FINANCE DIVISION by g5z7RL

VIEWS: 10 PAGES: 22

									   FINANCE DIVISION

DIVISIONAL EQUITY PLAN
1. VISION


   A. Efficient and effective management of the University’s financial resources to
         enable the achievement of the University’s vision to be the Premier University of
         African Scholarship.


   -------------------------------------------------------------------------------------------------------


   B. In pursuit of the UKZN vision, we will be the leading Financial Services Team in
         African Higher Education through:


     •           Professionally competent, innovative and demographically representative
                staff;


     •           Networking efficiently and effectively within and beyond the University
                community; and


     •           Optimally resourced structures and systems.


Together, these will promote and facilitate sound financial governance, sustainability and
service excellence.




                                                   1
2. ROLE OF THE FINANCE DIVISION


The Finance Division is responsible for the effective financial control and administration
of the financial resources, various funds and accounts of the University, its affiliated
units, centres and institutes.


This entails:
        • management of the sections dealing with salaries and benefits, creditors,
        debtors, student fees, student loans, cashiers, investments, cash management, loan
        debt management, insurance and risk management, stores and purchasing;
        • ensuring adequate provision of financial information and accounting services for
        all academic and support services, and for all research, endowment and agency
        funds;
        • the planning, development and co-ordination of resource allocation, budgeting,
        and budgetary control procedures;
        • the production of all annual (and other periodic) financial statements and reports
        required by the University Council, the Finance and Resource Planning
        Committees, executive management, the Department of Education and other
        external stakeholders, as applicable;
        • the development and maintenance of appropriate financial data analyses and
        statistics for planning;
        • ensuring that appropriate systems, policies and procedures are in place to enable
        the University to receive all income to which it is entitled;
        • adequate arrangements are in place for the prompt collection, security and
        banking of all income;
        • management of the purchasing function and ensuring payment is made to
        suppliers of goods and services to the University.
        • ensuring compliance with all provisions of prevailing South African tax
        legislation as they affect the activities of the University,
        • ensuring the University has sound financial management systems in place and
        that its financial regulations, policies and procedures are strictly adhered to.



                                                2
3. APPROVED FINANCE DIVISION STRUCTURE




                                           Chief Finance Officer
   FINANCE DIVISION
         Structure



                             Finance                                                  Financial Planning




                           Campus Financial                Financial Services
    Financial Operations
                             Management




                            Campus Financial               Support Services &
                                                                                           Management
      Payroll & Taxation      Management                      Residences
                                                                                       Accounting & Reporting
                           Howard & Med School


                             Campus Financial
                                                          Financial Accounting,          Systems & Projects
        Procurement            Management
                                                           (incl. Affiliated Units)
                             Pietermaritzburg
                                                                       T


                            Campus Financial
        Expenditure            Management                 Research Accounting
                           Westville & Edgewood



      Assets, Stores &                                 College Financial Management
         Insurance                                                  X4




In June 2005, the UKZN Council approved the Finance Division Structure with 159 posts
(including a post transferred from Human Resources). This excludes the post of the Chief
Finance Officer who is an Executive member of management. The diagram above
reflects the portfolios comprising the Division’s structure.




                                                                  3
4. The Divisional Equity Profile


Table 1: Finance Division Equity Profile by Race (Permanent Staff)


        Grade/ Category                      African             Coloured       Indian            White         Total
               Grade 3                           -                  -               -               1            1
               Grade 4                           -                  -               -               -            0
               Grade 5                           -                  -               2               -            2
               Grade 6                           -                  -               11              2            13
               Grade 7                           -                  -               3               1            4
               Grade 8                           1                  -               12              2            15
               Grade 9                           1                  2               10              3            16
              Grade 10                           3                  -               12              6            21
              Grade 11                           6                  3               11             12            34
              Grade 12                           3                  2               4               3            12
              Grade 13                           1                  -               -               -            1
              Grade 14                           1                  -               -               -            1
              Grade 15                           1                  -               -               -            1
                Total                            17                 7               67             30           121
              Percentage                        15%                5%           55%               25%           100%
                               a
        KZN Population                          82%                1%               9%             7%           100%
                              a
        RSA Population                          72%                10%              3%            14%           100%
                                   b
    LFS (Formally Employed)                     59%                14%              5%            22%           100%
a
    Regional & National Statistics from Census 2001
b
    Statistics South Africa’s Labour Force Survey 2003



