Overview

of

People & Change Competency

Department January 2013

1

WHO ARE WE?

• HR HAS EVOLVED

• WE HAVE CHANGED OUR NAME FROM HUMAN

RESOURCES TO PEOPLE & CHANGE

COMPENTENCIES

The People & Change Competencies Department (PCC) of

the University of Fort Hare has an overarching.

Strategic Goal of providing people centred HR Best

Practices that enable it to become an employer of choice.

2

PCC ORGANOGRAM

3

INDEX

• UFH Organogram Overview

• Our Services

• Multi-Model HR Structure

• Centralised HR Function

• HR Policies

• Staff Leave

• HR Teams & Clusters

4

UFH ORGANOGRAM

• UFH currently employs 1022 staff (2013) in 5 major functional

groups as follows:

6

OUR SERVICES ARE

• Recruitment, selection, placement and induction;

• Termination of services (resignations, end of contract

term, dismissal, retirement and death);

• Staff movements (Promotions/Transfers/change of

post);

• Performance management process;

• Employee & organisational development;

• Development of the conditions of service;

• Development of PCC policies, procedures & process

and assisting in ensuring compliance to regulatory

framework;

7

OUR SERVICES ARE (continued)

• Ensuring employment safety, welfare, wellness and

health;

• Employee services and counseling;

• Job evaluation, compensation & benefits

administration;

• Facilitation of the sound relations between

management and labour.

• HRIS, Staff records, updating of data/Data Integrity.

8

HR POLICIES

• HRD Policy

• Performance Management Policy

• Recruitment Policy

• Relocation Policy

• Remuneration Policy

• Leave Policy

• Employee Relations Policy

• Employment Equity Policy

• Academic Promotions Policy

• Job Evaluation Policy

• Private Work Policy

• Click here, to read policies:

• (http://wvw.ufh.ac.za/support-services/hr/policies)

9

STAFF LEAVE

SABBATICAL LEAVE

• Academic staff shall be entitled to sabbatical leave in the

form of academic leave, which shall be used for the

purposes of research or enhancement of teaching and

learning practices; with the approval of the Vice-Chancellor,

for any purpose related to the University’s core functions of

the University

10

STAFF LEAVE

SABBATICAL LEAVE (continued)

• 2.5 days per month is accumulated.

• Forty-five (45) days term (18 Months) of sabbatical leave must be

accumulated by an employee to qualify for a sabbatical period

covering a quarter (3 months).

• Ninety (90) days (36 Months) of sabbatical leave must be

accumulated to qualify for a sabbatical period covering one

semester (6 months).

• One hundred and eighty (180) days (72 Months) of sabbatical

leave must be accumulated to qualify for a full year’s sabbatical.

11

STAFF LEAVE

LEAVE

• ONLINE LEAVE SYSTEM

• ANNUAL LEAVE (Non-Accumulative)

• Permanent Employees: 30 working days per leave cycle.

• Contract Employees (One (1) year and above): 30 working

days per leave cycle.

• Temporary Employees less than a year): 2.5 days per month

12

STAFF LEAVE

MATERNITY LEAVE

• Permanent Employees are entitled to four (4) months paid

leave from date of engagement on a three (3) year cycle and

further two (2) months unpaid maternity leave may be taken

on application. .

13

CAMPUS BASED HR SERVICES

PCC SERVICES TEAM LEADER

X1

PCC CONSULTANT

X1

PCC ADMINISTRATOR

X1

PCC CONSULTANT

X1

PCC ADMINISTRATOR

X1

14

ENGAGEMENT LOGISTICS

• Retrieve Employee Record

• Staff Card - ICT Department

• Car Disks

• Intercampus Postal Services

• Intercampus Travel /Shuttle Services (On Duty

Employees)

• Working Hours Mon – Thurs :

Working Hours Mon – Thurs : 08:00-16:30

Lunch: 13:00 – 13:45

Working Hours Friday: 08:00 – 15:30

15

Q&A Session…

16

ORGANIZATIONAL DEVELOPMENT

PRESENTATION S. Nazo

17

THE OD BUSINESS PLAN

The OD Operational Plan sets out a strategy to meet the

developmental needs of the employees and also to ensure that

the core skill requirements of the University are met.

