February 2016
INTEGRATED PERFORMANCE MANAGEMENT AT VUT
Presented by
Cello Gardner
Presentation layout
1. Overview of VUT Strategic Intent and Structure
2. Overview of people management philosophy
3. HR Strategic Intent and focus areas
4. Performance management alignment to VUT Strategic Intent
5. Goals and principles of performance management
To be a University that leads in innovative knowledge
VISION
and quality technology education
To produce employable graduates who can make an
impact in society by:
MISSION
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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
Excellence
VALUES
Creativity
Mutual Respect
Honesty and Integrity
Tolerance
Collegiality
Diversity
VUT Strategic Objectives
ACADEMIC MISSION
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:
STRATEGIC SUCCESS
FACTORS
•
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
Office of the VC
- Executive Director
- Director: Special Projects
- Secretariat
Vice-Chancellor
and Principal
Catering Lapeng
Institutional Planning Unit
Legal Services
DVC:
Academic and Research
P2
 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
DVC:
Governance and
Organizational
Transformation
P2
 Resource
Mobilisation
 Human Resources
 Social Justice and
Transformation
 Corporate Affairs
 Control Systems
Management
Registrar
P3
 Governance
Administration
 Admissions and
Registrations
 Academic
Administration
 Committee
Services
 Examinations
 Records
Management
 Policy, Risk and
Compliance
Chief Financial
Officer
P3
 Finances
 Supply Chain
Management
 IT Services
Note: This structure is currently being updated with the latest information and may not reflect
all movements recently effected
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.
VISION
Contributing to VUT becoming an employer of choice
To contribute in affirming VUT as an employer of
MISSION
choice through the employment of:



sound staff engagement initiatives
quality service delivery
high-level compliance environments within a dignified
framework
VALUE
S
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
Human Capital Development Plan
Holistic HR Philosophy
HR Strategy
VUT Strategy
People management
philosophy
Performance Management
& People Development
Staff
Engagement
Staff
Development
Succession/Career
Management
Reward Environment
Remuneration & Benefits
Salary
Pension
& Medical
FIXED
Other
Incentives
(Leave, etc.)
VARIABLE
Bonus
Working
Environment
Recognition
VUT
Management Employee
& Creative Values &
Style
Well-being
Rewards
Culture
Institutional Strategic Staffing
HR Management capacity
Living our
values
HR Capacity
Building
HR Service Quality
Human Capital Development Plan
Line
Empowermen
t
Total Rewards and Performance Management
People Engagement
HR Quality
Service
ENABLERS
STRATEGIC OBJECTIVES
Institutional Leadership and Management Excellence


•
•
•
•
•
•
•
•
•
•
•
•
•

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
Develop Total Rewards
Framework
Design & implement
Total Rewards Strategy
Remuneration Policy
Align to Market
Recognition Programme
Implement PMS
Build line capability to
implement PMS
•
•
•
•
Leadership programmes
Management Development
Programme
Leadership succession management
Leadership &
Management
Excellence
•
•
•
Staff
Establishment
Efficiency
People
Engagement
Conduct supply &
demand analyses
Student to staff ratios
Support staff to
academic staff ratios
•
HR
Strategy
Total Rewards
&
Performance
Management
Integrated Talent
Management Strategy
Onboarding
Exit Management
Career Management
•
HR
Management
Capacity
•
•
•
Human Capital
Development
Plan
HR Service
Quality
•
•
•
•
•
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
Our Results Framework
Outcomes
level
Results
level
Performance
Indicator
level
Target
level
These are specific objectives in the form of outcomes that HR
hope to achieve in the long-term
Results statements identifies what we hope to accomplish
 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
Represents commitments that HR make about the level and timing of results
we want to achieve
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
VUT: Top – Down approach
Individual Performance
Institutional Performance
(Driven through APP,
reported to Council and
DHET)
Process Performance
(Managed by Executives and
Senior Managers)
(Regulated by the contract
between VC and Council,
managed by the
Chairperson/CPRC on behalf
of Council)
What does a leader do?
Communication,
trust & feedback
Facilitate High
Performance cultures:
Set challenging goal
Engaging and
motivating others
Empowering
Others
System
Alignment:
Considers
impact before
action
Benefits
1. University of choice
2. Best university to work for
3. Common understanding of
our strategic needs
4. Demonstrates achievements
Concerns
1. Availability of resources
(time, people, facilities, processes)
2. Leadership will to implement