Staff development in TUT The role of the

Staff development in TUT The role of the Line Manager Dr Marina le Grange Director: CCPD March 2007 legrangemj@tut. ac. za Center for Continuing Professional Development

There is no substitute for dedicated, committed; positive; energetic, self motivated; happy and content staff, self starters that initiate new ideas. People who do not hesitate to walk the extra mile. . . It is contagious! Center for Continuing Professional Development

Staff development as strategic initiative Vision Strategic goals/objectives values TUT mission Hurdles resources Risks- IOP We want to be the CCPD Strategy HEDS Faculty strategies preferred HEI SD Policy A better success rate In conclusion • Align with PMDS Throughput • Result in PDP • Collated in WSP • Allocation of Skills levies 2007 Center for Continuing Professional Development

Revised Strategic objective TUT Objective 3. 3 Improve staff’s skills profile through training and development interventions Key Priority areas relevant to CCPD: • • • Management and leadership development Adult learning Generic skills development Functional training Organisational development interventions Personal development Key Performance Indicators • % Managers enrolled in management modules • % Managers received TUT leadership certificate • % Of staff in all other T&D interventions • %Of lecturing staff proving competence towards a TUT license to teach Center for Continuing Professional Development

INSTITUTION’ S NEEDS STRATEGIC GOALS STAFF’s TRAINING NEEDS KPA’s COUNTRY’S NEEDS LEGISLATION SECTOR SKILLS PLAN PERSONAL DEVELOPMENT PLANS Align with PMDS EETC APPROVES PLAN COMPILE AND IMPLEMENT WSP PRINCIPLES OF TRAINING OPPORTUNITIES BENEFIT FOR STUDENTS All faculties and other environments represented there INSTITUTION COMPILE ANNUAL TRAINING REPORT WIN WIN COUNTRY WIN STAFF MEMBER Center for Continuing Professional Development

Vision Mission TUT PROCESS AS GUIDED BY STAFF DEVELOPMENT POLICIES Strategic goals of TUT Vision and mission of Department Key Performance Areas Job profiles Performance appraisal meeting Personal Development Plans Forward information of training needs captured in PDPs to CCPD WSP Allocation of skillslevies Center for Continuing Professional Development

SD Risks related to strategic objectives (Recorded in IOP) • Ineffective and inefficient leadership • Strategic management not linked with performance management • Insufficient competent staff due to e. g. inadequate quality of human capital and inadequate staff development • Graduates not meeting expectations of labour market Center for Continuing Professional Development

POLICY ON STAFF TRAINING AND DEVELOPMENT: ROLE OF MANAGER 3. 8 Monitor and identify, by means of a Performance Management Process and other review procedures, areas of their work that could be assisted by training and development activities 3. 9 Undertake or support staff development and training activities in order to achieve the objectives 3. 10 TUT expects members of staff with management responsibilities to support the development and training of their staff in order to achieve the objectives outlined above; 3. 12 Minimum standards are attached to certain post levels and the Line Management must see to it that these requirements are met before the permanent position of a staff member can be confirmed. 3. 13 The line manager must accept the responsibility for training opportunities to be created in the division; 3. 14 In collaboration with a member of the Staff Development Unit, the line manager compiles a contract by means of drafting a personal development plan (PDP) for the specific staff member and aligns it with the strategic aims of the institution; 3. 15 The line manager must, in collaboration with the Staff Development Unit, manage external training opportunities to the benefit of the individual as well as the organisation; 3. 16 The line manager ensures that all new staff members attend the Vice- Chancellor’s compulsory programmes Center for Continuing Professional Development

Workplace skills plan April 2006 -March 2007 OCCUPATIONAL GROUP CATEGORY PARTICIPANTS BY RACE, GENDER AND DISABILITY AFRICAN COLOURED Clerical and/or administrative workers 200 238 5 4 0 2 16 257 0 Professionals 278 247 5 0 46 54 295 366 59 56 4 0 17 0 67 170 278 7 2 7 5 94 93 0 2 0 801 912 21 8 70 Technicians & associates professionals Total M F M DISABLED F Service & skilled workers/labourers F WHITE M Senior officials and managers M INDIAN F M F TOTAL M F 0 221 501 0 0 624 667 58 0 0 147 114 0 0 184 285 1 51 68 0 0 145 164 62 429 749 0 0 1321 1731 Center for Continuing Professional Development

