1. Labour and the institution
Transformation summit july 2017

2. The need for deep engagement by delegates
The map is not the territory: this is not a comprehensive retelling of the report or deliberations
Please read the report. It contains details and nuance and reflect the voices of the participants
Many issues arising in the context of labour are complex, subject to legislation, etc. Solutions need to be informed.

3. stakeholders NEHAWU NTEU HOD forum HR Senior Management
Middle Management
Academics, Support staff, international staff

4. Questions put to stakeholders
How do you view labour in a transformed institution?
What is your vision of labour in a transformed institution?
What do you think is preventing transformation at the institution?
What can be done to ensure progressive realization of a transformed institution
Input included: written submissions, focus groups , and existing reports and surveys

5. General findings
General satisfaction with infrastructure and physical environment
Dissatisfaction with:
Pace of transformation
Equity
Working conditions
Rewards and recognition
Personal and career development
Management Practices
The groups engaged were not positive about the culture of the university
Issues of race, culture and language were prominent – and these are affected by grade level

6. Desiderata for transformation of labour practices
Values associated with a transformed university should be: equality, equity, kindness, diversity, inclusivity, dignity, trust
A transformed university is about remaining viable and relevant
Espouse as a core value that workers are essential long-term stakeholders
Be committed to ongoing equity
Be committed to transparency in the interests of equity
Be committed to sustainable management practices
Agressively develop and maintain worker friendly policies
Agressively develop and maintain an eqitable remuneration policy informing remuneration decisions
Use a worker friendly business model that allows workers to develop their careers

7. Common concerns and themes that emerged
Frustration about relative lack of participation and engagement from some sectors
Frustration that previous transformation gatherings appeared to have little impact; do not result in concrete plans, etc.
Staff development: training opportunities, succession planning, mentoring of junior staff, spreading the knowledge, lack of promotions for non-academic staff
Job profiling and reward practices:
Supervisor/supervisee relationships: more equitable work allocation; more consultative approaches

8. Common concerns and themes that emerged
Consistent application of policies: often good practices seem to be the result of efforts of an individual rather than systemic in nature
Slow or inadequate responses from HR and the need for better HR support
Divisive notions around labour e.g. that workers are “split” into artificial classes: academic vs non- academic; white collar vs blue collar
Many other particular points were raised by different submissions which were not necessarily picked up in other submissions. This does not mean those points are not relevant: they are too various to mention in a short presentation and I run the risk of privileging one voice overs. PLEASE READ THE REPORT.