Page 60 - Transformation Report

OBJECTIVES PROGRESS MADE

Change Management • The impact of COVID-19 required staff to make
physical, psychological, social, and emotional
changes, as well as adopt new working norms.
• A change management framework has been
developed to support staff and line managers to
deal with the unprecedented changes brought
about by COVID-19.
• The programme will capacitate both managers and
staff to navigate COVID-19 and beyond.

Women Development • HERS-SA Academy - This programme is aimed at
those women in, or aspiring to hold, senior
leadership positions, and will contribute to the
advancement and leadership development of
women.
• 4 female staff members selected
• 2-day virtual academy to be held in September and
the 3- day face-to-face next year.

In 2020, a desktop analysis was conducted to ascertain the that excluded employees with disabilities; inaccessible
number of differently-abled employees, disability categories, workplaces; lack of appropriate technical workplace support;
and the working environment – with the aims of updating inappropriate or non-existent training; non-disclosure due to
employee statistics, developing a new Disability Policy, bias and stigma; and lack of funding. To address these issues
and reasonable accommodation. The University profile an Accommodation and Inclusion Plan was developed
of employees with disabilities in 2020 is reflected below, focusing on the following six areas: Disability Policy
constituting 2.1 percent of the permanent employee cohort. Review; Disability Branding; Workplace Audit; Workplace
The disability categories include visual impairment (3); Assessment; Disability Awareness; and Training and
hearing impairment (6); physical impairment (28); Cognitive Development. Progress relating to these elements are at
(1); Chronic (3); Multiple (2) and unknown (8). The survey found various stages of implementation. The workplace audit was
that employees with disabilities experience the following put on hold due to a lack of funding.
difficulties in the workplace: setting employment criteria

2. Talent Management Strategy and Reward System

The Talent Management Framework involves a deliberate to foster an affirming, transformative institutional culture
and structured integrated talent management framework that promotes diversity and social cohesion. University
to manage talent and succession planning. The University’s management approved an employee value proposition for
approach integrates the development of employees with the University. The University is in the process of crafting
transformation and diversity management. Therefore, the employee attributes that are aligned to graduate attributes
framework covers a range of people management activities to reflect the outcomes associated with the Institutional
associated with attracting, appointing, developing, retaining, mission, vision, and values.
and managing employees for the purposes of inculcating
performance culture, career development, and succession In 2020, the HRD Committee established working groups
planning while transforming the equity profile of the to finalise the learning and development strategy and
University. ensure that it is aligned with the employment equity and
transformation priorities of the University. These working
The integrated business model is based on new and dynamic groups will also focus on the University People Management
people management philosophy and practices. It will enable Philosophy, people plans/staffing strategies, and alignment
the University to position itself as an employer of first choice to the Employee Value Proposition. In addition, HR
by investing in talented, high-performing employees and commenced with the review of the Integrated Performance

2018-2020 60