INTEGRATED PERFORMANCE MANAGEMENT AT VUT February 2016 INTEGRATED PERFORMANCE MANAGEMENT AT VUT Presented by Cello Gardner

Presentation layout Overview of VUT Strategic Intent and Structure Overview of people management philosophy HR Strategic Intent and focus areas Performance management alignment to VUT Strategic Intent Goals and principles of performance management

To produce employable graduates who can make an impact in society by: To be a University that leads in innovative knowledge and quality technology education VISION To produce employable graduates who can make an impact in society by: Adopting cutting edge technology and teaching methods, Creating a scholarly environment conducive for knowledge creation, learning and innovation; and, Developing a Program Qualification Mix that meets the needs of society in Africa and beyond MISSION Excellence Creativity Mutual Respect Collegiality Honesty and Integrity Tolerance Diversity VALUES

VUT Strategic Objectives ACADEMIC MISSION STRATEGIC SUCCESS FACTORS We identify goals that constitute the key strategic areas of institutional performance that are critical to the achieving of the Mission: Goal 1: To optimize teaching and learning Goal 2: To improve student access and success Goal 3: To build an institutional curriculum of excellence Goal 4: To enhance research output, innovation and commercialization These are the critical areas that are essential to achieving success in the key strategic areas for academic excellence: Goal 5: To create an enabling environment for effective strategic management Goal 6: To achieve adequate levels of funding to sustain and grow the University Goal 7: To improve the corporate image of the University Goal 8: To ensure effective management of Human Resources Goal 9: To improve institutional effectiveness Goal 10: Institutional transformation

Vice-Chancellor and Principal Office of the VC - Executive Director Director: Special Projects Secretariat Legal Services DVC: Academic and Research P2 Governance and Organizational Transformation Registrar P3 Chief Financial Officer Resource Mobilisation Human Resources Social Justice and Transformation Corporate Affairs Control Systems Management Governance Administration Admissions and Registrations Academic Administration Committee Services Examinations Records Management Policy, Risk and Compliance Finances Supply Chain Management IT Services Catering Lapeng Institutional Planning Unit Research Faculties Applied and Computer Science Engineering Human Sciences Management Sciences Centre of Academic Development Library Delivery Sites Ekurhuleni Secunda Upington Educity Disability Unit Student Support Services International Relations Technology Transfer and Innovation Enterprise Development Unit ICBT Strategic Alliances Co-operative Education Institutional Development Programme Accreditation and Curriculum Development Note: This structure is currently being updated with the latest information and may not reflect all movements recently effected

VUT Philosophy: People Management “Achieving the highest possible return on human capital must be every leader’s goal” – Jack Welsch We engage with people in a process that starts with the institutional needs analysis and ends with the implementation of innovative people processes. People will make the difference in achieving the VUT vision2030 and therefore they are key to unlocking the future. The accountability for achieving increased levels of motivation and morale is a 50/50 relationship between all stakeholders. The foundation of people management is clear responsibility and focused development. At VUT we will strive to restore dignity.

Civility Attentive Responsive Excellence Decency Contributing to VUT becoming an employer of choice To contribute in affirming VUT as an employer of choice through the employment of: sound staff engagement initiatives quality service delivery high-level compliance environments within a dignified framework Our value system will embrace our dignified approach to enliven openness and relevance within the following framework thus demonstrating to our clients that they are “CARED” for: Civility Attentive Responsive Excellence Decency VALUES VISION MISSION  

Performance Management Remuneration & Benefits Holistic HR Philosophy Human Capital Development Plan VUT Strategy HR Strategy Working Environment VUT Values & Culture Management Style Employee Well-being Recognition & Creative Rewards Reward Environment Performance Management & People Development Staff Engagement Development Succession/Career People management philosophy Bonus Remuneration & Benefits Pension & Medical Other (Leave, etc.) Incentives Salary FIXED VARIABLE

STRATEGIC OBJECTIVES ENABLERS Institutional Strategic Staffing HR Service Quality Human Capital Development Plan Total Rewards and Performance Management People Engagement HR Management capacity Institutional Leadership and Management Excellence ENABLERS   Living our values HR Capacity Building Line Empowerment HR Quality Service

HR Strategy Leadership programmes Management Development Programme Leadership & Management Excellence Staff Establishment Efficiency HR Management Capacity HR Service Quality Human Capital Development Plan Total Rewards & Performance Management People Engagement Leadership programmes Management Development Programme Leadership succession management Conduct supply & demand analyses Student to staff ratios Support staff to academic staff ratios   Develop HR Strategy HR Delivery Model HR Capacity HR Compliance & Risk framework HR Results framework Policy & process review SLAs Service delivery questionnaires HR data integrity Academic staff policy alignment to VUT strategy Integrated Talent Management Strategy Onboarding Exit Management Career Management Develop Total Rewards Framework Design & implement Total Rewards Strategy Remuneration Policy Align to Market Recognition Programme Implement PMS Build line capability to implement PMS Market HR amongst clients Improve HR communication Conduct employee engagement surveys On-boarding questionnaires Sound union-management relations Build line capacity on disciplinary and grievance procedures & processes

Our Results Framework Results statements identifies what we hope to accomplish These are specific objectives in the form of outcomes that HR hope to achieve in the long-term These are units of measurement; Tells us what to measure in order to determine whether the objective has been achieved; They define how performance will be measured along a scale or dimension without specifying a particular level of achievement Performance Indicator level Results Represents commitments that HR make about the level and timing of results we want to achieve Target Outcomes

Individual KPA’s, KPI’s and PDP’s Performance Management: Integrated Model 2030 Vision, Strategy, APP, Projects, Risk register, KPI’s Faculty and Department Plan KPA’s and Processes Structure Faculty/Division KPI’s Individual KPA’s, KPI’s and PDP’s

VUT: Top – Down approach (Driven through APP, reported to Council and DHET) Institutional Performance (Managed by Executives and Senior Managers) Process Performance (Regulated by the contract between VC and Council, managed by the Chairperson/CPRC on behalf of Council) Individual Performance

What does a leader do? Facilitate High Performance cultures: Empowering Others Communication, trust & feedback System Alignment: Considers impact before action Facilitate High Performance cultures: Set challenging goal Engaging and motivating others

Benefits Concerns University of choice Best university to work for Common understanding of our strategic needs 4. Demonstrates achievements Availability of resources (time, people, facilities, processes) 2. Leadership will to implement