Table 2: Finance Division Equity Profile by Race and Gender (Fixed Term Staff)


     Grade/         African            African        Coloured     Coloured   Indian     Indian         White   White    Total
    Category            Male           Female          Male         Female    Male       Female         Male    Female
      Total              10              8               0              1       6          4              0        2      31




                                                                        4
Table 3: Finance Division Equity Profile by Gender (Permanent Staff)

    Grade/ Category          Male      Female         Total
       Grade 3                1                        1
       Grade 4                                         0
       Grade 5                2                        2
       Grade 6                13                       13
       Grade 7                1          3             4
       Grade 8                12         3             15
       Grade 9                7          9             16
       Grade 10               8         13             21
       Grade 11               6         28             34
       Grade 12               3          9             12
       Grade 13               1                        1
       Grade 14                          1             1
       Grade 15               1                        1
        Total                 56        66            121
      Percentage             46%       54%            100%



Table 4: Finance Division Equity Profile by Race and Gender (Permanent Staff)

   Grade/          African   African   Coloured        Coloured   Indian   Indian   White   White    Total
  Category          Male     Female      Male           Female    Male     Female   Male    Female
  Grade 3             -            -         -                -     -        -       1        -       1
  Grade 4             -            -         -                -     -        -        -       -       0
  Grade 5             -            -         -                -     2        -        -       -       2
  Grade 6             -            -         -                -    10        -       2        -       12
  Grade 7             -            -         -                -              3       1        -       4
  Grade 8             1            -         -                -    11        1        -       2       15
  Grade 9             -           1          -                2     7        3        -       3       16
  Grade 10            1           2          -                      7        5        -       6       21
  Grade 11            2           4          -                3     4       10        -      12       35
  Grade 12            2           2          -                2     2        2        -       3       13
  Grade 13            1            -         -                -     -        -        -       -       1
  Grade 14            -           1          -                -     -        -        -       -       1
  Grade 15            1            -         -                -     -        -        -       -       1
   Total              8        10            0                7    43       24       4       26      122
 Percentage           7%      8%          0%                6%    35%      20%      3%      21%      100%



                                                  5
There are 21 management posts (Peromnes 1-6) occupied by 3 White, 13 Indian and all
male. Of the management posts, 5 are vacant taking into consideration the matching and
placing exercise. The most significant observation is that there is no representation from
the African, Colored and Women in management.


The next senior band, which is the senior professional staff posts (Grade 7), are occupied
by 3 Indian females and 1 White male. There is no representation from the African and
Colored grouping in this band.


The majority of staff are at Peromnes levels 8-12. There are 18 African permanent staff in
the Division, one each at Peromnes 8 & 9 and 16 African staff members between
Peromnes 10 & 15. Permanent Colored Staff are only 6 in the Division, 2 at Peromnes
Grade 9 and 2 each at Grades 11 & 12.


There are 33 fixed-term/temporary Staff in the Division. 18 of which are African staff, 1
Colored staff, 11 Indian Staff and 3 White Staff. 12 of the fixed term /temporary staff, 7
of which are African and 5 Indian, have served in the Finance Division for periods longer
than 2 years.


There are no staff in the Division with disabilities.


