All UJ HOD’s, line managers and employees From: Human Resources
Background
During the past eighteen months, a number of engagements on performance management were initiated throughout the institution, including the Vice Chancellor’s discussion in March 2010, Executive Deans input in May 2010 ELG discussions and engagements with the three unions.
Although there is general consensus on the implementation of performance management throughout UJ, consultations on the policy are still on-going for finalization and approval by Council.
It was agreed that the process should focus on the development of employees to ensure that UJ’s employees achieve their full potential.
The following was also agreed for 2011:
- All employees (academic and support and all levels) will have a performance contract during 2011 based on their work allocations and agreed development plans for 2011. In the support environment, the role profile may be used to develop the performance contract.
- The performance contract will be signed by the end of March 2011
- Reward will be linked to performance at the end of the year. Details of the reward system will be made available after approval by Council.
Objectives of Performance Management
The objectives of performance management were agreed as follows:
- To implement strategy and sustain high performance.
- Clarify individual and team performance requirements, standards and expectations
- To encourage and recognise performance.
- To identify and develop potential.
- To stimulate innovation.
- Provide a fair and equitable way to recognize and reward good performance
General Principles
The following general information is important for implementation at this stage:
1. The performance cycle
The performance cycle is from January to November each year. Ratings will be communicated in November. Bonuses will be paid in December.
Three performance discussions will take place during each year. The first discussion to reach agreement on the contract; mid-year review and end of year appraisal. Employees will have the opportunity to provide input and evidence at each meeting.
2. There are two different rating scales, one for academic employees and employees on Peromnes 5 – 11, and another for employees on Peromnes 12 – 15.
a. Rating scale (Academic and Peromnes P5 – P11 employees)
UJ uses a consistent 5 point rating scale. One decimal is allowed (i.e. 3,4):
5: Outstanding
4: Superior
3: Competent
2: Marginal
1: Unacceptable
The policy document will provide information on how the decimals are to be rounded for reward purposes.
b. Rating scale (Employees on P12 – P15)
Two ratings: Performing and Non-Performing
There is no forced distribution of ratings.
3. Additional Reward
Employees with ratings of 4 and 5 will receive additional reward and ratings of 3 will receive an appreciative bonus. Employees with ratings below 3 will not receive any additional reward.
4. Consistency and objectivity
A consistency process has been included to ensure fair implementation of the rating scale. This involves the line manager or HOD discussing the departmental ratings on the next reporting level (i.e. Dean). Evidence for performance is presented at this discussion.
Review
The human resources department will coordinate an annual review of the system where representative employees will receive the opportunity to provide input into the improvement of the system. MEC will consider the adjustments during February each year.
Training
Human Resources are currently busy compiling training materials to assist HOD’s, line managers and employees in the process. Training will include the following:
- The policy and process
- How to develop the KPA’s
- How to conduct a performance review and appraisal
- How to have difficult discussions
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