EMPLOYEEATTRACTIONANDRETENTIONPOLICY

1. PREAMBLE1.1. Purpose

ThepurposeofthisdocumentistosetouttheemployeeattractionandretentionpolicyfortheUniversityofFortHare.

1.2. StrategicobjectivesoftheuniversityItisgenerallyagreedthattheachievementoftheUniversitysstrategicobjectivesislargelydependent on its ability to attract and retain high calibre individuals. This is particularlyimportantwith regard todefinedcriticaloccupations, strategically critical individualsandensuringadequatesuccession.

2. PRINCIPLES2.1. Attractionandretentionrestsonthefollowingkeyprinciples:

2.1.1. Managingpeoplewelltoensuredirectedandmotivatedemployees.2.1.2. Payingpeoplecompetitivelyandrewardingsuperiorperformance.2.1.3. Developing people and retaining the best by providing perpetual learning and

challenge.2.1.4. Establishingaworklifecultureandclimatethatisattractiveandsupportive.

2.2. Eachofthefourprincipleshastobeweighedandbalancedwithinapracticalattractionand

retentionstrategy.

3. OVERACHINGPOLICYAttractionand retentionpolicyoperateswithin theboarder initiativesof talentmanagement.These include, but are not limited to, skills development, staff development, mentorship,performancemanagement,employmentequityandemployeerelations.

4. INITIATIVES4.1. A formal collaborativeprocessbetweenHumanResources and LineManagementwillbe

employed to identify candidates, but attraction and retention remains primarily theresponsibilityoftheLineManagement.

4.2. Attractionandretention initiativeswill includemonetaryandnonmonetary interventions,andwillbeapproachedobjectivelyandholistically.

4.3. TheUniversity shall recruit strategicallycritical individualswhoseattractionand retention

are critical to ensure the achievement of key strategic goals. Although not mandatory,candidates inthisgroupare likelytobeseniordecisionmakers.The identificationofthesekey individuals isbasedonasetofguidingcriteriawhichrestswithinthediscretionoftheExecutiveManagementTeam.

4.4. TheUniversityshallidentifycertainsuccessioncandidates.Thiscategorycomprisesagroup

ofindividualsidentifiedforsuccessionpurposesasdemonstratedbytheirperformanceandpotential, inclusive of the employment equity candidates. This involves identification ofindividualswithpotentialtoadvancetokeypositionswithintheUniversity.

4.5. TheUniversityshalladoptmarketandbestpractices in its initiativestoattractandretainemployees.ThiswillbeachievedbyretainingemployeeswhoseetheUniversityasagreatplace to work in and this is determined largely by the quality of leadership and goodmanagementpracticeswhichentail:4.5.1 Remuneratingemployeeswell4.5.2 Rewardingexceptionalperformance4.5.3 Developingemployees4.5.4 Communicatingopenlyandsharinginformation4.5.5 Caringfortheiremployees4.5.6 Recognizingachievementpubliclyandcelebratingsuccesses4.5.7 Nottoleratingpoorperformance4.5.8 Developing andmaintaining a reputation as being an employer of choice. This

reputationisoftenbestpromotedbyownemployees

4.6. Learnershipsand Interns.Aspartofpromotionofskillsdevelopment,theUniversityasanacademicinstitutionshalltakealeadinencouragingfaculties/departmentsandunitstotakeon board learnerships and interns. The Human Resources shall champion this cause byensuringthatatleastonepercentofemployeesareonlearnershipprogramsandinternsarescatteredaroundthefaculties/departmentsandunits.

5. ACTIONS5.1. Inattractingandretainingofemployees,theUniversityshallemploythefollowingactions:

5.1.1. Monetary interventions. Salary surveys will be used to benchmark salaries andbenefitsaccuratelywithat leastonestandardsalarysurvey forallstaffcategoriesperannum.

5.1.2. Guaranteedsalary.Tomaintaincompetitiveguaranteedsalariesofemployeeswith

criticaloccupationson the75thpercentileof thenationalmarket for certain staffcategoriesindicatedin4.3and4.4above.Seniormanagersmustcontinuallyensure

thattheyhaveuptodateinformationwithregardtoemployeesinthecriticalskillscategoryandensurethattheirpackagessupportretention.

5.1.3. Exit and retention interviews. Turnover of staff will be reviewed quarterly and

interpreted by the Executive Director: Human Resources who will identify andaddress areasof concernwith regard to remuneration in consultationwithotherseniormanagers.TheExecutiveDirector:HumanResourceswillreporttoExecutiveManagement Team from time to time. Line Managers shall conduct retentioninterviewsasanongoinginteractiontoensurethattheUniversityunderstandstheissueswhichmayincreasetheriskoflosingkeyskills.

