employment equity plan for the period 1 september 2015 ... · year 1 1 september 2015 to 31 august...

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Employment Equity Plan for the period 1 September 2015 – 31 August 2020

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HR VALUES

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1. INTRODUCTION TO THE EMPLOYMENT EQUITY PLAN FOR RHODES UNIVERSITY

Section 20 of the Employment Equity Act requires that a designated employer prepare and implement an Employment Equity Plan which will achieve reasonable progress towards employment equity.

a. Annual Employment Equity objectives for each year of the plan are in accordance with the SMART principle as follows:-• Specific• Measurable• Attainable• Relevant;and• Timebound

b.BarriersandAffirmativeActionMeasuresmustbealignedandmeetthefollowingrequirements:• Includetime-framesinordertotrackprogressintheimplementationoftheseAAMeasures;• Thesetime-framesshouldbewithinthedurationoftheEEPlan(no“on-going”permitted)and• IncluderesponsiblepersonstomonitortheimplementationoftheseAAMeasures(notnamesofpeoplebutdesignations).

c.Theworkforceprofile,numericalgoalsandtargetswithexacttime-framesaccordingtothedurationoftheplanwhichmustbeaccompanied by strategies to achieve the goals and targets.

d. Non-numerical goals should be according to paragraph b above.

e.Regularmonitoring are in place tomonitor and evaluate the implementationof theplan (whichmust state clear rolesofstakeholdersinvolvedinthemonitoringoftheplanincludingtime-frameswhenthemonitoringtakesplace).

f. All senior managers are responsible for monitoring and implementing the plan.

HR VALUES

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2. DURATION OF THE PLAN

Section20indicatesthatthedurationoftheEmploymentEquityPlanmaynotbeshorterthanoneyearorlongerthanfiveyears.Thedurationoftheplanmusthaveaspecificstartandenddate,asreflectedbelow:(Pleasenotethatthetemplateshownbelowisbasedona3yearplan)

01 September 2015 to 31 August 2020

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3. OBJECTIVES FOR EACH YEAR OF THE PLAN

The objectives for each year of the plan, which should be specific, measurable, attainable, relevant and time bound, are reflected in the table below:

TIMEFRAMES (e.g.) OBJECTIVES

YEAR 1 1 September 2015 to 31 August 2016 •ReviewRecruitmentProcedures•ReviewJobClassificationandgradingsystem•ImplementInductionandon-boarding•Provideon-boardinganddevelopmentstrategiesfordevelopmentprogrammecandidates•ReviewEmployeeRelationsPolicies

YEAR 2 1 September 2016 to 31 August 2017 •DevelopRetentionStrategies•DetermineProbationPolicyConsiderations•DevelopWorkforceAnalyticsforsuccessionplanning•Createdisabilityawareness•DevelopEAP/WellnessModel

YEAR 3 1 September 2017 to 31 August 2018 •DevelopRetentionStrategies•DevelopWorkforceAnalyticsforsuccessionplanning•Createdisabilityawareness

YEAR 4 1 September 2018 to 31 August 2019 •ReviewRemunerationandBenefitPractices

YEAR 5 1 September 2019 to 31 August 2020 •ImplementInstitutionalCultureInterventions•ImplementationofRhodesUniversityHRBranding

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4. BARRIERS AND AFFIRMATIVE ACTION MEASURESThebarriers andAffirmativeActionMeasures identified in the EE analysis conductedmust be included in the EEPlan.Thesemeasuresmust includetime- framestotrackprogress inthe implementationoftheAAMeasures.Thetime-framesmusthavespecificdatesandbewithinthedurationoftheEEPlan(no“ongoing”permitted).ThedesignationsofresponsiblepersonstomonitortheimplementationoftheseAAMeasuresshouldbespecified.

