Page 134 - UniZulu Annual Report 2020

Table 52: Skills Development Programmes
NO
SKILLS PROGRAMME
DATE
STATUS
1
Handling Employee Discipline and Grievance
16-17 March 2020
Completed
2
Employee Motivation and Coaching
15-16 Sept 2020
Completed
3
Delegation of Authority
13-14 Oct 2020
Completed
4
Counselling for Improved Performance
5-10 Nov 2020
Pending
5*
Handling Employee Discipline and Grievance
To be confirmed in March 2021
6*
Communication and Conflict Management
To be confirmed in March 2021
Workplace Skills Plan
A consolidated Workplace Skills Plan was compiled. The investment in the identified learning and development interventions totalled R12 601 124. In the absence of a labour union, management established a forum for engagement. Forum members were trained, and an agreement was entered into to survey the staff climate and ensure optimal working relations. Despite the University having to cope with COVID-19, it was able to provide a 5.5% salary increase to all staff during the period under review. There has also been a conversion from pay progression to a performance bonus ranging from 1% to 2% as a once-off payment for both academic as well as professional staff based on individual performance in line with the Performance Management Policy.
Table 53: Learning and Development Expenditure
EMPLOYEE RELATIONS (UNION RELATIONS)
A settlement reached at the Commission for Conciliation, Mediation and Arbitration (CCMA) with the National Education, Health and Allied Workers’ Union (NEHAWU) was that the union will be allowed basic organisational rights. These exclude recognition as a labour representative union and collective bargaining.
IMPROVING STAFF QUALIFICATIONS AND CAPACITY
Over the next four years, the University intends to grow the proportion of staff with PhD degrees to 55% by 2025. UNIZULU intends to do this through structured initiatives that are aimed at increased support for young and emerging academic staff. They are to be given time and resources to obtain higher degrees and develop their research and postgraduate supervision capacity. Directed performance management systems will focus on the role of academic leadership (heads of departments, deans, etc.) in developing the academic standing of staff within their areas of responsibility and ensuring that academic staff perform at a more efficient and effective level. UNIZULU will also fill existing academic post vacancies with academics who possess high- level qualifications. The approved 2020-2025 Enrolment Plan will necessitate a renewed conversation about academic staffing arrangements, especially in new areas where programmes are being designed for start-up provisioning in the University, for example, Engineering and Music. Academic seniority will also be a particular area of interest given the envisaged growth in postgraduate enrolments. Currently, 50% of UNIZULU staff have PhD degrees.
CATEGORY
SOURCE OF FUNDS
AMOUNT
Individual Development Plans
HR budget Mandatory/discretionary grants Divisional/faculty budgets
R3 170 800
Teaching and Learning
Development grant
R7 585 877
Research and Innovation
Research development grant
R1 844 447
TOTAL
R12 601 124
UNIVERSITY OF ZULULAND ANNUAL REPORT 2020 132