• The Plan should cover all skills development training and

refer to:

• Strategic Institutional Operational Plan priorities for capacity

development

• Should bear reference to Sectoral/National skills plan.

• Should be linked to employment equity.

18

ACTIVITIES

• Human Resource Development

• Design, Review, and redesign organisational structure.

• Develop, review, and redefine job profiles

• Conduct Job Evaluation

• Career and succession management

• Performance Management

• Transformation/ Employment Equity

19

KEY OUTPUTS/DELIVERABLES

• TRAINING & DEVELOPMENT

• Developed Job Profiles

• Identified Skills Gap

• Developed Workplace Skills Plan

• Implemented Skills development Programme

• Annual Training Reports

20

KEY MILESTONES

• TRAINING & DEVELOPMENT

• Job profiles

• Competency skills matrix

• Skills gap analysis

• Individual development plan)

• Training calendar

• Quarterly reports

21

KEY MILESTONES

• CAREER & SUCCESSION MANAGEMENT

• Job profiles organised in career paths

• Individual career goals assessed via performance

management

• Allocation of financial support for development opportunities.

• Managers trained in coaching & performance management.

22

KEY OUTPUTS/DELIVERABLES

• PERFORMANCE MANAGEMENT

• Best practices benchmarked

• Performance Management system in place

• Trained Personnel

23

KEY MILESTONES

• PERFORMANCE MANAGEMENT

• Developed standard performance management tool

Individual Performance Agreement (IPA)

IPA_UFH_2011.docx

• Developed Personal Developmental

Plan(PDP)PDP_UFH_2011.docx

• Signed performance appraisals reports

24

KEY DELIVERABLES

• TRANFORMATION

• Developed Equity Plan

• Numerical goals

• Monitoring &Evaluation

• Trained EE Committee

25

KEY MILESTONES

• TRANSFORMATION

• Analysis of all employment policies & procedures

• Identification of specific barriers

• Strategies for implementation

• Monitoring & Evaluation.

26

Q&A Session…

27

WELLNESS AT UFH M. Ndabula

28

WHY WELLNESS?

• As a UFH employee you are a valuable asset of the

University. Your health is important to us. This office aims to

assist you in beginning and/or continuing the pursuit of

healthy lifestyle choices that can contribute to better

enjoyment of your life.

29

WHAT IS WELLNESS?

• A comprehensive care programme that is initiated by the

university with the assistance of service providers like ICAS,

the department of human movement studies and spiritual

leaders within the university

30

CONFIDENTIALITY

• Confidentiality underpins consultation processes in the

EW/AP programme. Personal problems of employees utilising

the programme will be treated in a confidential manner to

ensure that staff have no concerns that participation in the

programme will in any way affect their privacy, dignity or

standing in the University.

31

NEUTRAL & VOLUNTARY

• The EAP process is a neutral process and will endeavour at

all times to assist members of staff.

• Participation in EAP is voluntary

32

EMPOWERING ENVIRONMENT

• The aim of the process is to empower employers and this will

be held in esteem at all times

33

MENTAL WELLNESS

• Increasingly, it is recognized that the workplace itself has a

powerful effect on people’s health. When people are satisfied

with their job, they are more productive and tend to be

healthier. When employees feel that the environment at work

is negative, they feel stressed. Stress has a large impact on

employee mental and physical health, and in turn, on

productivity.

34

MENTAL WELLNESS (cont)

• When personal issues reach the point that they affect your

home or work life it’s important to know help is available. The

University provides for an Employee Assistance Program

(EAP), managed through the Human Resources office. The

EAP is there to help you with personal or work-related

problems that may be impacting your work performance.

EAP's compassionate professionals have many years of

experience in helping people clarify issues and resolve them.

35

PHYSICAL WELLNESS

• This unit has initiated a partnership with the Department of

Human Movement Studies to assist staff members with

starting and sustaining an exercise programme that is aimed

at maintaining physical wellness

• More activities in this regard will be posted on the University’s

website.