CATEGORIES

BARRIERSANDAFFIRMATIVEACTIONMEASURES

Tick(√)oneormorecellsforeachcategorybelowtoindicatewherebarriersexistintermsofpolicies,proceduresand/orpractice

BARRIERS(PLEASEPROVIDENARRATION)(brieflydescribeeachofthebarriersidentifiedintermsofpolicies,proceduresand/or practice for each category)

AFFIRMATIVEACTIONMEASURES

(PLEASEPROVIDENARRATION)

(brieflydescribetheaffirmativeactionmeasuresto be implemented in response to barriers identifiedforeachcategory)

TIME-FRAMES RESPONSIBILITY(Designation)

POLICY PROCEDURE PRACTICE START DATE

ENDDATE

Inductionandon-boarding

√

No induction programme in place.

Developandimplementinduction programmes for staff and senior management.

2015 2020 and beyond

OrganisationalDevelopmentSpecialist

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CATEGORIES

BARRIERSANDAFFIRMATIVEACTIONMEASURES

Tick(√)oneormorecellsforeachcategorybelowtoindicatewherebarriersexistintermsofpolicies,proceduresand/orpractice

BARRIERS(PLEASEPROVIDENARRATION)(brieflydescribeeachofthebarriersidentifiedintermsofpolicies,proceduresand/or practice for each category)

AFFIRMATIVEACTIONMEASURES

(PLEASEPROVIDENARRATION)

(brieflydescribetheaffirmativeactionmeasuresto be implemented in response to barriers identifiedforeachcategory)

TIME-FRAMES RESPONSIBILITY(Designation)

POLICY PROCEDURE PRACTICE START DATE

ENDDATE

Inductionandon-boarding

√

No induction programme in place.

Developandimplementinduction programmes for staff and senior management.

2015 2020 and beyond

OrganisationalDevelopmentSpecialist

RECRUITMENTPROCEDURES

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The current support staff assessment process mayunintentionally directly or indirectly discriminate against applicants.

Appointment of employees on post retirement contracts restricts and limits employment opportunities for potential employees from under-represented groups.

The issuing of contracts to over-represented groups prohibits employment and developmental opportunities for individuals from under-represented groups.

Currentrecruitmentmethods need to be reviewed in order to reach a larger group of potential applicants.

The current assessment processes which are part of the recruitment and selec-tion practices need to be reviewed on an urgent basis.

Monitor the appointment of retirees. Plan annual discussions with faculties and departments to assist with timeous advertising of identi-fiedposts.There is a need to conduct an age analysis which will assist with medium and long term planning regarding impending retirements.

Monitor the issue of contracts. A comprehensive contract management system will assist with creating opportunities for individuals from designated groups to gainexperienceandbenefitfrom short term employment opportunities.

Explorenewrecruitmenttrends to reach target groups.

2015

2015

2015

2015

2016

2020

2020

2016

HRDirector

HROperationsManager

HROperationsManager

HROperationsManager

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No process in place to facilitateskillstransferfrom foreign national incumbents to South Af-ricansasperDepartmentofLabourrequirement.

Currentadvertisingmethodsareexpensiveand localised to a par-ticular region. Although national newspapers are usedforadvertising,thismay still be inaccessible to certain target groups.

CreateawarenessofRhodesUniversityemploymentopportunities at professional conferences

BuildcapacityamongHRProfessionals to conduct headhunting

Developandimplementaframeworktoassistwiththetransferofknowledgefromforeign national incumbents to South African

Thereisaneedtoexploresocial media in order to reach a wider target pool of potential applicants.

2015

2015

2015

2016

2016

2016

HROperationsManager

Employment Equity Manager

HROperationsManager

RU/HRBRANDING√

Developandmarket

RU/HRasanemployerof choice as the higher education sector is highly competitiveforskills

PromoteRUbrandinordertohavealargermarketreachfor targeted groups.

Createjobmarketpresenceby promoting employmentOpportunitiesatRU.

DevelopandpromoteRUEmployeeValueProposition(EVP)topotentialemployees.

2015 2020HRandMarketingandCommunications

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No process in place to facilitateskillstransferfrom foreign national incumbents to South Af-ricansasperDepartmentofLabourrequirement.

Currentadvertisingmethodsareexpensiveand localised to a par-ticular region. Although national newspapers are usedforadvertising,thismay still be inaccessible to certain target groups.

