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

2. Overview
Human Resources

3. 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

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

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

6. IOP
KPAs
Business
Plans
Focus Areas
Activities
Human Resources

7. Role and Responsibilities of line managers
Human Resources

8. 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

9. 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

10. 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

11. 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

12. 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 kept up to date and properly maintained.
Human Resources

13. 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

14. Challenges Facing Heads of Units
Human Resources

15. Post Merger Challenges
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
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
Human Resources

16. Institutional Operating Plan Organisational Structure
Business Plans
Organisational Structure
Job Profiles
Human Resources

17. STRATEGIC PRIORITIES FOR TUT 2007
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 throughput
Establish student support programmes
Conduct remedial classes
Establish winter school
HOD
10%
Human Resources

18. Strategic Management of department Finance Management Personnel
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

19. S M A R T Specific Measurable Achievable Relevant Time bound
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 S M A R T
Human Resources