Overview of People & Change Competency Department January 2013

Transcription

1 Overview of People & Change Competency Department January

2 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

3 PCC ORGANOGRAM 3

4 INDEX UFH Organogram Overview Our Services Multi-Model HR Structure Centralised HR Function HR Policies Staff Leave HR Teams & Clusters 4

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6 UFH ORGANOGRAM UFH currently employs 1022 staff (2013) in 5 major functional groups as follows: 6

7 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

8 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

9 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: ( 9

10 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

11 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

12 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

13 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

14 CAMPUS BASED HR SERVICES PCC SERVICES TEAM LEADER X1 PCC CONSULTANT X1 PCC CONSULTANT X1 PCC ADMINISTRATOR X1 PCC ADMINISTRATOR X1 14

15 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

16 Q&A Session 16

17 ORGANIZATIONAL DEVELOPMENT PRESENTATION S. Nazo 17

18 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

19 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

20 KEY OUTPUTS/DELIVERABLES TRAINING & DEVELOPMENT Developed Job Profiles Identified Skills Gap Developed Workplace Skills Plan Implemented Skills development Programme Annual Training Reports 20

21 KEY MILESTONES TRAINING & DEVELOPMENT Job profiles Competency skills matrix Skills gap analysis Individual development plan) Training calendar Quarterly reports 21

22 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

23 KEY OUTPUTS/DELIVERABLES PERFORMANCE MANAGEMENT Best practices benchmarked Performance Management system in place Trained Personnel 23

24 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

25 KEY DELIVERABLES TRANFORMATION Developed Equity Plan Numerical goals Monitoring &Evaluation Trained EE Committee 25

26 KEY MILESTONES TRANSFORMATION Analysis of all employment policies & procedures Identification of specific barriers Strategies for implementation Monitoring & Evaluation. 26

27 Q&A Session 27

28 WELLNESS AT UFH M. Ndabula 28

29 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

30 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

31 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

32 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

33 EMPOWERING ENVIRONMENT The aim of the process is to empower employers and this will be held in esteem at all times 33

34 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

35 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

36 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

37 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

38 SPIRITUAL WELLNESS (cont) This unit supports sound spiritual activity and will from time to time post activities on the University s website. 38

39 FINANCIAL WELLNESS ICAS offers advice on financial matters and will assist members who are struggling with issues like budgeting and dealing with finances 39

40 LEGAL ASSISTANCE ICAS also offers advice on legal matters even though they will not represent a member in court 40

41 WHERE DO I FIND ASSISTANCE? Call the PCC office at x 2259 or send an 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

42 Q&A Session 42

43 EMPLOYEE RELATIONS Z. Mdekazi 43

44 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

45 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

46 CONTRACT OF EMPLOYMENT Employment Law 46

47 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

48 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

49 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

50 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

51 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

52 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

53 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

54 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

55 END 55