It is worth noting that if the 18 African fixed-term / temporary staff members in the
Division, were made permanent; the representation of African staff in the Division would
be enhanced from 15% representivity to 25% representivity. However, unfortunately, the
levels of concern for African representivity in the Finance Division, highlighted by the
UKZN Equity Report for 2004- 2005, of Grades 3 – 8 will not be addressed by such an
intervention.




                                              6
Commentary on Divisional Equity Profile


Progress in the Division to transform the staffing of the division to reflect the regional
demographics has been negligible. This is perhaps due in some measure to the
moratorium on new appointments pending the outcome of Matching and Placing exercise
and/or the lack of commitment by the two previous universities Finance Division
management teams to pursue long-term Divisional Equity Plans to develop, advance and
retain African, Colored and women staff.


The Indian group in the Division of Finance is in the majority compared to all other races
as they represent 56% of the total permanent staff. Relative to the demographics of the
region of 9%, as illustrated on page 4, this represents a disproportionate ratio. The high
representivity of Indian males can in some measure be attributed to the racial distribution
of the former University of Durban-Westville, which historically served the Indian
community and was populated largely by Indian staff. In management, both the erstwhile
universities had high Indian male representivity and no African, Colored and women staff


Whilst no direct action can be taken to reduce the Indian proportion of the Division's
staff, Indians are not part of the designated group for the support sector and cannot,
except in a few isolated cases, be given any preferences in terms of the University’s
Employment Equity Policy. The Finance Division should be circumspect about any
further distortions in favor of Indian staff. (UKZN Equity Report 2004 – 2005)


The African grouping is least represented with 15% relative to the regional
demographics. The low representivity of this groupings in the Division as a whole, their
absence at management and their poor representation in the Professional levels
(Peromnes Grades 7 & 8) is cause for great concern and disproportionate in terms of
regional and national demographics. The lack of women representation in management
(Peromnes Grades 1-6) is also a worrying factor.




                                            7
The current Equity Profile of the Division compared against regional demographics
makes it imperative that Finance Division, through decisive leadership and interventions,
give priority to focusing and targeting its recruitment, staff development and
advancement initiatives to ensure representivity of: Africans as a whole in the Division,
in senior professional levels (Grade 7 – 8) and in management (Grade 3 – 6); Colored
staff in senior professional levels and management and; Women in management.


The Division can achieve this by adopting more rigorous search, headhunt and ‘grow
your own wood’ strategies to appoint or advance these groupings.


5. Barriers of achieving Employment Equity within the Finance Division


A notice was circulated to all staff in the Division via e-mail to inform them of the
necessity, importance and measures/processes to be followed in soliciting their views on
barriers they perceived were hindering the Division’s ability to achieve Employment
Equity. The staff’s views were obtained through the following measures:


   1) Staff where to invited to submit their views and perceptions via e-mail
   2) Staff where informed of anonymous suggestions boxes put-up at the different
       campuses, where Finance is located in the university and encouraged to make use
       of them
   3) Focused group sessions were conducted with staff randomly selected to discuss
       and document their views
   4) Staff who wished to voice their views individually, where accommodated single
       sessions with a member of the Equity committee of the Division.


Although some staff reflected some pessimism and reluctance to be part of this exercise
and doubted what it would achieve, perhaps due to the failures and/or slow progress
made with regards to Employment Equity by the Division in previous years, many
participated in one or more of the sessions above and shared their views.




