PERFORMANCE MANAGEMENT DEVELOPMENT SYSTEM FACILITATOR HELEN RODNEY MOGOROSI

PERFORMANCE MANAGEMENT & DEVELOPMENT SYSTEM FACILITATOR: HELEN RODNEY MOGOROSI Ext 5449

Overview Human Resources

Main objectives of performance management • realise the institution’s cultural and strategic goals; • meet the staff and skills development targets set for TUT; • equip leaders, managers, workers and stakeholders at different levels with a set of tools and techniques to plan regularly, • monitor continuously, measure periodically and review the performance of the organisation. This will be done in terms of previously agreed upon indicators and targets for efficiency, effectiveness and impact. Human Resources

Outputs: 60% Full Performance Plan or Work Plan Agreement or Standards Framework Agreement Competency Profiles: 40% Levels 1 to 6, sometimes 7 Typically levels 7 to 10 Levels 11 to 18 100% Human Resources

Just because everything is different doesn’t mean that anything has changed. Irene Peter American Writer Human Resources

IOP KPAs Business Plans Focus Areas Activities Human Resources

Role and Responsibilities of line managers Human Resources

Employees: • • participate in developing work plans participate in developing the personal development plan Enters into a Performance Agreement (PA) with supervisor Perform functions and delivers outputs to achieve KPAs as per Performance Agreement (PA). Identifies resources and support required Provides supervisor with feedback on the implementation of the plans and updates Performance Agreement (PA) as required. Completes self-assessment instrument for the purposes of the final review or annual evaluation. participates in the annual performance assessment. Human Resources

Manager/Supervisor • Assists in developing work plans. • Enters into a Performance Agreement (PA) with the supervised employee. • Maintains Performance Agreement (PA). • Monitors on a continuous basis and provides feedback. • Deals with unsatisfactory performance timeously. • Determines development needs and develops a plan to address needs and other performance deficiencies. • Manages and co-ordinates performance reviews and assessments. • Motivates outstanding performance for reward. • Provides guidance and “on-the-job” training to employees/Employee. Human Resources

Deputy Vice Chancellors (DVC) • Assists the Vice Chancellor (VC) in constructing strategic objectives and plans for the Tshwane University of Technology. • Translates strategic plan into business plans for the department. • Enters into a Performance Agreement (PA) with the Vice Chancellor and relevant Directors. • Ensures speedy, complete and transparent communication of information related to performance management and development, monitoring, assessment, reports, corrective measures of unsatisfactory performance, reward of good performance and equitable distribution of resources • Indicates to the competent authority whether he/she agrees with the annual assessment results of employees and the recommendations of the relevant committee regarding any the granting of performance rewards and pay progression. Human Resources

Vice Chancellor • • • He/she shall inter alia – ensure that there is an appropriate and valid strategic plan as well as a university business plan in place, to guide the development of Performance Agreement (PA)s. enter into Performance Agreement (PA) for self with Council Chairperson enter into a Performance Agreement (PA) with the DVC’s. require of every employee to prioritise the correct implementation of the PMDS. Human Resources

HR Unit Facilitates full understanding of the PMDS. Assists the Vice Chancellor to maintain/refine the PMDS. Assists in managing appraisal results and implementing reward or sanction recommendations. Provides information on how the whole process is being implemented to monitoring bodies such as the National Department of Education, as required. Makes provision for a database for capturing and updating all performance assessment results (as required by Employee Performance Management and Development System). Ensures that the compulsory fields provided on HR Record or IT Systems relating to performance management are Human Resources kept up to date and properly maintained.

Changes of any sort – even though they may justified in economic or technological terms – finally succeed or fail on the basis of whether the people affected do things differently Human Resources

Challenges Facing Heads of Units Human Resources

Post Merger Challenges • Lack of clarity and direction • Uncertainty about future plans • Resistance to change – Leadership • No meetings • No recognition of performance • Communication – No feedback • Misconception about differences between campuses -Black & White • People feel not free to challenge issues • Lack of unity between campuses • Internal politics • Lack of decision making • Mistrust – Lack of transparency • Mistrust – Misconceptions • Participation/Involvement • Diversity-Race, Ethnic • Attitudes • Different standards of working Human Resources

Institutional Operating Plan Business Plans Organisational Structure Job Profiles Human Resources

BUSINESS PLAN STRATEGIC PRIORITIES FOR TUT 2007 Key strategic priority Key TUT Strategic Objectives Action plans Responsibility % budget allocation Goal 1 Objective 1. 2 Improve throughpu t Establish student support programmes • Conduct remedial classes • Establish winter school HOD 10% Human Resources

Examples of KPAs Strategic Management of department Finance Management Personnel Community Service Client Service Organisational Culture Marketing & Liaison Equity Quality Management Research & Development Enrolment Technological innovation Subject review and development Curriculum Human Resources

Specific Describes, unambiguously, a single result that must be achieved, e. g. “Reduce debtors days” Measurable Can be given a standard that accurately measures the result, e. g. “. . . to within 45 days”. If they are not capable of quantification, the result must be observable and key indicators described so that it will be possible to know when the objective has been achieved Achievable While the objective and standards must be stretching, they must also be achievable, realistic and within the control of the individual. An element of development must underlie the expectations without making it the ‘impossible’ task Relevant The standards/targets support and will ensure achievement of the Strategic Objectives of the department / unit Time bound Indicates the specific time frame in which the objective must be achieved, e. g. “By 31 October 2006", or milestones along the way if an annual objective. Not all objectives can be time bound Human Resources