CreateawarenessofRhodesUniversityemploymentopportunities at professional conferences

BuildcapacityamongHRProfessionals to conduct headhunting

Developandimplementaframeworktoassistwiththetransferofknowledgefromforeign national incumbents to South African

Thereisaneedtoexploresocial media in order to reach a wider target pool of potential applicants.

2015

2015

2015

2016

2016

2016

HROperationsManager

Employment Equity Manager

HROperationsManager

RU/HRBRANDING√

Developandmarket

RU/HRasanemployerof choice as the higher education sector is highly competitiveforskills

PromoteRUbrandinordertohavealargermarketreachfor targeted groups.

Createjobmarketpresenceby promoting employmentOpportunitiesatRU.

DevelopandpromoteRUEmployeeValueProposition(EVP)topotentialemployees.

2015 2020HRandMarketingandCommunications

JOBCLASSIFICATIONANDGRADINGSYSTEM

√Constitutionofthecommittee does not include union representatives.

Review policy and committee membership to ensure transparency.

TrainJobEvaluationCommitteemembers.

2015 2020 OrganisationalDevelopmentSpecialist

REMUNERATIONANDBENEFITS

√ √

Remuneration practices need to be reviewed to address internal parity.There are currently different conditions of service for staff.

DevelopRemunerationPolicyReview pay practices

Need to harmonise conditions of service.

2015 2018 Remuneration Specialist and HRDirector

INSTITUTIONALCULTURE

√Exitinterviewsindicatethat certain categories of staff perceive the cultureoftheInstitutionto be constraining and unsupportive.

There is a need to implement InstitutionalCultureinterventions to promote collaboration among staff ofRU.

2015 2020

OrganisationalDevelopmentSpecialist/EquityandInstitutionalCultureOffice

FosteracohesiveInstitutionalCulture.

2016 2020 OrganisationalDevelopmentSpecialist/EquityandInstitutionalCultureOffice

DevelopInstitutionalCultureRoadmap


√

TheInstitutionalValueofCollegialityisnotexperiencedconsistentlyby all staff.

PromotetheInstitutionalValuestoadvanceaspirational institutional behaviours.


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RETENTIONSTRATEGIES

√There is concern about the turnover of staff from designated groups.

HRtoworkcollaborativelywithHODs,DeansandDirectorstomonitorturnover and develop retention strategies.

2016 2020 HRDirectorandOrganisationalDevelopmentSpecialist

PROBATION √ √ Probation periods are long and in some cases not commensurate with occupational levels. This may hinder the advancement of employees.Inadditionrecruitment initiatives may be adversely impacted.

Determinepolicyconsiderations.

2015 2016 HROperationsManager

SUCCESSIONPLANNINGINITIATIVES

√ √Scarceandcriticalskill-postsarenotflaggedormonitored for succession planning purposes.

DevelopWorkforceAnalyticsfor succession planning purposes.

DevelopandmaintainaSuccession Planning & TargetedDevelopmentSystem.

2015 2020 HRDirector

Staff development is currentlyundertakenonanad-hocbasis.Noskillsdevelopment strategy in place

DevelopSkillsDevelopmentStrategy to address the development needs of all occupational categories.


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DEVELOPMENTOPPORTUNITIES

Developandimplementaquality assurance system for training providers.

AlignskillsdevelopmentinitiativeswithSectorSkillsPlan.

2015 2020 HRDirector/OrganisationalDevelopmentSpecialist/CHERTL/ResearchOffice

Thesignificantturnoverofidentifiedcandidateson developmental programmes is concerning.

Provide on-boarding and on-going support for accelerated development programme candidates.

WorkcollaborativelywithResearchOfficetoexplorefunding opportunities for academic staff development.

2015 2020 IRManager/HRDirector

EMPLOYEERELATION(ER)RELATEDMATTERS

√ √ √RUIndustrialRelationspolicies require alignment to relevant legislation and amendments

ImplementIRadvisoryandsupport function for line managers.

There are high levels of disciplinary cases and dismissals among Grade1to5employees.Inadditionthereareincidents of managers not followingIRprocesses.

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DISABILITYAWARENESS √

Limitedaccessandfacilities for people with disabilities.

