CODE FOR MANAGEMENT : EQUALISING OPPORTUNITIES PART 1: CREATION OF EMPLOYMENT RELATIONSHIP 1. JOB DESCRIPTION Job descriptions must clearly define responsibilities and outputs. Job descriptions can however change according to the operational requirements of the University. Minimum skills and capabilities required for a specific post must be clearly formulated. A specific and detailed job description will preclude irrelevant factors being taken into account when recruitment for a post is conducted. A job description identifying the specifications of the post and the person serves as a control to ensure suitable affirmative action appointments. All applicants will be judged according to the same standards as those stipulated in the job description. 2. ADVERTISING All vacancies will preferably also be advertised. Exceptions to this are regulated in the appointment guidelines and procedures in the management manual. a. Vacancies that are advertised externally must, at least, be placed in the media that are generally used by the majority of potential applicants in the area from which they are recruited, b. All advertisements must include the minimum as well as the recommended requirements for a post a. Where it is the intention to give preference to people from the designated groups, this intention must be evident from the advertisement (e.g. the University commits itself to equal opportunities). Consult with the Dept. Human Resources in this regard, b. Vacancies must be advertised externally if internal advertising does not permit the effective redress of the underrepresentation of designated groups. Advertisements should be made known as widely as possible internally (e.g. by means of notice boards, daily bulletins, 'kampusnuus'). 3. APPLICATION PROCEDURES In applying for a post, it will suffice for an applicant to complete a prescribed application form. Statements of references must be requested with respect to all academic positions and for shortlisted candidates in the case of non-academic positions. Application forms must request no potentially unfair discriminatory information, only information that is relevant to the specific requirements of the job. In cases where information with respect to race, gender or disability is required for statistical purposes, it will be indicated as such and the applicant may elect whether he/she is prepared to divulge such information.
All applications must be submitted for specific posts/positions. Where there are no vacancies the applicant will be informed accordingly. 4. RECRUITMENT AND SELECTION The University will, in accordance with the employment equity plan, give preference to the promotion and appointment of people from the designated groups, on condition that the person concerned is suitably qualified for the post (in respect of formal qualifications, relevant experience or prior knowledge) or, in terms of an evaluation, shows sufficient potential to acquire the required skills within a reasonable period of time. In the latter case, a mentor will be appointed to lend both personal and professional assistance, support and advice. Recruitment actions will only be based on criteria that are related to the minimum requirements of the job and the evaluated potential and skills of the applicant. a. Preferential appointments from designated groups will only be made in those categories of posts where there is no fair representation of the respective groups in terms of the employment equity plan. b. Specific recruitment efforts will be conducted to attract suitable applicants from designated groups. c. In circumstances where the employment of suitably qualified people from the designated groups is below the identified targets, or progress cannot be made, the employment of people who are not from the designated group must be justified as determined in the employment equity plan. a. Employment will be accessible to all people who are legally eligible to be employed according to the operational requirements of the specific post. b. When applicants are recruited and appointed, their qualifications, level of training and experience, and the suitability of the person as well as his/her potential, will be taken into account. c. Any checking of references will only be aimed at obtaining post-related, relevant and factual information (e.g. absenteeism record, qualities, shortcomings, research record, lecturing skills, reason for leaving the service of the previous employer, etc.). d. The recruitment and selection process will be transparent. e. In order to determine the effectiveness of the advertising strategy followed to reach suitably qualified people, a data basis will be compiled to monitor the number of such people applying for the advertised vacancies. The University, as a corporate role-player, will also liaise with professional organisations and interest groups that have suitably qualified persons from the designated groups as their members. Where applicable, vacancies that become available will be advertised through the communication networks of these organisations and interest groups.