                                            8
5.1 Barriers relating to and affecting Management


1) Lack of managerial training & development – certain managers are not
adequately/suitable qualified or trained to be ‘complete managers’ (technical and people
management ability).
2) Lack of commitment from senior management to advance, recruit & retain qualified
African, Colored and Women staff to management positions – Preference given to Indian
male staff and strong perceptions around recruiting and advancing staff of ‘own kind’.
3) Lack of succession planning & development opportunities (positions) for staff to
advance to management positions.
4) Lack of commitment to, in the first instance, to recruit internally and to provide the
opportunity for internal staff to submit applications internal deployments and
secondments.
5) Lack of a formal criteria within the Division, which encompasses the minimum
qualification and experience requirements for management positions.
6) Over reliance on and use of work experience/service, instead of ‘potential’ as directed
by Labour Relations Act, is perceived to be used to hinder the advancement, recruitment,
appointment of African Colored and Women staff to management positions.
7) Lack of monetary and/or non-monetary incentives to motivate and retain high
performing & qualified staff in management.
8) Vast disparities & inequitable salaries & benefits for staff doing the same work – over
reliance on work service and the ignoring of qualifications and performance to determine
salary levels within a grade. No proper policy on the affording of benefits e.g. Car
Allowance, Cell phone allowance etc.




                                            9
5.2 Barriers relating to and affecting staff at lower levels


1) Lack of commitment by management to advance equity within departments &
sections.
2) Lack of a formal criteria within the Division, which encompasses the minimum
qualification and experience requirements for all positions in the Division and it being
fully accessible to all staff
3) Lack of commitment to recruit African & Colored staff in general, but particularly to
senior professional levels – preference given to Indian staff with strong perceptions of
nepotism in recruitment by use of temporary appointment forms.
4) Lack of developmental opportunities for staff to advance to senior professional levels -
Slow advancement of staff between grades due to an absence of a promotion process &
succession planning.
5) Lack of commitment towards mentorship, training and development programs.
6) Lack of monetary and/or non-monetary incentives to motivate and retain high
performing & qualified staff.
7) Vast disparities and inequitable salaries for staff doing the same work – over reliance
on work service and the ignoring of qualifications and performance to determine salary
levels within a grade.
8) Lack of a formal criteria within the Division, which encompasses the minimum
qualification and experience requirements for all positions in the Division.
9) Lack of acceptance, recognition, tolerance and embracement of different cultures,
religions of staff in work & social interactions.
10) Lack of open & periodic two-way communication sessions within departments,
sections and the Division, between general staff and management, to allow for
engagement and/or consultation with staff.
11) Lack of commitment to recruit semi-qualified students and graduates from our own
university to fill permanent positions.




                                             10
5.3 Barriers relating to and affecting Temporary Staff


1) Lack of a standard, coherent, equitable & focused process to source temporary staff for
the Division.
2) Lack of identification and recruitment of qualified and long-serving temporary staff,
particularly African, Colored and women to permanent vacant positions within the
Division to advance the Division’s Equity goals.
3) Lack of commitment to recruit semi-qualified students and graduates from our own
university - The use of employment agencies to source temporary staff instead of the use
of unemployed qualified and/or current university students for short-term and mid-term
temporary assignments.
4) Temporary assignments and contracts being extended beyond six months with no
benefits.
5) Perception of nepotism to recruit staff through the use of temporary contracts.


6. Strategies to Resolve Barriers


1) A formal criteria within the Division, which encompasses the minimum qualification
and experience requirements for all positions in the Division will be drafted by
management. This will be done in consultation with the Human Resources Division, the
Equity Office, the Finance Equal Opportunity and Equity Committee to ensure
compliance with university policy and legislation and to compare with other higher
education institutions. This document will then be widely circulated amongst all staff and
serve as a policy and guide for recruitment within the Division.


Once the formal criteria has been agreed to and circulated it will begin to apply to all
vacant and new posts in the Division. Staff, who are already occupying positions without
the minimum requirements will be given opportunities for development. This process will
be facilitated through a performance management system. .




                                            11
3) Reasonable and sincere attempts to match & place staff in the Finance ‘pool’ will be
made through the University Redeployment Committee, in accordance with the peromnes
grades maintained at Human Resources, qualifications & skill sets, before any posts are
filled in the Division through the recruitment processes of the university.


If, in the event of dispute/objection raised by staff and no placement made by the
University Redeployment Committee, then the normal university recruitment and
processes will apply.