Thereisaneedtolookatinfrastructure requirements for people with disabilities.

2016 2020 EEManager/list/DD:InfrastructureandOperations/HSEOfficer

Need for disability aware-nessworkshopsforstaff.

Organisedisabilityawarenessworkshopsforstaff.

2016 2020 EAP/Wellness/EEManager

Provision of sign language course.

2016 2016 EE Manager

EMPLOYEEASSISTANCEPROGRAMMES(EAP)&WELLNESS

√

There is a need to provide holistic EAP and Wellnessinterventionsfor staff.

DevelopEAP/WellnessModelforRU.

Enhance partnership with StudentAffairs&OHSOfficertoshareresources.

IntroduceOccupationalMedical Services to monitor Ill-healthandIncapacitycases requiring reasonable accommodation

2015 2020 EAP/WellnessOffice

MONITORINGOFEMPLOYMENTEQUITYANDTRANSFORMATIONIMPERATIVES

√ √

TheDepartmentofLabourrequiresupdateson the eradication of EE barriers. Evidence must be produced to demonstrate progress toward EE goals and targets.

DuetovisitsbytheDOLEEInspectoratewhoregularlymonitor the eradication of EE barriers and progress towardEEgoalsandtargets,the following is necessary: -TrainingforEECommitteemembers,-TrainingforR&SCommitteeChairs,-TrainingforLineManagers,- EE & Transformation Colloquium

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DISABILITYAWARENESS √

Limitedaccessandfacilities for people with disabilities.

Thereisaneedtolookatinfrastructure requirements for people with disabilities.

2016 2020 EEManager/list/DD:InfrastructureandOperations/HSEOfficer

Need for disability aware-nessworkshopsforstaff.

Organisedisabilityawarenessworkshopsforstaff.

2016 2020 EAP/Wellness/EEManager

Provision of sign language course.

2016 2016 EE Manager

EMPLOYEEASSISTANCEPROGRAMMES(EAP)&WELLNESS

√

There is a need to provide holistic EAP and Wellnessinterventionsfor staff.

DevelopEAP/WellnessModelforRU.

Enhance partnership with StudentAffairs&OHSOfficertoshareresources.

IntroduceOccupationalMedical Services to monitor Ill-healthandIncapacitycases requiring reasonable accommodation

2015 2020 EAP/WellnessOffice

MONITORINGOFEMPLOYMENTEQUITYANDTRANSFORMATIONIMPERATIVES

√ √

TheDepartmentofLabourrequiresupdateson the eradication of EE barriers. Evidence must be produced to demonstrate progress toward EE goals and targets.

DuetovisitsbytheDOLEEInspectoratewhoregularlymonitor the eradication of EE barriers and progress towardEEgoalsandtargets,the following is necessary: -TrainingforEECommitteemembers,-TrainingforR&SCommitteeChairs,-TrainingforLineManagers,- EE & Transformation Colloquium

5. WORKFORCE PROFILE, NUMERICAL GOALS AND TARGETSWorkforceprofileinformationisasnapshotoftheworkforceataparticulardateandtime,whichisusedbelowtoconductananalysisoftheworkforceand,atthesametime,serveasbaselineinformationforthesettingofnumericalgoalsandtargets.

5.1 Snapshot of the current workforce profile

Table1:Snapshotofworkforceprofileforallemployees,includingpeoplewithdisabilities

OccupationalLevels Male Female ForeignNationalsTotal

A C I W A C I W Male Female

Top management 1 0 0 1 0 0 0 0 0 0 2

Senior management 0 0 0 3 1 0 2 5 0 0 11

Professionallyqualifiedandexperiencedspecialists and mid-management

37 11 8 204 52 24 13 191 56 31 627

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremen,andsuperintendents

35 39 4 28 56 33 3 106 3 7 314

Semi-skilledanddiscretionarydecisionmaking

75 19 2 8 123 31 1 37 1 5 302

Unskilledanddefineddecisionmaking 151 15 0 0 103 6 0 2 0 0 277

TOTALPERMANENT 299 84 14 244 335 94 19 341 60 43 1533

Temporary employees 5 4 0 9 7 3 1 11 3 4 47

GRANDTOTAL 304 88 14 253 342 97 20 352 63 47 1580

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Table2:SnapshotforworkforceprofileforpeoplewithdisabilitiesONLY

