Please add your name and details if you have contributed to this AUDIT
The audit questions have been collated from various sources and specifically in terms of South African legislation.
Labour Relations Act modelled on UK and Germany's labour legislation, address collective employment relati
Basic Conditions of Employment Act as title of Act says, addresses leave, remuneration, and other statutory rights. Language
Employment Equity Act modelled on second generation Canadian Legislation (also statutory structures initially f
Skills Development Act similar to New Zealand, UK and Australian National (Vocational) Qualification structure
Unemployment Insurance Act res ipsa loquitur
Income Tax Act infra
Codes of Good Practice modelled on current international trends,promulgated in terms of various Acts, addresse
Bill of Rights
Disclosure of Information Act similar to Whistleblower legislation elsewhere
Medical Aid legislation
Pension Funds Act
etc
Statutory Structures
Constitutional Court
Labour Appeal Court
Labour Court
CCMA similar to UK ACAS tribunals and USA NLRB
Employment Equity Commission similar to UK Race Relations Board and USA EEOC
Gender Commission
Human Rights Commission
Employment Conditions Commission
etc.
Some clarifications
Exempt / Non-exempt employees In SA, distinctions are made based on annual earnings. Those employees earning abov
Termination at will As in the rest of the world, other than USA, this concept is foreign to local jurisprudence
Tel Fax URL
27 [0]12 6690524 27 [0]12 669 0524 http://www.workinfo.com http://www.caselaw.co.za
ds,promulgated in terms of various Acts, addresses specific issues such as AIDS, Equity, Sexual Harassment (has brought into SA jurisdic
nd USA EEOC
n annual earnings. Those employees earning above earnings threshold are not entitled to rank and file benefits e.g. overtime pay etc
USA, this concept is foreign to local jurisprudence (thankfully)
has brought into SA jurisdiction USA concepts of quid pro quo harassment etc), Maternity, Retrenchment etc. Developed by leading labour s
12 When any term or condition of employment of an employee changes do you change the written an employee
particulars
is to
notreflect
able to
theunc
13 Have you made provision for keeping written particulars of employment of your employees for a period of three years afte
14 Do you display at the workplace where it can be read by employees a summary in the prescribed your employees
form of thename
employee's
and oc
the time worked by each emp
the remuneration paid to each
the date of birth of any employ
Are such records kept for a pe
15 Do you pay your employees any remuneration that is paid in money in South African currency; dai
the workplace or at a place ag
no later than seven days after
16 Do you provide your employees with the following information in writing on each day the employee
your name is paid
and address;
your employees name and oc
the period for which the paym
your employees remuneration
the amount and purpose of an
the actual amount paid to you
if relevant to the calculation of
the employee's rate of remune
the number of ordinary and ov
the number of hours worked b
if an agreement to average wo
17 12 of the Basic Conditions of Employment Act, the total number of ordinary and overtime hours worked by the employee
18 Is such written information given to each employee at the workplace or at a place agreed to by the employee; and during
19 Do they avoid generalities, vague terms, and professional jargon?
20 Are there physical requirements that don’t have a direct correlation to the job you’re describing?
21 Is there any language that could be considered sexist?
22 Do they consolidate job responsibilities and list the most important ones first?
23 Is there any language that discriminates against older employees?
24 Are unessential requirements listed that could block the hiring of a person with a disability?
25 Do they describe what is to be accomplished, rather than the method for performing the job?
26 Are undesirable working conditions, such as worksite temperatures, noise levels, gases, fumes, or hazardous materials, a
27 Are required interpersonal skills explained?
28 Do they avoid generalities, vague terms, and professional jargon?
29 Are there physical requirements that don’t have a direct correlation to the job you’re describing?
30 Is there any language that could be considered sexist?
31 Do they consolidate job responsibilities and list the most important ones first?
32 Is there any language that discriminates against older employees?
33 Are unessential requirements listed that could block the hiring of a person with a disability?
34 Do they describe what is to be accomplished, rather than the method for performing the job?
35 Are undesirable working conditions, such as worksite temperatures, noise levels, gases, fumes, or hazardous materials, a
36 Are required interpersonal skills explained?
37 Do you have a written policy explaining how long applications will be considered active, and when and how applicants ca
38 Do you purge your files on a regular basis in accordance with your policy?
39 Does your application have the following disclaimers? Falsification or omission of inf
Applicant gives employer cons
40 Does your application ask for any of the following information that may be considered discriminatory?
Applicant’s sex, or sexual pref
Applicant’s weight or height, u
Whether the applicant is singl
Whether the applicant is pregn
Applicant’s age, other than to
Dates applicant attended high
Applicant’s military status, unl
Applicant’s memberships.
