OD and Transformation


The purpose of this Unit is to optimise institutional effectiveness through designing and creating relevant structures, occupations and employee capacity building programmes and transformation that enables a high performance culture.

These will include among others:

  • Job Profiling and Evaluation
  • Learning and Development
  • Performance Management
  • Transformation and Change Management

Organisational Development

Effective Job Profiles should identify what an employee is required to know (knowledge) and be able to do (skills); how much of it and by when (targets/ KPI’s), in order to achieve the required outcomes.

Job Profiles should be aligned to business processes and linked to outcomes in a logical sequence. They are critical for any organisation as they have an impact on a number of Business and Human Resource processes including:

  • Actual job activities
  • Recruitment and Selection
  • Performance Management
  • Training and Development
  • Talent and Succession Planning

For more information:

Job Evaluation Policy

What is Organisational Structure? The framework around which the institution is organised. It is the operating manual that tells employees how the organisation is put together and how it works. More specifically, structure describes how employees are appointed, how leadership is chosen and how decisions are made.

  1. Proposal is made by the divisional/departmental head.
  2. Proposed structure is forwarded to OD for bench-marking.
  3. OD and Line Manager develop job profiles of proposed jobs.
  4. OD provides financial implications as a result of the change.
  5. OD forward the information to the relevant divisional/departmental head.
  6. Divisional/departmental head obtains sign off from relevant stakeholders.
  7. Proposal is presented at EXCO by the relevant DVC/Executive Director.
  8. Recommended proposal by EXCO presented to HRCC by ED: HR.

Refer to Policy:

Appointment of Promotion of Staff General

Job Evaluation is the rating of jobs according to a specifically planned procedure in order to determine the relative size and worth of each job.
The aim is to determine the “intrinsic” worth of jobs based on the systematic assessment of the degree of complexity of job content and requirements, and to do this independently of any preconceived standards of remuneration and without regard to the qualities and performance of the personnel who perform the jobs.

To relate jobs to each other in terms of their intrinsic worth, and hence to determine relative complexities of different jobs and a rational job structure within an organisation and to provide a rational basis for equitable remuneration (pay and benefits).
Job evaluation does not criticise, appraise or judge employees or their performance; it evaluates and grades jobs, and jobs only.  For further information, refer to the Job Evaluation Process Flow:

Job Evaluation Process Flow

Download our Performance Reference Guide here:

Performance Reference Guide

Performance Management Cycle – UniZulu

Jan –  March Contracting Phase Preparation for the performance agreement conversation
Individual Performance Agreement Form
  • Line manager sets up a meeting with people that report to him/her 5-7 days in advance
  • Line manager sends a job description, Form HR—  and any other relevant documents to employee that will assist in preparation for the meeting
  • Employee familiarises him/herself with the job description and the relevant documents and forms
During the meeting

  • Discuss last year’s performance and highlight achievements and areas of improvement for the Division/Faculty/Department
  • Agree on objectives (KPA’s) for that financial year
  • Agree on measurements (KPI’s) for that financial year
  • Agree on developmental areas and interventions which will assist the employee to meet objectives
  • Agree on informal and formal review dates
  • Line manager and employee signs performance agreement and the personal development plan
  • Line manager keeps a copy and sends original forms to Business Partners Human Resources by 31 March 2017
April  – June Monitoring Phase
  • Line manager monitors progress
  • Informal meetings are arranged to discuss progress
  • Line manager identifies areas of improvement
  • Employee gives feedback to line manager on his/her performance
  • Employee identifies areas of improvement
  • Employee attends to development interventions identified during contracting phase
  • Line manager records and file the conversation minutes
July (Mid – Year Review)
Dec (Annual Review)
Review Phase
  • Line manager invites employee for a performance review conversation
Performance Review Form
  • Line manager sends relevant forms and any other documents to employee for preparation
  • Employee rates himself and brings documentation that support the rating to the meeting
  • Line manager rates employee and brings support documentation to the meeting
  • Line manager and employee discuss performance
  • Line manager and employee agree on final rating
  • Line manager captures ratings on the form
  • Line manager and employee signs the review form
  • Line manager keeps a copy and sends the original form to Business Partners Human Resources
Dec (Annual Review) Year End Review Phase
  • Same steps as mid-year review
  • Final performance score forwarded to OD Manager

The University of Zululand’s vision is to become a leading comprehensive university providing quality education. To fulfill this vision, the University aims to create a culture of excellent performance by identifying, attracting and retaining people with the right skills and abilities to take the University forward. This will be realised by ensuring that the institution optimises its resources by retaining talented employees to meet its strategic objectives.

A performance management system shall be used as a tool that will drive talent management. Talent management seeks to promote high levels of efficiency and effectiveness throughout the University by creating a platform whereby employees manage their own performance, development and careers. This will result in business continuity, and retention of talent.

