Page 59 - Transformation Report

OBJECTIVES PROGRESS MADE

Employee attraction and retention • Capacity building workshops held with the HR
1. Talent Management Service Partners to equip them with the knowledge
required to support their respective faculties and/
directorates with the implementation phase of the
Integrated Talent Management framework.
• The HR directorate has engaged the Business and
Economics Sciences faculty as well as the
Communications and Marketing directorate on the
key elements that inform their strategic workforce
plan. This forms part of the process of collating the
baseline data, which will serve as a key input for
both the talent and succession planning processes.
• Workshops to enhance the insight and
understanding of the employee engagement
principles and toolkits are conducted with the HR
Employees.
Employee attraction and retention (cont.) • The HR Service Partners to support their respective
2. Employee Engagement faculties and directorates to increase the levels of
engagement of individuals and teams in the
University.
• A proposal was compiled with the assistance of
the Unit for Positive Organisation on an institutional
wide climate-survey.
• Key stakeholders will be engaged during the fourth
quarter of 2020 on the proposed climate survey
which will be launched in 2021.
Employee attraction and retention (cont.) • The guiding principles were adopted by Manco
3. Harmonisation of Remuneration and Benefits subject to consultation with other key stakeholders
has started with different stakeholders.
• Previously two scales existed, the historic Council
scales and the Support Services scales. With the
March 2020 increase, the two scales from
PL10 -17 have been collapsed to form one scale
for these levels which aims to track the local
Eastern Cape market midpoints.
• An updated costing of the internal parity outcomes
was concluded with the 01 March annual
increments.
• A comprehensive Change and Communication Plan
for all stakeholders has been compiled.
• A benchmarking exercise was embarked upon to
craft the framework to identify the scarce and
critical skills in the University.
• The implementation plan of the Delivery Based
philosophy and principles were presented to Manco
for adoption and currently is being reviewed with
the DVC: People and Operations and relevant line
managers.

59 TRANSFORMATION REPORT