General questions about arres
Applicant’s religious affiliation
Applicant’s general state of he
If the applicant is a citizen of a
Applicant’s attitude about trad
41 Does your employee handbook contain a general disclaimer?
42 Does your handbook contain a statement indicating that it is intended to provide information only, is not a contract, and ca
43 Do you have employees sign acknowledgement forms recognizing that they have received the handbook and understand
44 Are your disclaimers printed in large type and placed in prominent positions?
45 Does your handbook indicate that serious offences can circumvent your progressive discipline policy and result in immed
46 Does your handbook contain statements promising a promotion-from-within policy?
REFERENCES
1 Does your application state that references will be checked carefully and will influence the hiring decision?
2 Do you avoid recording discriminatory information even if it is given in a reference check?
3 Does the person who is conducting the reference check understand the job requirements?
4 Do you keep written documentation on every reference check?
5 Do you ask applicants to sign a release absolving previous employers from liability for the information they provide?
6 Do you understand the restrictions on gathering medical information on applicants?
7 Do you apply the results of your reference checks consistently to all applicants?
8 Do you ask employees who are resigning or being terminated to sign a reference request form?
9 Do you authorize only a few individuals to respond to reference requests?
10 Do you refuse to give oral references?
11 Do you require prospective employers to furnish consent forms before giving out references?
12 Do you screen prospective employers by taking a telephone number and calling back?
13 Are your references based on both positive and negative factors?
Yes No
ails supervision/management: How would you describe your management style?
ails supervision/management: How many people do/did you supervise in your present/previous job?
ails supervision/management: How do you think your subordinates perceived(d) you? How does their perception compare with you’re the w
ails supervision/management: Have you ever had to fire anyone? If so, what were the circumstances and how did you handle the situations
recruitment procedures, advertising and selection criteria;
appointments and the appointment process;
job classification and grading;
remuneration, employment benefits and terms and conditions of employment;
job assignments;
the working environment and facilities;
training and development;
performance evaluation system;
pregnancy,
marital status,
family responsibility,
ethnic or social origin,
conscience,
colour,
sexual orientation,
HIV status,
inherent requirement of a job. If so, are such inherent requirements legitimate, objective and easily ascertainable to a third party, such as a
Is it permitted in terms of any legislation; or
is it justifiable in the light of medical facts, employment conditions, social policy, the fair distribution of employee benefits or the inherent re
shown to be scientifically valid and reliable;
applied fairly to all employees; and
not biased against any employee or group?
your full name and address;
the name and occupation of the employee, or a brief description of the work for which the employee is employed;
the place of work, and, where the employee is required or permitted to work at various places, an indication of this;
the date on which the employment began;
the employee's ordinary hours of work and days of work;
the employee's wage or the rate and method of calculating wages;
the rate of pay for overtime work;
any other cash payments that the employee is entitled to;
any payment in kind that the employee is entitled to and the value of the payment in kind;
how frequently remuneration will be paid;
any deductions to be made from the employee's remuneration;
the leave to which the employee is entitled;
the period of notice required to terminate employment, or if employment is for a specified period, the date when employment is to termina
a description of any council or sectoral determination (Wage Determination) which covers the employer's business;
the period of notice required to terminate employment, or if employment is for a specified period, the date when employment is to termina
a list of any other documents that form part of the contract of employment, indicating a place that is reasonably accessible to the employe
an employee is not able to understand the written particulars, do you ensure that they are explained to the employee in a language and in
s for a period of three years after the termination of employment.
your employees name and occupation;
the time worked by each employee;
the remuneration paid to each employee;
the date of birth of any employee under 18 years of age.