4) A database of all staff (inclusive of fixed/temporary contact staff) in the Division
detailing their qualifications, current positions and peromnes grades, work experience,
skill set, and career aspirations within the division will be compiled.


5) All vacant & new posts, new deployments and secondments will be advertised, in the
first instance, within the Division and thereafter to the university community and
subsequently to the general public.


6) In some categories, in particular between Peromnes Grades 3 – 10, where Africans,
Coloreds and Women are underrepresented, these groupings will be targeted through a
structured programme to include the career path to ensure the Division progresses and
remains on course to achieve its short term, mid-term and long-term equity goals.


7) A business process study is to be commissioned by the Chief Finance Officer and
conducted by the Finance Projects Office, working with and guided by recent internal
audit reports, to determine best practice for all business processes in the Division and the
man-power resource requirements as dictated by these processes.


Once completed, the best practice processes will be implemented and where posts are in
access in some departments, these will be moved to under-resourced departments.




                                             12
This, it is hoped, will reduce and possible eliminate the number of long-term temporary
contracts in the Division and thus ensure that the Division complies with legislation
regarding temporary contracts.


8) All current fixed term/temporary staff contracts will have a cut-off date of 31
December 2006 and will not be renewed thereafter. This will exclude staff that are
appointed as leave replacement staff.


9) All employment agencies staff will cease to be used by the Finance Division as from
31 August 2006 for fixed term and/or temporary assignments except in extreme cases
specialized skills or high level assignments. These exceptional cases should be approved
by the CFO prior to their sourcing.


10) A database of current university students studying towards accounting qualifications,
and unemployed accounting graduates will be compiled detailing previous qualifications,
current positions and peromnes grades, work experience, skill set, and career aspirations
within the division. A fixed number of students and/or ex Students of the institution will
be listed on the database and will be sensitized towards races & gender in accordance
with regional demographics and the Division’s equity profile from year to year. .


This database will serve as a new ‘temporary pool’ for all temporary staffing
requirements and facilitate a seamless resource sourcing and allocation of quality human
resources to the Division. This temporary pool will also be utilized for recruitment to
permanent positions when no internal permanent candidate can be appointed to
established posts.


This temporary pool will be in operation with effect from 1 January 2007 to be utilized
by Finance management in sourcing temporary staff for the Division in the first instance
and to fill permanent staff where there are no internal permanent candidates found to fill
a post.




                                           13
11) A rules, regulations and policy document to guide the formation, recruitment of this
temporary pool and govern the operations of the pool and will be drafted by the Finance
Division in consultation with the Human Resources Division, the Equity Office and then
widely circulated to all management and staff.


12) All new temporary staff assignments will be limited to 6 months and will not be
renewable to avoid any expectations. This will give the responsible manager sufficient
time to either bring up-to-date any back-log and/or to motivate for a new post.


13) Diversity Workshops for all staff in the Division will be organized and attendance of
all staff will be compulsory


14) All Managers will compile an employment equity plan at the beginning of every year,
with set goals in line with the Divisional Equity Plan. These goals will be tied into to the
contracts of all managers and will form part of the review process for all managers on a
yearly basis.




                                            14
7. Vacant, New Positions Retirements Statistics for the Finance Division


Table 5: Vacant & New Positions in the Finance Division

     Post Name         Estimated   Vacant     Posts in     Total
                        Grade/     Posts       lieu of      Posts
                                            Retirements   Available


  Deputy Director       Grade 5      1           -           1
 Financial Manager      Grade 6      5           2           7
     Accountant         Grade 7      1           1           2
Principal Accounting    Grade 8      4           1           5
      Officer /
Head Of Department
 Senior Accounting      Grade 9      -           -            -
         Officer
 Trainee Accountant/     Grade       7           -           7
                         10 - 8
 Accounting Officer    Grade 10      8           4           12
Assistant Accounting   Grade 11      14          3           17
         Officer
 Senior Accounting     Grade 12      4           -           4
  Assistant Officer
  Clerical Assistant   Grade 15      -           1           1
         Total                       44         12           56




Following the matching and placing exercise conducted by the Human Resources
Department of UKZN, 44 vacant and new posts become available to be filled between
Peromnes Grades 5 - 12. There are 12 staff members in the Division retiring in the next 5
years.


