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DIRECTORATE: HUMAN RESOURCES

DIRECTORATE: HUMAN RESOURCES. Presentation on the Roles of Managers 15 May 2007. Role of Managers. Manage performance to VUT goals – Plan, Implement, Review and Improve Resource Management Recruitment Strategy Employee Relations and Conflict Management Compliance Management

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DIRECTORATE: HUMAN RESOURCES

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  1. DIRECTORATE: HUMAN RESOURCES Presentation on the Roles of Managers 15 May 2007

  2. Role of Managers • Manage performance to VUT goals – Plan, Implement, Review and Improve • Resource Management • Recruitment Strategy • Employee Relations and Conflict Management • Compliance Management • Health and Safety • Represent the Employer

  3. Performance Management • Purposes: • Communicate performance expectations • Assess suitability in respect of employees on probation • Basis for rewarding excellent performance • Ensure compliance with the policies and legislative framework regulating the operations of the university

  4. Performance Management (Contd..) • Features • Contract between line manager and subordinate • Assumes that an employee is paid for the day-to-day performance of duties • Key Performance Areas = dimensions of work, e.g. Admin, Teaching, etc • Outputs = Why perform?, e.g. Admin to ensure compliance

  5. Performance Management (Contd…) • Features • Standards = How to measure?, e.g. Compliance = clean audit • Performance indicators = How do we tell when good performance has happened?, e.g. approved reports/strategies • Developmental Goals • Remedial Plan for any deviations from the standards

  6. Performance Management(Contd…) • Features • Service Level Agreements for inter-departmental operations • 3-point scale • 1 = Performance improvement plan is required • 2 = Performance meets set and agreed standards • 3 = Excellent Performance

  7. Performance Management(Contd…) • Considerations • Higher education imperatives (targets/norms) • What constitutes a university – teaching, research and community engagements • Budgetary constraints • Qualification requirements • Need for continuous improvement (PIRI model of quality) • HEQC criteria for human resources management

  8. Performance Management(Contd…) • Considerations continued: • Cascading model from VC to the lowest levels • 360º assessment (student/peer reviews, management, self-assessment, etc.) • Evidence led assessment • Semester progress reviews • Goal setting and assessment committee • Line managers to make presentations once annually before the budget allocation and at the end of the year to account

  9. RECRUITMENT STRATEGY • Scarcity of skills • Equity Imperatives • Permanentisation of staff v/s outsourcing

  10. SUPPLY DEMAND • 2010 Projects • Industry Competition • Internationalization • Engineering • Applied & Computer Sciences • Recurriculation • Relevance of qualifications • University of Technology • DoE Criteria • Job Profiling • Subventions • Mass recruitment outside South Africa • Expedited appointments • Build own timber • Improved PBC system

  11. Employee Relations Processes VUT Experiences

  12. Critical Issues • Legitimate expectations • Compliance management • Labour relations management • Conflict/disputes in the workplace • Exits and terminations • External litigation • Role in respect of unions

  13. Legitimate Expectations • Promises • Senior with authority • Communicating with candidates on interview recommendations • Conduct • Planning for the next year • Encouraging employees not to seek jobs • Omission • “I will come back to you”

  14. Compliance Management • Employment of expatriates • Know your business and its needs • Overtime, health and safety • Know your policies and procedures • Know your legislation

  15. Labour Relations Management • Employee discipline • Capacity • Health • Non-performance • Conduct • Grievance handling • Conflict/dispute • Prevention, management and resolution

  16. Exits and Terminations • Resignation • Dismissal • Conduct • Capacity • Operational requirements / retrenchments • Forced resignations • Constructive dismissal • Death

  17. External Litigation • Department of Labour • Commission for Conciliation, Mediation and Arbitration (CCMA) • Labour court / High court • Labour Appeal Court • Constitutional Court • Managers must attend to defend own actions • Very costly

  18. Rolei.r.o. Unions • Unions in the workplace • NUTESA • NEHAWU • Solidarity • Partnership with unions • Time off to be managed by line • Management prerogative v/s union activities on campus

  19. Conclusion • Managers play a critical role in: • Ensuring cost-effective procurement and management of all resources; • Ensuring a safe and healthy working environment; • Maintaining discipline and managing conflicts in the workplace; and • Representing the employer in all respects

  20. ThankYou

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