Are such records kept for a period of three years from the date of the last entry in the record.
in South African currency; daily, weekly, fortnightly or monthly; and in cash, by cheque or by direct deposit into an account designated by
the workplace or at a place agreed to by the employee; during the employee's working hours or within 15 minutes of the commencement o
no later than seven days after the completion of the period for which the remuneration is payable; or the termination of the contract of emp
your name and address;
your employees name and occupation;
the period for which the payment is made;
your employees remuneration in money;
the amount and purpose of any deduction made from the remuneration;
the actual amount paid to your employees; and
if relevant to the calculation of any employee's remuneration-
the employee's rate of remuneration and overtime rate;
the number of ordinary and overtime hours worked by the employee during the period for which the payment is made;
the number of hours worked by the employee on a Sunday or public holiday during that period; and
if an agreement to average working time has been concluded in terms of section 12 of the Basic Conditions of Employment Act, the total n
hours worked by the employee in the period of averaging.
o by the employee; and during the employee's ordinary working hours or within 15 minutes of the commencement or conclusion of those h
hiring decision?
employment is to terminate;
accessible to the employee where a copy of each may be obtained.
mployment Act, the total number of ordinary and overtime hours worked by the employee in the period of averaging.
Post-Termination
1 Do you conduct an exit interview with employees who quit or who are terminated?
2 Does your documentation support your termination decision?
3 Were you able to reduce tension and resentment by showing the employee that he/she had been given proper warning an
4 What reasons were given by an employee who felt he/she was being treated unfairly?
5 How did you respond to questions about providing future references?
6 Did the employee request that he/she be allowed to resign in lieu of being terminated?
7 Did you agree to allow the employee to give his/her own reasons for the “resignation”?
8 Did the employee accept the termination or did he/she raise the possibility of a discrimination claim or a lawsuit?
9 Did you obtain all keys, badges, uniforms, and other security items?
10 Do you have a clearly-written, published policy explaining that the company will provide honest and accurate references to
11 Do you understand how the laws of defamation apply to employer references?
12 Do you remind employees who are terminating, either voluntarily or involuntarily, about your reference policy during the ex
4 Have you
Duty to inform
1 Do you display at the workplace where it can be read by employees a notice in the prescribed form, informing them about:
Income differentials
1 Are you able to compile a statement on the remuneration and benefits received in each occupational category and level of
2 Where disproportionate income differentials are reflected in that statement, have you taken measures to progressively red
3 Does your recruitment or promotion policies and procedures take into account a job applicant or employees
Answer Yes No
ht be considered defamatory?
to those with a need to know?
etaliatory reasons?
or policy manual?
crimination complaint?
e action plan?
ied people from designated groups have equal employment opportunities and are equitably represented in all occupational categories and
measures to identify and eliminate employment barriers, including unfair discrimination, which adversely affect people from de
measures designed to further diversity in the workplace based on equal dignity and respect of all people;
making reasonable accommodation for people from designated groups in order to ensure that they enjoy equal opportunities a
preferential treatment and numerical goals for employees from designated groups?
assigned one or more senior managers to take responsibility for monitoring and implementing an employment equity plan;
provided the managers with the authority and means to perform their functions; and
taken reasonable steps to ensure that the managers perform their functions?
njoy equal opportunities and are equitably represented in the workforce of a designated employer;
2 Culture
3 Organisation
4 People
5 Systems
Medical Aid
Pension/Provident Fund
Employment Policy
How are employees’ salary packages structured?
Company Vehicle Policy
Transfer and Relocation Policy
Retrenchment Policy
What is the Official Retirement Age of the Company?
about when planning your development programs for the people in your organisation. Use them to provoke thought and to stimulate discus
Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objective
Do your staff have a customer service orientation? Are people with potential spotted and developed for the future?
Are your staff encouraged to perform well through the giving of recognition, feedback, etc?
Do your people know what their expected performance standards are?
Do your organisation's systems (e.g. recruitment, promotion, planning, management, information and control) encourage effec
Are these systems consistent across the organisation?
Are there clear rewards for effective performance within your work group?
Does the organisation review its systems frequently and ensure they mutually support each other?
(1) What are the three critical people issues facing your business?
(2) What plans/actions are you taking to address them?
comprehensive HR Audit to determine the content of your Human Resources Audit.