36

SPIRITUAL WELLNESS

• It is a personal matter involving values and beliefs that

provide a purpose in our lives. While different individuals may

have different views of what spiritualism is, it is generally

considered to be the search for meaning and purpose in

human existence, leading one to strive for a state of harmony

with oneself and others while working to balance inner needs

with the rest of the world

37

SPIRITUAL WELLNESS (cont)

• This unit supports sound spiritual activity and will from time to

time post activities on the University’s website.

38

FINANCIAL WELLNESS

• ICAS offers advice on financial matters and will assist

members who are struggling with issues like budgeting and

dealing with finances

39

LEGAL ASSISTANCE

• ICAS also offers advice on legal matters even though they will

not represent a member in court

40

WHERE DO I FIND ASSISTANCE?

• Call the PCC office at x 2259 or send an e-mail to

mndabula@ufh.ac.za

• This office assures members that your issues will be treated

with confidentiality and will not use information for anything

other than what it is intended for, to assist members on issues

that affect their productivity.

41

Q&A Session…

42

EMPLOYEE RELATIONS Z. Mdekazi

43

WHAT IS EMPLOYEE RELATIONS?

• SIMPLY PUT :

• Employee Relations is simple interpersonal process involving

two parties – the employer and employee

• It can occur on individual and collective basis

44

WHAT IS EMPLOYEE RELATIONS?

• ER, therefore is about ensuring that right parties do the

right things in the right way, as per contract of

employment

45

CONTRACT OF EMPLOYMENT

Employment Law

46

EMPLOYMENT CONTRACT

EMPLOYMENT

• Employment is a contract whereby one party (the employee),

in return for payment of remuneration by the other (the

employer), puts his personal services at the disposal of the

employer in such a way that the employer is entitled to define

his duties and, at least to some extent, to control the manner

in which he discharge them.

47

EMPLOYMENT CONTRACT (cont)

THE EMPLOYMENT CONTRACT

Nowadays there are statutory limits on a person’s freedom to employ

whomever he wants.

In terms of the EEA a person may not unfairly discriminate directly o

indirectly against an applicant for employment.

The EEA provides further that every designated employer must achieve

employment equity for people from designated groups.

In terms of the BCEA a person may not employ a child who is under 15

years of age.

48

EMPLOYMENT CONTRACT (cont)

THE EMPLOYMENT CONTRACT

In certain circumstances, an employer may be ordered to re-employ a

former employee, for instance, where the employee reasonably

expected his fixed term contract to be renewed.

Elements

In general, parties may create an employment relationship only by

concluding a binding employment agreement.

However, certain statutes (notably the BCEA and the LRA ) adopt an

extended definition of employee and a party may qualify as an

employee for purposes of these enactments even though there is no

legally enforceable agreement.

49

FORMS OF EMPLOYMENT CONTRACTS

Indefinite period or permanent contract

Fixed term

Part Time

Seasonal

Casual or Pool Workers

Secondments

Temporary Service Providers

Two employers at the same time

50

IMPORTANT LABOUR LEGISLATION

BCEA Basic Conditions of Employment Act minimum standards

LRA Labour Relations Act Collective rights &

Dismissals/Disputes

EEA Employment Equity Act Equality/ Prohibition of

discrimination

SDA Skills Development Act Skills Development/ Learnership etc

51

IMPORTANT LABOUR LEGISLATION

(cont)

OHSA CT – Occupational Health & Safety Act Health & Safety in Workplace

COIDA Compensation for OI & D Act Workplace Injuries

UIF Unemployment Insurance Act Payments during unemployment

Tobacco Controls Act Workplace defined as public place

52

OTHER RELATED ACTS

• Pension Fund Act

• Medical Schemes Act

• Income Tax Act

• Public Holidays Act

• Immigration Act

• Regulation of Interception of Communications and Provision

of Communication Related Information Act

53

OTHER RELATED ACTS (cont)

• Promotion of Access to Information Act

• Promotion of Administrative Justice Act

• Promotion of Equality & Prevention of Unfair Discrimination

Act

• Protected Disclosures Act (whistle blowers!)

• Prevention and Combating of Corrupt Activities Act

• Immigrations Act

54

END

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