5.1.4. Market Premium on Guaranteed Salary. In certain defined cases, it may be

necessary to pay a market premium to attract or retain skills within criticaloccupations. This should be decided by the ViceChancellor and the ExecutiveDirector:HumanResoucesaccordingtothefollowingprovisions:

5.1.4.1. Themarketpremium isusedprimarilywhen themarkethas changedquickly

5.1.4.2. Themarketpremiumissetatamaximumamountofupto15%abovecurrentguaranteedsalary

5.1.4.3. Themarketpremiumisdefinedasaseparateitemintheremunerationpackage,distinctfromtheguaranteedsalary

5.1.4.4. Themarketpremiumisnotguaranteedandcanberemovedoradjustedin consultationwith the employee as circumstances dictate or as theguaranteedsalaryisbroughtinlinewithmarkettrends

5.1.5. Benefits.Thisincludesthefollowingbenefits:

5.1.5.1 Pension/Providentfund5.1.5.2 Medicalaid5.1.5.3 Grouplife5.1.5.4 Housingsubsidy5.1.5.5 Staffhousingwhereemployeespaynominalrental5.1.5.6 Studyassistanceforemployeesandtheirdependants5.1.5.7 Leave5.1.5.8 Research/sabbaticalleave5.1.5.9 Sickleave5.1.5.10 Staffdevelopmentleave

5.2. NonmonetaryInterventions.Thesedependonmanagementskillandeffort,areoftenless

tangibleandarealsofarhardertocopy.

5.3. Management interestandaccessibility.A cultureof caring, knowingand interest canbeestablished if the leadership and the middle management and supervisory personnel

develop thisbehavior as a strength that adds significantly to retention andwellbeingofemployees.

6. PERFORMANCEMANAGEMENT

6.1. While high performance and critical skillsmay be rewarded, poor performancemust be

adequatelymanaged.Marketleadingpracticesthriveinahighperformanceculture.

6.2. Personnel and Career Development. Personal and intellectual challenge rate as a toppriorityamongst skilledemployees.TheUniversity is in theposition toaidattractionandretentionofskillsandkeyemployeesbyproviding:6.2.1 Formaltrainingbymeansofsubsidizedstudyassistanceprogrammes6.2.2 International;exposure/experiencebymeansofseminarsandworkshops

6.4 QualityofLife.TheUniversityboastsanenvironmentthatenhancesthequalityof life.The

Universityprovidesfacilitieswhich includecleanofficeenvironment,security,housingunits,subsidized water and electricity, subsidized staff meals during office hours, sports andrecreationfacilities.

6.5 Support Services. The University provides quality support services including, HumanResources, Administration, Payroll, Technical and Information Technology Support whichreducesbureaucracyandenhancesqualityoflife.Managersshallreceiveconstantcoachingon management of subordinates as their behaviour is a key determinant of how peopleexperiencetheirimmediatework lives.Managersshalltakestepstopromoteapositiveandenablingclimateforperformancetotakeplace.

6.6 Recognition. The University shall create a well managed recognition program that can

contributetowardsconsiderablecontributiontothewellbeingofemployeesandthecultureoftheUniversity.

7. IMPLEMENTATION

7.1. Thegovernanceandmanagementstructureregardingattractionandretentioninitiativesismadeupofthefollowing:

7.1.1 LineManagementshallberesponsibleforthepreparationofnominations,motivationsandmanagementofstaff.

7.1.2 HumanResourcesDivisionshallberesponsibleforreceivingandproposingselectioncriteria,reviewingallnominationspriorandpreparingallmattersforapprovaltotheViceChancellor.

7.1.3 The ViceChancellor: all issues regarding attraction and retention will beapprovedbytheViceChancellor.

8. CONTROL,REPORTINGANDAUDITING

8.1Theattractionandretentioninitiativesaresubjecttosoundandaccountablemanagementpractices.Thesewillbeachievedthrough:

8.1.2 Control:TheattractionandretentionprocesswillbefacilitatedbytheExecutiveDirector:HumanResourceswhowill review turnover reports , surveysandanyotherinformationandwillreportformallytotheExecutiveManagementTeam.

8.1.3 Reporting:Theformalreportsmentionedabovein8.1.1willbetabledeverysixmonthsandwilldetailthestatusofattractionandretentionaswellasrecommendationandimprovements.

8.1.4 Auditing: Internalauditwillbe conducted into remunerationpractices for theattraction and retention candidates once a year to ensure compliance and soundpractice.AformalreportwillbeissuedtotheAuditCommitteeforapproval.