OccupationalLevels Male Female ForeignNationals Total


Top management 0 0 0 0 0 0 0 0 0 0 0



0 0 0 4 4 1 0 9


0 0 0 0 0 0 0 0 0 0 0


0 0 0 0 0 0 0 0 0 0 0


TOTALPERMANENT 15 0 0 4 3 0 0 5 1 0 28


GRANDTOTAL 15 0 0 4 3 0 0 5 1 0 28

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Top management 1 0 0 0 1 0 0 1 0 0 3



93 16 11 165 99 30 12 176 54 25 681


53 36 4 22 66 29 1 84 2 4 301


82 20 1 7 125 25 1 26 1 5 293


TOTALPERMANENT 387 96 16 196 386 94 17 303 57 35 1587


GRANDTOTAL 392 100 16 205 393 97 18 314 60 39 1634

Numericalgoalsforallemployees,includingpeoplewithdisabilities

5.2 Numerical GoalsNumericalgoalsmustincludetheentireworkforceprofile,andNOTthedifferencethatisprojectedtobeachievedbytheendofthisEEPlan.Belowaretwotablesonnumericalgoals,onecoveringallemployees,includingpeoplewithdisabilities,andtheothercoveringpeoplewithdisabilitiesONLY.

Start date: 01 September 2015 — End date: 31 August 2020

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Top management 0 0 0 0 0 0 0 0 0 0 0



1 0 0 4 1 0 0 4 1 0 11


1 0 0 0 1 0 0 0 0 0 2


1 0 0 0 1 0 0 0 0 0 2


TOTALPERMANENT 18 0 0 4 6 0 0 5 1 0 34


GRANDTOTAL 18 0 0 4 6 0 0 5 1 0 34

NumericalgoalsforpeoplewithdisabilitiesONLY

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Top management 1 0 0 1 0 0 0 0 0 0 2



37 11 8 204 52 24 13 191 54 25 627


35 39 4 28 56 33 3 106 3 7 314


75 19 2 8 123 31 1 37 1 5 302


TOTALPERMANENT 299 84 14 244 336 94 19 341 58 37 1526


GRANDTOTAL 304 88 14 253 343 97 20 352 61 41 1573


5.3 Numerical Targets

Numericaltargetsmustincludetheentireworkforceprofile,andNOTthedifferencethatisprojectedtobeachievedbythenextreportingperiod.Belowaretwotablesonnumericaltargets,onecoveringallemployees,includingpeoplewithdisabilities,andtheotheronlycoverspeoplewithdisabilitiesONLY.


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Top management 0 0 0 0 0 0 0 0 0 0 0



1 0 0 4 0 0 0 4 1 0 10


0 0 0 0 0 0 0 0 0 0 0


0 0 0 0 0 0 0 0 0 0 0


TOTALPERMANENT 16 0 0 4 3 0 0 5 1 0 29


GRANDTOTAL 16 0 0 4 3 0 0 5 1 0 29

NumericaltargetsforpeoplewithdisabilitiesONLY

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Top management 1 0 0 1 1 0 0 0 0 0 3



65 15 10 191 77 28 13 180 54 25 658


48 37 4 27 63 28 0 86 3 4 300


80 19 1 8 126 29 1 32 1 5 302


TOTALPERMANENT 335 87 15 230 368 92 16 305 58 34 1540


GRANDTOTAL 340 91 15 239 375 95 17 316 61 38 1587

Numericaltargets,includingpeoplewithdisabilities

Numerical Targets — Year 2


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Top management 0 0 0 0 0 0 0 0 0 0 0



1 0 0 4 1 0 0 4 1 0 11


0 0 0 0 0 0 0 0 0 0 0


0 0 0 0 0 0 0 0 0 0 0

Unskilledanddefineddecisionmaking

15 0 0 0 3 0 0 1 0 0 19

TOTALPERMANENT 16 0 0 4 4 0 0 5 1 0 30


GRANDTOTAL 16 0 0 4 4 0 0 5 1 0 30


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Top management 1 0 0 1 1 0 0 0 0 0 3