It must be noted though, that 12 permanent staff members have not be matched and
placed and are part of the Finance ‘pool’. These staff members will be given preference
to posts in the Division by the University Redeployment Committee, which will be
responsible for determining the process and placement of these staff members.




                                               15
8. Numerical Goals to Achieve Employment Equity

Given the low staff turnover rate, the lack of a promotion process or succession planning
in the support sector, and the average age of staff being 42 years in the Division, the
opportunity to address numerical goals for the Division is limited.


Therefore, it is imperative to, in the first instance, target all present and planned
vacancies if the Division is to advance its equity goals and improve its equity profile

Table 6: Equity Goals in the Finance Division for the next five years

        Post Name          Estimated   Vacant     Posts in     Total      Posts Targeted
                            Grade/     Posts       lieu of      Posts       for Equity
                                                Retirements   Available


      Deputy Director       Grade 5      1           -           1              -
     Financial Manager      Grade 6      5           2           7              4
        Accountant          Grade 7      1           1           2              2
    Principal Accounting    Grade 8      4           1           5              5
          Officer /
    Head Of Department
     Senior Accounting      Grade 9      -           -            -             -
           Officer
    Trainee Accountant/      Grade       7           -           7              6
                             10 - 8
    Accounting Officer     Grade 10      8           4           12            10
    Assistant Accounting   Grade 11      14          3           17            17
           Officer
     Senior Accounting     Grade 12      4           -           4              2
      Assistant Officer
     Clerical Assistant    Grade 15      -           1           1              1
           Total                         44         12           56            47


.




                                                   16
Table 7: Equity Goals by Race for the Finance Division


    Post Name         Estimated       Total        African   African   Coloured   Coloured   Indian    White
                       Grade/     Posts Targeted    Males    Females   Male       Females    Females   Female
                                    for Equity
      Deputy           Grade 5          -               -       -         -          -          -
     Director
     Financial         Grade 6          4               2       -         -          -          2
     Manager
    Accountant         Grade 7          2               -       1         -          -          1


   PAO / HOD           Grade 8          5               1       2         -          -          -        2


      SAO /            Grade 9          -               -       -         -          -          -         -
    Supervisor
    Accounting        Grade 10         10               1       3         -          1          3        2
      Officer
Trainee Accountant     Grade            6               2       2         -          -          2         -
                        10 - 8
     Assistant        Grade 11         17               7       5         1          2          1        1
Accounting Officer
Senior Accounting     Grade 12          2               1       -         -          -          1         -
 Assistant Officer
 Clerical Assistant   Grade 15          1               -       -         -          -          -         -


                        Total          47               14     13         1          4         10        5




                                                   17
8.1 Strategies to Achiever Employment Equity Goals


   1) All African & Colored fixed term/temporary staff members in the Division will
      have their contracts reviewed with an intention of making them made permanent
      against the posts they currently occupy, if they meet the minimum requirements
      for the positions. This is line with the UKZN’s Council decision on the proposal
      to accelerate employment equity at the university.


   2) Selection Committees (which should include at all times a member of the Finance
      Division Employment Equity Committee), will be constituted for all levels of
      appointment (including fixed term/temporary appointments), deployments &
      secondments in the Division as from 31st July 2006.


      The constitution of such selection committees will be transparent in all respects
      and have optimal representation. As an additional measure all fixed-
      term/temporary appointment will be approved and forms signed off by the CFO as
      the primary budget holder of the Division.


   3) A database of all African & Colored & Women staff in the Division detailing the
      staff’s qualifications, current positions and peromnes grades, work experience,
      skill set, and career aspirations within the division will be compiled.


