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
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:
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.
- Proposal is made by the divisional/departmental head.
- Proposed structure is forwarded to OD for bench-marking.
- OD and Line Manager develop job profiles of proposed jobs.
- OD provides financial implications as a result of the change.
- OD forward the information to the relevant divisional/departmental head.
- Divisional/departmental head obtains sign off from relevant stakeholders.
- Proposal is presented at EXCO by the relevant DVC/Executive Director.
- Recommended proposal by EXCO presented to HRCC by ED: HR.
Refer to Policy:
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:
Download our Performance Reference Guide here:
Performance Management Cycle – UniZulu
|PERIOD||PM PHASES||LINE MANAGER AND EMPLOYEE RESPONSIBILITIES|
|Jan – March||Contracting Phase||Preparation for the performance agreement conversation|
|Individual Performance Agreement Form||
|During the meeting
|April – June||Monitoring Phase||
|July (Mid – Year Review)
Dec (Annual Review)
|Performance Review Form||
|Dec (Annual Review)||Year End Review Phase||
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.
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:
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:
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:
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:
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.
Manager: Organisational Development and Transformation
Mrs. Lwazoluhle Kleinbooi
T 035 902 6964