Permanent Employees
Permanent Part-Time Employees:
Contract Employees
Casual Staff
Yes No
Yes No
Yes No
Yes No
tails. Further, please indicate whether a policy in regard to that specific category is in place or not and attach same to this document).
Hours per day: Days per week.
Yes No
Hour per day: Days per week
Yes No
working days leave per annum
days per year/36 month cycle
months per occasion
per occasion
per examination
Annual Yes No
Maternity Yes No
Family Responsibility
Yes No
Study Yes No
Unpaid Yes No
Yes No
Yes No
Yes No
Yes No
Male . years
Female years
Yes No
Yes No
Employees Only
Employees and Employees Immediate children
Other (please specify)
Yes No
To whom
Yes No
Yes No
Yes No
http://www
Company /department?
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
Yes No
ght and to stimulate discussion. Consult with others in your organisation. They will help you to identify the critical human resource issues fac
nefit to themselves?
here a strong team spirit?
4. Communication Issues
1 Describe the merger communication process up to this point in time.
2 What communication steps still need to be taken?
3 What existing communication channels are most effective and should be utilized?
4 Who are the most effective communicators in the acquired firm?
5 Who will be responsible for writing and approving communications going to the acquired firm?
6 What information needs to be communicated to the employees - e.g. benefits, pay issues, workforce relocations, etc.
7 What are the dates for any changes or activities that will affect the acquired firm's employees? When do the commun
8 Who in the acquired firm has a "need to know" regarding business activities or actions which affect the organisation?
9 What external communications (I.e., press releases) may be necessary? Who are authorised corporate spokesperso
10 Identify other "stakeholders" with whom the company should communicate - e.g., suppliers, clients/customers, etc.
11 How frequently should communication meetings regarding the merger process be scheduled? Who should attend?
12 What channels or methods of communication operate throughout the organisation? (staff meetings, informal groups,
a Most effective?
b Least effective?
5. Key Management
1 Has strategy been developed for assessing all key management personnel? Explain.
a If so, who is responsible for implementation and administration of the assessments?
b If a plan has not been developed, it is important to do so and, in the process, a profile on each individual should be d
2 Conduct an analysis of key managements' salaries. If they are not competitive, externally or internally. calculate the
3 Will perquisites for key management be continued, modified or eliminated? Explain.
4 What contracts or special compensation packages will be necessary to assure the retention of key management? Exp
5 Who will be eligible for these special compensation packages or contracts?
6 Who will be responsible for managing the organisation?
7 Obtain copies of the following:
a Current organisation charts
b Employment contracts
c Current job descriptions for key management
8 How will parent company management be placed into the acquired firm?
9 Has a management succession plan been developed which takes into consideration any forthcoming organisational c
a Does that plan support company goals and objectives? Explain.
b Does the management succession plan take into consideration any planned resignations or terminations?
ommunications?
this person possess?
he acquired firm?
ofile on each individual should be developed which contains the following information:
NAME
AGE
POSTION/TITLE
LENGTH OF SERVICE
COMPENSATION
PERQUISITES
PERFORMANCE APPRAISALS
STRENGTHS
WEAKNESSES
FUTURE POTENTIAL
FAMILY STATUS
PROBABLE REACTION TO THE MERGER
xternally or internally. calculate the cost of make them competitive.
6. Compensation
1 What is the current corporate compensation philosophy?
2 Does the company maintain formalized compensation programs for the following?
a Executive:
b Exempt:
c Non-exempt:
d Hourly:
e Other:
3 Concerning the hourly/other wage structure, describe the following:
a How many job classifications?
b How many grades?
c What is the rate structure?
d When was the last hourly wage rate survey?
e What job evaluation technique is used?
f Is the program up-to-date?
g What problems does it present? Solutions?
h How frequent are performance appraisals and wage increases?
4 Concerning the non-exempt salary structure, describe the following points:
a How many classifications?
b How many grades?
c What is the rate structure?
d When was the last non-exempt wage rate survey?
e What type of job evaluation plan is used?
f Is the program up-to-date?
g What problems does it present? Solutions?
h How frequent are performance appraisals and wage increases?