Talent management will identify gaps in the University’s short, medium and long term talent pipelines. Subsequently, action plans and talent strategies to fill those gaps will be effected.

The University of Zululand strives to provide its employees with an environment that is conducive to them performing at their full potential through the provision of relevant professional development interventions.

Training is offered to employees to enhance the capabilities,increase job performances, encourage teamwork, Innovation, efficiency and accountability in the institution.

Learning and Development process flow

Training Calendar

The learning and development office provides experiential learning to the institution.

  • Internship programmes – given to unemployed and newly qualified graduates who require experiential training. The aim of this programme is to provide an opportunity to unemployed graduates to gain meaningful work place experience.
  • Learnership programmes – which includes theoretical and practical workplace experiential learning. Learner ships are funded for both employed (university employees) and unemployed learners.

The purpose of the mentorship programme is to:

  • To provide an enabling environment for newly appointed, inexperienced and/or those changing jobs within UNIZULU to adapt quicker to their new workplace;
  • To reach peak performance;
  • To explore career and personal growth opportunities;
  • To be engaged employees; and
  • To be drivers for change management.

Access the Mentorship and Coaching process flow below:

UniZulu Mentorship Programme

Diversity and Inclusion

Diversity and inclusion are central to the University of Zululand mission and pursuit of excellence. The university is continually reviewing its efforts for enhancing diversity and inclusion. We are committed to creating a diverse and inclusive work environment free from discrimination and harassment. We are dedicated to creating an environment where everyone feels valued, respected and included. Each person has something to gain from and offer to our community of learning, discovery and outreach. All are welcome here.

The creation, sharing and application of knowledge are central to everything we do. But knowledge doesn’t grow on its own. It’s created and nurtured by people coming together to share their individual ideas. This is further enriched by variety – especially by the unlimited abundance of experience and cultural diversity in UNIZULU. Diversity is all the ways in which people are unique, both visibly and subliminally. Inclusion is about how we act.

An inclusive culture is one where we can feel we can bring our whole selves to work and where we can express our ideas openly. By strengthening the representation of diversity in our Institution, we do more than just create an opportunity for individuals; we also harness great talent and great potential. UNIZULU continue to attract and inspire talented people from around the globe.

UNIZULU is committed to transformation and recognises that transformation is not about numbers but about meaningful development of our people. The Institution recognises that transformation is an economic imperative and it is not only essential to the growth of UNIZULU but also of the South African economy.

In recognition of the imbalances of the past with regard to employment practices, the University of Zululand undertakes to:

  • Create a work environment that promotes fairness in employee sourcing, thereby ensuring that the workforce has a fair representation of designated groups that reflects the demographics of the KwaZulu-Natal region.
  • Ensure that the workforce is compensated proportional to their work.

For more information:

Employment Equity Plan

We are committed to creating an environment that enables all employees to achieve their best, regardless of circumstance. This belief underpins how we work with employees living with disabilities, ensuring they’re given a platform from which to reach their full potential and become the boundary-pushing innovators of the future.

For more information:

Code of Good Practice

UNIZULU strives to create a space in which people with disabilities can thrive. From making the recruitment process open and transparent for everyone, right through to ensuring the workplace is a safe and empowering environment.

UNIZULU encourage disclosure and empower our people to share their issues so that we can help remove them. We believe in honesty, integrity and respect for all.

Together this creates a truly open and collaborative environment that benefits all UNIZULU employees. To disclose any disability please fill in the Disclosure Form:

Disclosure Form


The primary objective of performance management is to ensure that the University of Zululand is able to measure the level of performance of its employees, in order to develop and support them to achieve their highest performance potential. Measuring performance is critical in ensuring that strategic objectives of University of Zululand are met or exceeded.

A job description provides information on the primary objective of the job; outcomes, activities or tasks; as well as skills, personal competencies, experience and qualifications required in performing their jobs. A performance agreement focuses on the priorities for that specific period and how those priorities will measured.

Performance agreement should be based on the acting role with specific timelines.

A personal development plan outlines the areas in which improved levels of competence are required, and a process for ensuring the improvement. Provides an outline of areas of personal development for individual employee in order to be able to effectively perform his/her duties.

Employees who are on leave when the annual performance contracting process is initiated will begin the process when they return to work. The assessment will be based on the months which the employee was active.

Contact Details

Manager: Organisational Development and Transformation
Mrs. Lwazoluhle Kleinbooi

T  035 902 6964

Specialist: Learning and Development
Mr. Nhlanhla Nsele

E  NseleN@unizulu.ac.za
035 902 6288

Organisational Development Administrator
Mr. Nhlanhla Shandu

035 902 6405