EDUCATION AND TRAINING INTERVENTIONS Assessment training - NQF 7 Management training: License to lead Assessor training - NQF 5 Marketing skills Brain profile Mentorship and coaching Budget planning Occupational Health and Safety Building links with industry Office management skills & organisational development Business plan development Outcomes Based Education training Change management Presentation skills Communication skills Problem solving Computer skills basic Project management Computer training (Microsoft & internet) Proposal writing skills Conflict management Quality Ass. Management Counseling skills Recruitment & selection Curriculum Development Report writing Customer care Research (writing scientific reports) Diversity training Self mastery Effective negotiation Specialised skills Emotional Intelligence Statistical evaluation - SPSS Entrepreneurial skills Strategic development Events management Stress management Financial management for non-financial managers Study guide development GRC - 1 Conducting research Teaching & learning (Innovative) GRC - 2 Presentation & publication Teaching assessment GRC - 3 Post graduate supervision Team leadership Interpersonal relation Telematic education ITS (V 13) Time management Language – English, Setswana, Zulu proficiency Center for Continuing Professional Development

GUIDING PRINCIPLES REGARDING TRAINING OPPORTUNITIES • Align to Performance Management and Development system • Holistic approach • Job description – KPAs- PDPs • No piecemeal approach • TUT License to lead • Compulsory training: policy Center for Continuing Professional Development

Institutional priorities recorded in WSP * Refers to budget spent outside CCPD • Management and leadership Business planning; PMDS; coaching; communication; Time management; Creative problem solving; Decision making; Managing teams and strategic planning • Generic skills & personal training Stress management; emotional intelligence; project management; presentation skills; self-mastery; customer care; diversity management; conflict resolution; creative thinking; targeted selection; financial management for nonfinancial managers; budgeting; occupational health and safety, HIV Aids and Research • Academic staff development Teaching orientation; curriculum design; coaching and mentoring; assessor training • Adult learning ABET levels 1 -5 • Artisan training Electrical; plumbing; painting; carpentry; plastering; bricklaying; welding; mechanical • Specialist/ professional Technical related; IT specialist training • End user computer skills ITS; MS office; Windows; Computer, keyboard & Mouse orientation; basic computer skills; CSM lite Center for Continuing Professional Development

Employment profile Center for Continuing Professional Development

Broad distribution of funds The amount of skills levies differs annually, depending on the drafting and implementation of the WSP & TUT’s remuneration budget More or less R 3, 5 million available Center for Continuing Professional Development

Criteria for the use of skills levies Ø The most people must benefit from the least amount Ø BBBEE consideration (Broad Based Black Economic Empowerment) Ø 3 Quotes were possible Ø If less than 3 – a motivation should be submitted to the meeting for approval Ø Training/further training of facilitators of professional/staff development to enable them to present that specific programme to staff of TUT. Ø Development of programmes or courses that focus on staff developmentioned in the WSP Ø Consultation fees for consultation services related to staff development training/activities Ø License fees towards the use of programmes/ courses/courseware developed by non-TUT staff Ø Buying of staff development programmes/ course material and courses to offer it to staff of TUT Ø Where operated within the above mentioned criteria, catering, travel and accommodation expenses will be covered Center for Continuing Professional Development

Process for use of levies Step 1: Table budget and expenditure report at the stakeholder meeting Step 2: The Budget, owned and managed by CCPD (HR) will be divided according to priorities set and approved by EETC in the WSP between the following users: ØCCPD ØCDS ØEmployment Equity ØResearch ØSS HIV AIDS ØSHE Step 3: Complete request form Step 4: Table at CCPD meeting for approval Step 5: Submit final signed contract to Director CCPD Step 6: Submit an invoice and attendance register for payment after completion of course Center for Continuing Professional Development