      This database will be referred to, in the first instance, to identify, target and guide
      internal recruitment for new & vacant positions, deployments and secondments
      within the Division, to identify training & development needs for staff as well as
      to identify the individual career paths of staff within the Division. The database
      will be updated from time to time to ensure validity and accuracy.




                                            18
4) A new band of Trainee Management positions will be established by converting
   four unoccupied new posts in the Division’s structure for developmental
   purposes.


   The aim and overall objectives of the Trainee Management positions are:


      1) To attain the requisite competency levels of staff to management positions
      2) To provide an effective succession planning and the development tool for
             staff into Financial management positions;
      3) To bridge and smoothen the transition from Senior Professional levels to
             management level through promotion; and
      4) To provide excellent motivational and retainment tool for qualified and
             high performing staff.


   The posts will report directly to the Deputy Director or Director (whichever is
   applicable) in the four different functional areas of the Division, who will be
   primarily responsible for the incumbents development as per the designed
   program. The posts are envisaged to have an estimated Peromnes band grading of
   Grade 7 – 6.


   A developmental program to provide the requisite competency levels and to equip
   Financial Managers with managerial skills (technical, people management,
   supervisory communication skills etc.) is to be drafted by senior management in
   the division with minimum requirements, and advancement milestones within the
   band in consultation with the Human Resources Department and the Equity
   Office.


   It is envisaged that due to the imbalance depicted by the Divisions Equity Profile
   particular in management, the first appointments to these posts should be targeted
   at qualified & high performing African & Colored and Women within the
   Division through the university recruitment processes.



                                         19
   If, through the selection process, it is ascertained that no suitable candidates are
   selected from the aforementioned groupings internally, efforts to recruit from this
   within the from the general public should be pursued with vigor by obtaining a list
   of ex Graduates of the university from the university alumni office and/or
   headhunting Thereafter, if still not successful, candidates in other groupings will
   be considered.


5) The filling of Trainee Accountant positions (Grade 10 – 8) in the Divisions
   structure will be targeted particularly towards African and Colored staff. The
   utilization of these progression posts to achieve employment equity will yield the
   following advantages:


   a) An effective development & succession planning tool for African and Colored
      staff
   b) An excellent advancement tool between the junior professional level to senior
      professional level, which have been identified as lacking in African and
      Colored staff representivity.
   c) An effective motivational and retainment tool for ambitious and qualified
      junior African and Colored staff.


   A developmental program to provide the requisite competency levels and to equip
   Trainee Accountants with requisite skills is to be drafted by senior management in
   the division with minimum requirements, and advancement milestones within the
   band in consultation with the Human Resources Department and the Equity
   Office.




                                       20
6) A database of current university students studying towards accounting
   qualifications, and unemployed accounting graduates will be compiled detailing
   previous qualifications, current positions and peromnes grades, work experience,
   skill set, and career aspirations within the division. A fixed number of students
   and/or ex Students of the institution will be listed on the database and will be
   sensitized towards races & gender in accordance with regional demographics and
   the Division’s equity profile from year to year. .


   This database will serve as a new ‘temporary pool’ for all temporary staffing
   requirements and facilitate a seamless resource sourcing and allocation of quality
   human resources to the Division. This temporary pool will also be utilized for
   recruitment to permanent positions when no internal permanent candidate can be
   appointed to established posts.


   This temporary pool will be in operation with effect from 1 January 2007 to be
   utilized by Finance management in sourcing temporary staff for the Division in
   the first instance and to fill permanent staff where there are no internal permanent
   candidates found to fill a post.


   A rules, regulations and policy document to guide the formation, recruitment of
   this temporary pool and govern the operations of the pool and will be drafted by
   the Finance Division in consultation with the Human Resources Division, the
   Equity Office and then widely circulated to all management and staff.




                                        21

								
To top