5 Concerning the exempt/executive salary structure, describe the following points:
a How many classifications?
b How many grades?
c What is the rate structure?
d When was the last survey?
e What type of job evaluation plan is used?
f Is the program up-to-date?
g What problems does it present? Solutions?
h How frequent are performance appraisals and wage increases?
I Attach a copy of all incentive plans with a history of payments for the last three years.
6 What type of salary increases are granted?
a Merit only (Frequency/Average Percent)
b Market adjustments (Frequency/Average Percent)
c Cost-of-living (Frequency/Average Percent)
d Automatic progression (Frequency/Average Percent)
e Other:
7 When are new hires eligible for salary increases?
8 How are wage and salary actions analysed and monitored?
a Are procedures for processing salary changes in place and being followed?
9 Have any recent audits of the company been done by the federal or stage Wage and Hour Division?
a What were the results?
b Are adequate controls in place?
c Is there any evidence of pay discrimination?
10 Are job descriptions current on all positions?
a Explain:
11 Are there incentive. bonus, or other variable (current or deferred) pay plans?
a Plan/Eligibility
b How do they relate to total compensation?
12 Is financial data maintained on deferred compensation liabilities?
13 How are compensation programs communicated to employees?
14 Does the company maintain a compensation procedures manual? Explain:
a Who has access to it?
15 Does a formal overtime policy exist? If so, what is the policy?
a Does it apply to exempts? Explain:
16 How is overtime calculated when an employee works on legal or company holiday?
17 If a shift differential is paid, how is it calculated? What is the amount paid?
a Does it apply to supervision? Explain:
18 Is compensation or salary continuation/paid for any of the following: (NOTE: If the answer to any of the below is yes, it I
Jury or witness duty
Time of for voting
Funeral leave
Military training
Sick days
Maternity leave
Other
19 Is compensatory time allowed in lieu of overtime pay? If so, under what conditions is it allowed?
20 How are wage assignments or garnishments handled?
21 What salary surveys are conducted?
a Name and cost:
b Timing of surveys:
de in achieving a comprehensive understanding of human resource issues in the acquisition.
nd Hour Division?
nswer to any of the below is yes, it I important to obtain written information or a complete understanding in such instances where compensa
s it allowed?
nstances where compensation is paid.)
Employment Equity / Systems Review
The following questions have been adapted from the Canadian Employment Equity Guidelines
Note: The copyright provisions relating to the Canadian legislated guidelines provide as follows:-
Disclaimer
Human Resources Development Canada assumes no responsibility for the accuracy or reliability of any reproduction derived f
Copyright
The material on this site may be reproduced, in whole or in part and by any means, without further permission from Human Re
No such reproduction shall indicate that Human Resources Development Canada is in any way responsible for the accuracy o
If you are unable to answer yes to the following questions, you are encouraged to develop appropriate solutions to remedy the
Are frontline staff, i.e. assessors, interviewers and staffing specialists knowledgeable about human rights and employment e
Does the area of selection include a representative pool of designated group members?
Are managers and interviewers aware of their individual and collective responsibilities to support their organisation’s employ
Is the selection process, including interviews, fully documented and monitored for adverse effects on designated groups?
Does your organisation include designated group members on selection teams, especially where designated group membe
Are job requirements reviewed: (a) initially, to ensure that they are bona fide, and do not constitute barriers to designated gr
Are tests validated for job-relatedness?
Are tests and other screening tools examined for cultural, gender and racial biases?
Are tests administered by personnel with the right skills and training to avoid biased assessments of designated group mem
Are testing and interview locations accessible in physical and geographical terms?
Are selection test materials made available in various media to accommodate applicant's needs (e.g. Braille, tapes, translat
Are selection tools adapted to meet candidates' needs and do they support the principles of reasonable accommodation?
Does the selection process have an unusually high factor for "personal suitability"?
Are selection methods reviewed and updated periodically and in keeping with new or revised employment equity policies?
Are managers and interviewers aware of the organization's employment equity philosophy and goals?
Is the selection process, including interviews, fully documented?
Are efforts made to include designated group members on the interviewing teams?
Are tests validated for job-relatedness?
Are tests examined for gender and racial biases?
Are tests administered by trained personnel?
Are testing conditions standardized?
