Page 42 - Transformation Report 2021

TRANSFORMATION

GOAL 7

ENSURE IMPLEMENTATION OF PROGRAMMES AND MEASURES DESIGNED
TO ACCELERATE FOCUSED RECRUITMENT, CAPACITY DEVELOPMENT,
GREATER REPRESENTATION AND RETENTION OF DESIGNATED AND
UNDERREPRESENTED GROUPS IN THE ACADEMIC WORKFORCE,
ESPECIALLY SENIOR ACADEMIC POSITIONS.

1. Embed Desired Institutional Culture This framework was piloted in the HR Directorate, and
this process was extended to the Finance Directorate.
The pilot phase comprised sessions with line managers
In 2021 Council approved the Vision 2030 Strategy and their teams and offered individual coaching sessions
together with the Statement of Commitment to an for line managers when requested. An internal task team
Inclusive Institutional Culture (see Annexure 2). will be established that will be responsible for landing the
framework to the University community.
The Human Resource (HR) Directorate, in collaboration
with the Organisational Unit for Positive Organisational 3. Team Effectiveness and Cohesion
Psychology, co-created an institutional wide climate survey
to aid the establishment, maintenance and continuous An organisational development and wellness intervention
improvement of a positive and enriching climate that is was developed with the purpose of strengthening team
consistent with the University’s vision and the values of cohesion and effectiveness. The intervention gauged the
Nelson Mandela of Human Dignity, Inclusivity and Diversity, current “state of the team” in one of the Directorates and
and for the achievement of the strategic objectives of established a baseline via an assessment questionnaire
V2030. in which all team members participated. Their responses
provided insights into their employee experience across
The survey will serve as evidence-informed feedback and different levels covered by the questionnaire, including
an empirical baseline on how the University community relationships; feedback; trust; conflict; communication;
perceives the current climate. The outcome will assist the ways of working together; to name a few.
HR Directorate in developing organisational development
and employee wellness interventions to realise an 4. Employee Wellness
inclusive and transformative work climate. To date, we
have developed the proposed survey, completed the pilot The COVID pandemic continues to take its toll on the
study, and translated the survey into Afrikaans and Xhosa. health and wellness of employees, manifesting as increased
We endeavour to launch the survey to the University stress, anxiety, grief, trauma, and depression. It is essential
community in mid-May 2022. to prioritise the health and wellbeing of employees while
still ensuring operational continuity, which requires a long-
2. Employee Engagement term solution. An Integrated Health and Wellness Strategic
Framework is currently under consideration. The piloting of
The HR Directorate developed an employee engagement a mental health and wellness programme within the Faculty
framework that will serve as a blueprint for the University of Health Sciences and the positive feedback received from
to aid in the creation of a positive, energised and highly employees has provided an opportunity to develop similar
engaged workforce within the University. The employee interventions for other faculties and divisions.
engagement framework will assist in creating a culture of
employee engagement in the University that will foster To ensure that employees obtained a well-deserved rest
an affirming, transformative institutional culture that period after two very challenging years due to the impact
promotes diversity and social cohesion. of the COVID pandemic, the University closed earlier for

42 | 2021