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

2. 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

3. 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

4. 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

5. 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

6. 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.

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

17. 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