Page 51 - Transformation Report 2023

academic posts (Table 27). At levels P4 to 6, which coin- compliance, as well as delivering on strategy with sub- pathways that reflect Inter- /Multi-/ and Transdisciplinarity
Employee Remuneration, Rewards cides with associate professor (P6) and full professor (P5) sequent measurement using real-time, user-friendly, data elements associated with their scholarship. Issues relat-
and Recognition Model levels, 8 of the 18 promotions (44%) were Black, while 12 intelligence reports that are visualised and flexible to ing to specific criteria and the funding model supporting
of the 18 promotions (67%) were at the P7-12 level. De-
change reporting parameters for key metrics.
such promotions require further discussion in the trans-
spite the increased numbers of Black doctoral Academ- versal deanery. Once these consultations with HR are
ics, their advancement to associate professor and full pro- The 2023 lag in the Academic remuneration was ad- completed, a revised ad personam promotions policy will
Rewards and recognition are a tried and tested strate- fessor levels remains a challenge. The Professors Project dressed, and resulted in a 95% compa-ratio. Discussions be shared more widely for further inputs.
gy to drive employee engagement and job satisfaction. aims to assist in this regard. and resolutions at the Transversal Deanery determined
The conditions of service include study benefits, a 13th that the academic lag would be prioritised for 2024 to
cheque, financial recognition of higher qualifications, and The e-HR Strategy was finalised in 2022 in collaboration ensure that academics’ remuneration is at 100% com-
long service awards. In addition, academic employees with ICT Services and was subsequently approved. The pa-ratio, subject to approval and funding availability. This Capacity Development Initiatives
have the ad personam promotions policy that rewards strategic goal is to advance digital innovation that facil- adjustment will ensure that the remuneration of all aca- and Spend
the individual’s scholarship in the core functions of teach- itates accurate, real-time and engaging employee and demics reaches the midpoint of their salary scale, in line
ing, research and engagement, amongst others. Further- management data, insights and experiences. with the new remuneration philosophy. The TGP system
more, employees who publish in accredited journals are was developed, with minor enhancements on the bonus HR assisted heads of faculties and divisions via formal
rewarded with a proportion of the subsidy generated, In 2023, ICT Services appointed a dedicated Business An- calculations outstanding. An external service provider, workshops focusing on understanding the performance
which they may elect to receive as a once-off bonus or alyst to create a Roadmap where key projects were identi- Adapt IT, will conclude the system enhancements by May management policy, the completion of performance con-
retain in their research account. fied and prioritised, solutions recommended for automa- 2024. tracts and personal development plans to address ca-
tion opportunities to convert transactional/ administrative pacity development needs of academic leaders. Further
The following employees were acknowledged at the 2023 HR processes, all building towards the optimisation of the Consultations have been initiated with various stakehold- capacitating of Academic Leaders by Employee Relations
Vice-Chancellor’s Excellence Awards event for excellence future HR Administration Centre of Excellence within a ers on the conceptual framing of the Changing World of will continue in Q1 of 2024, involving training on pertinent
in the Professional, Administrative and Support Services dedicated value chain that enables resource stewardship. Work and the Flexible Work Arrangements, respectively. employee relations matters to create awareness around
category: Top initiatives included the e-tool for Total Guaranteed Inputs relating to these concepts will further enrich the the implementation of newly approved policies, namely
Package (TGP) and scoping for an e-performance man- first draft of the Flexible Work Arrangements Policy, which the Grievance Policy, the Employee Disciplinary Code,
and Management of Leave Policy.
• Peromnes level 5 - 7 – Dr Denise Schael (Research agement system. The draft reward model linked the to formed part of the consultative process, towards the de-
the performance management system was developed by
velopment of a final draft policy and guidelines.
Support and Management) HR, and final refinements are underway before consulta- The Leadership and Management Competency Frame-
• Peromnes level 8 - 9 – Chenel Robey (ICT Services) tion will commence within the wider University. work for the institution has not been finalised and is en-
• Peromnes level 10 - 12 – Jacqueline Smith (Edu- visaged to be completed by Q3 of 2024. It is envisaged
cation) HR is considering an integrated Enterprise Resource Plan- Inclusions Promotion Policy that in March 2024, a draft Institutional Culture Conceptu-
ning (ERP) software system that is cost effective, feasible al Framework, Strategy, and Programmatic Interventions
Tangible rewards with direct financial value are important and fit-for-purpose, enabling a fully unified value-chain, will be presented to the governance structures, together
to employees. However, developing and implementing from Recruitment to Payroll, including Performance- and Promotions associated with PASS employees will be dealt with an implementation plan focusing on the co-creation
an extensive employee recognition programme involv- Talent Management, with key drivers being automation with as part of the Integrated Talent Management Policy. of leadership and management competencies and ethos
ing intangible rewards, would build relationality between and employee self-service. This system aims to improve within the University.
peers and/or line managers. The following promotions service delivery through drastically reduced query time, After extensive consultation, HR commenced with the
were reported in the EEA2 and would be associated with introducing better technologies and ensuring regulatory process of reviewing the ad personam promotions pol- A total of R10 806 319 was spent on HR development
icy in 2023. The revisions aim to address advancement
and career development for Academics and the different initiatives as outlined in Figure 8.

FIGURE XX: HUMAN RESOURCE DEVELOPMENT SPEND: JANUARY - DECEMBER 2023

VARIOUS SHORT LEARNING PROGRAMMES
(as per ProSkill C) R2 947 813
R1 317 592
SHARED SERVICES INTERVENTIONS
UNIVERSITY CAPACITY DEVELOPMENT GRANT R6 540 914*
TOTAL SPEND R10 806 319

* Teaching and Research Development initiatives are mainly funded through the UCDG.
Figure 8: Human Resource Development Spend: January - December 2023.
Table 27: Academic promotions awarded as reflected in the Employment Equity Report 2022/2023.

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