Is the testing facility accessible to wheelchair users?
Are test materials available in various media to accommodate applicants' needs (e.g., Braille, tapes, translation services for
Are procedures for reference checks standardized?
Is the executive resource agent aware of the representational profile and the employment equity plan, of the organisation?
Does the selection profile eliminate designated group members in the organization or tend to discourage them from applyin
Is the employment equity manager contacted and given the opportunity to brief the executive resource agent on the organis
Is the organisation proactive in providing career consultation services to designated groups and provide unsuccessful candi
Do you track reasons for elimination at the various stages and use this to identify possible barriers and develop corrective m
Do your selection committees include representatives from the minority designated groups when there is a significant propo
In the absence of suitable selection committee members from within the organisation, do you look outside the organisation
Are all candidates contacted following the process and offered feedback on their performance during the selection process?
When an executive position is going to be staffed through external advertisement, is employment equity a consideration in d
Retention Checklist
Do persons in the designated groups leave at disproportionate rates compared to other employees?
Does the organisation have information on why its employees are leaving?
Do these reasons include unfair targeting of designated group members? For example, are they over-represented in term a
Are there reports of subtle pressure on designated group members to seek alternative employment?
Are lay-off and termination decisions based on clearly defined, job-related and objective criteria?
Are alternative opportunities available and communicated to designated group members affected by terminations?
Training and development contributes to improving an employee’s performance in his/her current job and/or enables the emplo
Do designated group members participate in training and development opportunities at lower rates than other employees? I
Do all new employees have access to orientation and other courses about the department?
Is the selection for training and development solely at the discretion of supervisors? Do designated group members and oth
Do employees in the designated groups have access to training and development opportunities that prepare them for more
Has your training material been reviewed for gender, racial or other biases?
Is diversity training available to all employees of your organization either as stand-alone modules or integrated with other tra
Each organization, through its own review, will discover what policies and practices exclude designated group members in the
Is training linked to seniority, job type and level, earnings, or next-in-line status, and if so, does it adversely affect designate
Do designated group members participate in all training and development programs at the same rate as other employees. W
Are records kept of designated group participation in training events to determine if training policies and procedures exclude
Are members of designated groups excluded from training programmes because of stereotyping and in-group bias. For exa
Is information on training programmes disseminated to all employees within the organisation, and they familiar with how to a
Are training materials or notices about training produced in alternate formats, such as Braille or audio form.
Determine whether training nominations, which are usually done solely at the discretion of supervisors, do not exclude desig
Selection criteria for taking training should not be inflated, but should also take cognisance of prior learning, relevant experi
Sometimes, training for employees at the lower level of the organization is given to enhance current job skills, not to prepare
Are trainers instructed on the needs and issues of designated group members and on how to encourage them to participate
Are contracted trainers made aware of the organization’s employment equity policies and cross-cultural issues in a training
Does your organization have a training and development policy based on employment equity principles? For example, is a f
Are all employees aware of the organization's training and development opportunities?
Do all employees have access to training and development opportunities?
Have you ensured that there are no restrictions to training opportunities based on occupational levels and earnings?
Are training centres accessible to disabled persons?
Do employees have access to in-house or company-paid career counselling?
To what extent does your organisation undertake any of the following activities to reinforce anti-discrimination training?
If you are unable to answer yes to the following questions, you are encouraged to develop appropriate solutions to remedy the
Are lay-off and termination decisions based on clearly defined, job-related and objective criteria?
Have your company's employees been provided with information on the organization's policies and procedures respecting l
Does management in your company follow an established procedure when taking disciplinary action against an employee?
Does your company provide counselling and/or rehabilitation programs to employees?
Do all employees have access to company employee assistance programs?
Are formal exit interviews conducted to determine reasons for voluntary employee terminations?
Undertake exit interviews to determine the reasons why designated group employees and other employees are leaving and
Analyse the information on a statistical and qualitative basis. Sometimes the results of such exit interviews reveal that desig
If you are unable to answer yes to the following questions, you are encouraged to develop appropriate solutions to remedy the
Have you eliminated the use of market value as a key criterion in your job evaluation system(s)?
Do your systems focus on job content, instead?
Does your job evaluation system incorporate pay equity principles in order to eliminate gender-based pay discrimination?