5. APPOINTMENT Suitability will be determined with reference to qualifications, relevant experience and knowledge, and the potential to acquire the necessary skills within a reasonable period of time. a. Selection criteria may not discriminate, either directly or indirectly, against certain categories of people, except when it can be justified with reference to the inherent (indispensable) requirements of the job. b. A shortcoming in language skills with relevance to any of the official languages should not adversely affect applicants in cases where the specific language or the ability to use it is not an inherent requirement of the job. c. If use is made of testing, it should only be done to supplement information gathered during the process. Preference will be given to people from the designated groups in accordance with the stipulations of the employment equity plan and the affirmative action targets. a. The concept "capability" or "suitability" encompasses more than formal qualifications, it includes the following: Learning experience, potential and ability to develop and acquire the required qualifications. Relevant experience must be taken into account in cases where formal qualifications are lacking. Technical ability, leadership qualities and the ability to coordinate, to plan, to manage and to communicate. Emphasis on satisfying the minimum requirements of the job and not necessarily the appointment of the candidate with the highest qualifications. b. As far as is possible, the composition of the interview panels should be diverse, to reflect at least the race and gender of the applicant. c. Where possible, interviews will be conducted in the language in which the candidate feels most comfortable, unless proficiency in a specific language is one of the requirements of the post. d. In order to promote the appointment and integration of suitably qualified disabled persons, steps will be taken to accommodate such persons as reasonably as possible, subject to the requirements of the job and affordability. PART II: The appointment of persons from designated groups must be accompanied by purposef management and sensitising. MAINTENANCE OF THE EMPLOYMENT RELATIONSHIP 6. FAIR AND EQUAL CONDITIONS OF SERVICE All stipulations and conditions of service and staff practices will be continuously revised to eliminate all practices that discriminate unfairly on the basis of race, gender, disability, pregnancy, HIV status, family responsibility, marital status, colour, belief, political conviction, birth, ethnic or social origin, sexual preference, age, religion, conscience, culture or language. Where does exist, it must be related to factors inherent to the nature of the job or the achievement of the objectives of affirmative action. a. Where there is differentiation in employment conditions it must be justified with reference to objective factors such as the content of the post; the performance of the person who holds the post according to generally acceptable criteria; service years, etc. b. Where possible, people with family responsibilities must be reasonably accommodated to
be able to meet those responsibilities. c. Where reasonably possible, changes must be brought about to make access to the workplace easier to accommodate the special needs of physically disabled employees. a. The University realises that its employees represent diverse cultural groups and it will endeavour to promote understanding and appreciation for this cultural diversity in the training programmes. b. Although the University's primary language of tuition is Afrikaans, it must ensure that it can effectively communicate with employees who are not proficient in Afrikaans. c. Management will ensure that the policy of sexual harassment is readily available to all employees and is enforced. d. Any action by a co-worker who undermines the human dignity of another employee, or prevents him/her from carrying out his/her duties to the best of his/her ability, will be potentially tantamount to unfair. Such action must be handled according to the employment equity plan. 7. EDUCATION, TRAINING AND DEVELOPMENT The University confirms that it has a responsibility and a duty to provide opportunities for the development of its personnel. Employees will be reasonably accommodated to make use of recognised education, training and development opportunities that are related to the requirements of the University. Management will actively assist with the development of employees. Individual employees must, however, also accept responsibility for their own development. All employees must have access to educational, training and development opportunities offered, without unfair and which are applicable to all employees on a uniform basis. a. Selection for education, training and development must be done in such a manner that the people from the designated groups have preference, in accordance with the operational requirements of the specific post and the employment equity plan and its proposed targets. b. Accelerated training is necessary to bridge the gap between poor educational qualifications and the educational requirements of the post. Efforts will be made to enable employees from designated groups to get the opportunity to reach the required standard of education. c. The development of a succesion plan must take into consideration the objectives of each department as well as the implementation of employment equity. a. The performance management system must be used to identify the development areas and strong points of employees. b. All educational and development programmes will be continuously evaluated to determine their effectiveness in support of the employment equity policy. c. Employees will have the opportunity to apply for relevant training courses and nominate themselves for them. Management can also nominate candidates for training, in consultation with the employees concerned. Any objection with respect to any training opportunity can be taken up with Human Resources. Steps to create an awareness of diversity are incorporated in training and other educational processes.
8. CAREER PLANNING AND PROMOTION Individual employees accept responsibility for their own career development. Management accepts co-responsibility for the career planning of employees. The general prohibition of unfair is applicable. a. At least those who are appointed according to the implementation of the employment equity plan must, as far as is possible and if necessary, have access to mentors in order to integrate them successfully. b. Upon promotion, preference must be given to competent people from designated groups in accordance with the objectives of affirmative action and the employment equity plan. In a formal mentorship programme, provision is made for regular monitoring, support and evaluation of the programme. Inter-cultural communication and cross-cultural advice should be addressed in the mentorship programme. 9. PERFORMANCE MANAGEMENT Performance management is viewed as an integral part of the critical performance areas (CPA) of environmental heads. This is also applicable to employees who are already in existing bargaining-structures. Employees and management accept joint responsibility for effective management of performance. Performance management is used as a foundation for personnel decisions (e.g. regarding unsuitability/ incompetence, succession planning, recruitment, selection, promotion, remuneration, etc.). Evaluation of performance is done with reference to the achievement of agreed objectives and in ongoing consultation with the employee. Real performance is used and is measured according to objective criteria. The normal performance management system should facilitate training programmes such as induction, bridging and accelerated development programmes. Performance evaluation must be based on realistic objectives. 10. TERMINATION OF SERVICE Termination of service will be fair. The reasons for resignation will be established to determine whether it is related to unfair or diversity-related issues. Termination of service will not be done on the basis of unfair discriminatory grounds.
All employees from the designated groups who indicate that they intend to resign will be requested to attend a resignation interview in order to determine the reasons for their intended resignation. Any information that may be related to employment equity will be evaluated and forwarded to the office of the senior manager responsible for employment equity. This resignation interview will be conducted by the environment head concerned. Note: designated groups (target groups for affirmative action) include black Africans, coloured people, Indians, women and people with disabilities. The aim of employment equity and affirmative action must be to achieve a fair representation of all the respective designated groups. For example, the appointment of 80% coloured people is inadequate as black Africans, women and people with disabilities are then still proportionately under-represented.