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					       PERSONAL PERFORMANCE SYSTEM




A SUBSTANTIVE AGREEMENT ENTERED INTO BETWEEN




         THE UNIVERSITY OF CAPE TOWN

     (Hereinafter referred to as “The University”)




                         AND




  UNIVERSITY OF CAPE TOWN EMPLOYEES’ UNION

       (Hereinafter referred to as “The Union”)
                 SUBSTANTIVE AGREEMENT BETWEEN THE
        UNIVERSITY OF CAPE TOWN AND THE UCT EMPLOYEES’ UNION

                       PERSONAL PERFORMANCE SYSTEM


1.   PREAMBLE

     1.1.   This is an addendum to the Substantive Agreement on salaries and
            conditions of employment, covering the parties’ agreement on the
            implementation of a Personal Performance System at the University of Cape
            Town.

     1.2.   The Personal Performance System will be implemented for employees in
            Payclasses 5 to 12, inclusive. It will exclude members of the Management
            Negotiating team who fall within the UCTEU Bargaining Unit, in order to avoid
            a conflict of interest.


2.   PERSONAL PERFORMANCE SYSTEM

     2.1.   The Vice Chancellor of the University of Cape Town agrees that strategic
            ownership of the Personal Performance System at the University vests with
            the Vice Chancellor. The Vice Chancellor undertakes to make a formal
            statement to the University management and staff, in this regard, upon
            signature of this agreement. The Vice Chancellor agrees to draft the
            statement in consultation with the UCTEU.

     2.2.   All Deputy Vice Chancellors are accountable for the effective implementation
            of the Personal Performance System via their respective line reports, such as
            Directors and Executive Directors for PASS Departments, and Deans for
            Academic Departments.

     2.3.   The implementation of the Personal Performance System will henceforth form
            part of the formal performance requirements of managers at various levels of
            management within the University. The detail of what constitutes satisfactory
            implementation will be by agreement with recognised Staff Bodies, and will
            form part of this Substantive Agreement.

     2.4.   Deputy Vice Chancellors will be accountable for ensuring the effective
            implementation of Personal Performance System.

     2.5.   The Deputy Vice Chancellor with the portfolio for Human Resources will
            implement a system that will assist in identifying emerging problems, in the
            implementation of the Personal Performance System. This System will be
            implemented on signature of this Agreement.

     2.6.   Accountability for the implementation of the Personal Performance System
            rests with line management, while the role the Human Resources Department
            is to support line management and staff with its implementation.

     2.7.   Through the University’s Staff Development Committee it will actively seek
            effective integration of staff development and training programmes with
            performance management.

     2.8.   The Human Resources Department will put in place a system of development
            and training of line management, senior management and staff on Personal

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            Performance, within three (3) months of signature of this Agreement, in order
            to afford them the opportunity to fully understand the implementation needs
            thereof. The University’s Staff Development Committee will review
            participation in these training programmes for a maximum of six (6) months
            after implementation.


3.   FINAL PERFORMANCE REVIEW

     3.1.   Line Managers will at the final review of their staff’s performance tell them
            where they are located within the performance band, which will fall within one
            of seven (7) in the current performance structure. This recommendation will
            be formally recorded.

     3.2.   The consolidated assessments are reviewed by an internal Faculty/PASS
            Committee, to ensure consistency within the Faculty or Department.

     3.3.   Both parties recognize that the implementation of the personal performance
            management system must have reasonably predictable cost implications for
            the purposes of financial planning ("affordability"). Once the system is fully
            and appropriately implemented the system will achieve a steady state that will
            meet the requirements of sound financial management. However, during
            implementation, it is agreed that affordability will be defined at the level of the
            remuneration system as a whole, and will be understood as the maximum
            permitted skewedness above the midpoint of the agreed payline. The
            maximum permitted positive skewedness will be agreed as part of the
            substantive agreement on salaries adjustments for the following year.

     3.4.   The University’s Human Resources Department will produce a single,
            standard set of documentation for the entire process, objective setting
            through to appeals, and this will be used by all Faculties and Departments as
            a minimum.

     3.5.   A joint review forum consisting of at least three (3) members of the UCTEU
            Executive, an HR Advisor and a DVC shall meet bi-annually to track progress
            made on the implementation of the Personal Performance System. This is not
            to review individual cases.


4.   APPEAL

     4.1.   A member of staff may appeal of the performance review process, if she/he:

            (a)    believes that the procedure followed was unfair; or

            (b)    that the outcome was unreasonable in terms of performance
                   objectives that were set.

     4.2.   In the first instance, a staff member has the option to appeal to a Dean or
            Executive Director of that Faculty or PASS Department within ten (10)
            working days of the rating and the outcome of the rating.

     4.3.   If the appeal filed in terms of this clause 4.2 above, remains unresolved, the
            staff member will have a further ten (10) working days within which to appeal
            to a committee chaired by the Executive Director: Human Resources. The
            Appeal Tribunal will be constituted by the Executive Director: HR, the


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             Executive Director or Dean in whose area the appeal arose, the DVC
             responsible for HR and the UCTEU President or his/her nominee.

      4.4.   An appeal filed in terms of this clause 4.3 above, shall be concluded within
             fifteen (15) working days of the date on which it was filed. The decision of the
             Appeal Tribunal shall conclude the internal appeal process.

      4.5.   The Appeal Tribunal, based on the needs of the case, may request the
             appellant to appear, although the appellant is not under an obligation to do
             so. If the appellant does appear, he/she will have the right of representation.
             Where the appellant exercises the right not to appear, he/she should put in
             writing any questions directed towards them.

      4.6.   The Executive Director: Human Resources will compile a report of the
             appeals filed with its committee, within thirty (30) days of having heard the
             appeals, and make a copy available to the union. This report shall only
             contain the number of appeals, the payclass and area from which the appeal
             originated. The names of staff members shall not be reflected.




Dated at RONDEBOSCH this ……day of December 2007.



On behalf of the UNIVERSITY                               Witness:


……………………………………….                                          ……………………………




On behalf of the UCT EMPLOYEES’ UNION                     Witness:


………………………………………...                                        ……………………………..




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