Are you confident that your company could pass a pay equity compliance review (in jurisdictions where pay equity laws app
If you are unable to answer yes to the following questions, you are encouraged to develop appropriate solutions to remedy the
Determine. ..
If you are unable to answer yes to the following questions, you are encouraged to develop appropriate solutions to remedy the
Are you confident that the policies and practices governing your benefits system are equity-based and are in compliance wi
Is there an effective communications plan in place to ensure that employees receive relevant and timely information concer
Are benefits available to part-time employees on a pro-rata basis?
Are requests for non-majority religious holidays accommodated?
If you are unable to answer yes to the following questions, you are encouraged to develop appropriate solutions to remedy the
13. Analysis
Please indicate in which categories of employment policy or practices barriers to employment equity were identified:
Recruitment procedures
Advertising positions
Selection criteria
Appointments
Job classification and grading
Remuneration and benefits
Terms and conditions of employment…………….
Job assignments
Work environment and facilities…………………….
Training and development
Performance and evaluation systems…………….
Promotions
Transfers
Demotions
Succession and experience planning…………….
Disciplinary measures
Dismissals
Corporate culture
HIV/Aids education and prevention
programme
Other (please specify):
any reproduction derived from the materials on this site. The materials on this site have been prepared for convenience of reference only an
feel that they have been unfairly denied access to deployment opportunities?
yees, including those who work in remote locations and persons with disabilities?
eded by departments?
formulating the essential criteria for the job?
courage them from applying?
staffing officer by providing relevant information on designated group members at the feeder levels in the department? Are designated gro
e-think your criteria and modify them in order to expand the area of competition thereby making it more inclusive?
entral agencies that might yield candidates? If so, do you pursue this avenue if it is determined that there is an insufficient number of design
mpetitive process?
y where safety and/or efficiency and effectiveness standards would be otherwise compromised?
ned to attract a wider pool of job applicants?
written policy and procedures?
determinate period?
y potential barriers?
n branch offices or are disabled (e.g., wheelchair users)?
described as follows: receiving the public, receiving applications, possessing a knowledge of company procedures and practices, etc.)?
e applicants with information?
? For example, is "drafts person" used as opposed to "draftsman"?
n" rather than "degree from a South African university"?
legislation?
ng your company's job application forms?
and the values that they represent, i.e. equitable access, fairness, and merit?
pulation recruited from the external labour market?
at of non-designated group members?
ned in staffing and EE matters?
by terminations?
and/or enables the employee to acquire the necessary skills and knowledge for future opportunities, influences competencies and upward
s than other employees? Is information on training and development opportunities disseminated to all employees? Is this information acces
d group members and other employees have access to a redress mechanism if they feel that they have been unfairly denied access to train
hat prepare them for more advanced jobs in the organization?
or integrated with other training activities? Do managers and employees who are not in the designated groups participate in such training?
sors, do not exclude designated group members . Where possible, allow employees to nominate themselves for training.
r learning, relevant experience and reasonable ability to acquire the skills, otherwise designated group members may not apply.
nt job skills, not to prepare for different or more advanced jobs. More senior-level employees often have the option of taking courses to pre
ourage them to participate during training sessions.
ultural issues in a training context.
ciples? For example, is a fair proportion of your training plan focused on employment equity initiatives, such as diversity awareness training
mployees are leaving and if their reasons for leaving are different from other employees. The questions need to be designed very carefully
nterviews reveal that designated group employees are leaving for exactly the same reasons as other employees.
, for example, which employee groups are eligible and note the exclusions as well as the rationale;
g maternity or paternity leave, sabbaticals and other short- and long-term leaves;
were identified:
If yes, specify
ience of reference only and have no official sanction.
e with the endorsement of, or in affiliation with, Human Resources Development Canada. ]
ment? Are designated group members encouraged to apply in the competition and provided with the required background information?
n that they may be away from work for maternity and child-rearing leave.
versity awareness training, sexual harassment training etc? Does your training plan allocate a certain percentage of training to delegates fro
e designed very carefully to ensure the information sought is elicited.
kground information?
rs, if they are located at the lower levels of the organization. It can be useful to compare the kind of training extended to members of design