain the main focus of any recruitment, even PWD recruitment, according to one supervisor ([998], p.O-136). A job-disability fit is critical to obtain full productivity for EWDs and not create a burden on colleagues, according to a HR manager ([460], p.O-20). A disability-job tasks and environment fit check has to be made before a PWD is recruited, according to one HR manager and two supervisors ([991], p.O-134). One supervisor also suggests a conversation with a PWD applicant on whether they are able to execute the required job tasks ([992], p.O-135). HR can also facilitate PWD recruitment by suggesting and advising a supervisor on if and how PWDs can be found for a vacancy ([994], p.O-135).
The company must also consider which environments can easily accommodate EWDs in certain jobs.
One HR participant feels that specific job targeting for PWDs is the best way to increase the number of EWDs in the company ([459], p.O-19) & ([1007], p.O-138). One HR manager suggests that the company must now consider which jobs and environments in the company are suitable for different types of PWDs ([989], p.O-134). The company can also focus on office-type jobs. One supervisor, for example, relates that the company can increase the assignment of PWDs to his division ([990], p.O-134). He feels that the office-type of environment in which his division operates are suited for more PWD recruitment.
Having a person with knowledge on disability type in a job interview panel may facilitate more diverse disability types being employed ([458], p.O-19). Having one HR employee that specialises in disability may facilitate hiring and appropriate selection of a variety of PWDs. Interviewers at the company are not specialists in dealing with PWDs, according to one manager ([995], p.O-135). One supervisor cautions that having managers select EWDs may bias hiring in favour of disability that is familiar to the supervisor. He shares, for example, that he prefers persons with physical disability only because he has become accustomed to them and remains ignorant of other disability types.
The company must also consider where PWDs can be found for jobs in the company. Recruitment drives at universities can increase PWD recruitment into companies, according to another HR participant ([1008], p.O-138). Schools for PWDs should also be targeted to increase awareness of the company as a potential employer, according to one HR participant ([1009], p.O-139).
The prohibition on companies to enquire about an applicant’s disability and their accommodation needs places a responsibility on the company to give more assurances to applicants that the company would accommodate them if they were the right person for the job ([999], p.O-136). This may have a positive impact on higher-level recruitment as well. One HR participant would like to see more high-level and core competency recruitment into the company ([993], p.O-135). The company can accommodate and encourage PWD recruitment beyond just the entry level office based jobs.
There were also suggestions for EWDs to increase their employment chances at the company. One EWD suggests that working through a recruitment agency presents far greater success than simply responding to job advertisements ([1002], p.O-137). Positive attitude and confidence are very important qualities during a job interview with a PWD, according to one supervisor ([996], p.O-136). One supervisor also suggests that the applicant with a disability should be asked for guidance on proper accommodation and environmental preparations needed to ensure quality employment outcomes ([1003], p.O-137). He relates the challenges they experienced with an EWD due to an inaccurate picture presented by him on his abilities ([1004], p.O-138). He suggests that PWD applicants be forthright about their accommodation needs in order for the company to ensure proper accommodation prior to appointment ([1005], p.O-138). Another HR participant also relates that the process of accommodation and recruiting an EWD would be facilitated if EWDs shared their disability needs ([1006], p.O-138).