66 14 11 185 85 27 13 179 54 25 659


50 38 4 26 71 34 2 95 3 6 329


71 17 1 7 129 27 1 31 2 5 291


TOTALPERMANENT 335 88 16 221 379 95 18 312 59 36 1559


GRANDTOTAL 340 92 16 230 386 98 19 323 62 40 1606




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Top management 0 0 0 0 0 0 0 0 0 0 0



1 0 0 4 1 0 0 4 1 0 11


1 0 0 0 0 0 0 0 0 0 1


0 0 0 0 0 0 0 0 0 0 0


TOTALPERMANENT 17 0 0 4 4 0 0 5 1 0 31


GRANDTOTAL 17 0 0 4 4 0 0 5 1 0 31


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Top management 1 0 0 1 1 0 0 0 0 0 3



93 16 11 165 99 30 12 176 54 25 681


53 36 4 22 66 29 1 84 2 4 301


82 20 1 7 125 25 1 26 1 5 293


TOTALPERMANENT 387 96 16 197 386 94 17 302 57 35 1587


GRANDTOTAL 392 100 16 206 393 97 18 313 60 39 1634




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Top management 0 0 0 0 0 0 0 0 0 0 0



1 0 0 4 1 0 0 4 1 0 11


1 0 0 0 1 0 0 0 0 0 2


0 0 0 0 0 0 0 0 0 0 0


TOTALPERMANENT 17 0 0 4 5 0 0 5 1 0 32


GRANDTOTAL 17 0 0 4 5 0 0 5 1 0 32


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Top management 1 0 0 0 1 0 0 1 0 0 3



93 16 11 165 99 30 12 176 54 25 681


53 36 4 22 66 29 1 84 2 4 301


82 20 1 7 125 25 1 26 1 5 293


TOTALPERMANENT 387 96 16 196 386 94 17 303 57 35 1587


GRANDTOTAL 392 100 16 205 393 97 18 314 60 39 1634




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OccupationalLevels Male Female ForeignNationalsTotal


Top management 0 0 0 0 0 0 0 0 0 0 0



1 0 0 4 1 0 0 4 1 0 11


1 0 0 0 1 0 0 0 0 0 2


1 0 0 0 1 0 0 0 0 0 0


TOTALPERMANENT 18 0 0 4 6 0 0 5 1 0 32


GRANDTOTAL 18 0 0 4 6 0 0 5 1 0 34


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6. PROCEDURES TO MONITOR AND EVALUATE THE IMPLEMENTATION OF THE PLAN

RegularconsultationwithDirectors,Deans,HoDsandLineManagerstoprovidedataandsupportonEEimperatives.

Allthestructuresformonitoringandevaluatingtheprogressoftheplanshouldbespecifiedwithclearrolesandresponsibilitiesforthestakeholdersinvolvedincludingtimeframeswhenthemonitoringtakesplace.

STAKEHOLDER ROLE/RESPONSIBILITY FREQUENCYDirectors,Deans,HODsandLineManagers

Monitoring of targets Provision of support-advisory

Quarterly

Unions Meetings with unions to discuss matters relating to staff Monthly

EquityandInstitutionalCultureCom-mittee

Monitor progress against plan Quarterly

7. DISPUTE RESOLUTION MECHANISMS

TheViceChancellororhisdelegatewillchairdisputesreferredtotheEEManager.

8. SENIOR MANAGERS ASSIGNED TO MONITOR AND IMPLEMENT THE PLAN

Director:HumanResourcesDirector:EquityandInstitutionalCulture

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HR CONTACT DETAILS

CecilPetersER & Equity Specialist

Tel:+27(0)466038876Fax:+27(0)466038046MainAdminBuilding,DrostdyRoad,Grahamstown,6139

POBox94,Grahamstown,6140,SouthAfrica

employment equity plan for the period 1 september 2015 ... · year 1 1 september 2015 to 31 august...

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