Qwa qwa improvement plan 2013version 4 9pdf 1

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QWAQWA CAMPUS IMPROVEMENT PLAN

2013-2020

2

SPECIFIC

INITIATIVE

PLANS AND ACTIONS PERFORMANCE

INDICATORS

RESPONSIBILITY RESOURCES TIME PROGRESS TO DATE

SECURITY

• Appointment of Head of Campus Security

• Appointment of Investigating Officer

• Address security complement

• Address current electronic security monitoring

deficiency

• Repair turnstiles and intercoms at residences

• Supervision plan for Residences security

• Evaluate coverage of security cameras

• Introduce electronic performance management

system for security personnel

• Control over vehicle entering premises

• Control over pedestrians entering premises

• Secure perimeter wall for campus

• Security Awareness programmes

• Engage Local Municipality in respect of Blue

Gum Bosch

• Strengthen OHS committee

• Install panic buttons at appropriate points

• Agreed Security Plan

• Quarterly Reports

• Visible Security personnel

• Improved security control centre

• 24/7 electronic monitoring (real time)

• Reduced campus crime

• Positive/Improved Staff Surveys

• Positive/Improved Student Surveys

• Report/log on vehicle entry

• Record of authorized entry

• Secure perimeter wall

• Security staff and students

• Safe pedestrian route

• Internal and External Audits

• Reduced Crime and other safety

concerns

• Real time security interventions

• Campus Security Head

• University Head of Security

• Campus Vice-Principal: Support

Services

• Deputy Director: Student Affairs

• CIT

• CIT

• CIT

• Physical Planning

• Campus Management



• CIT

Available

Available

3 x Full time officers for

control room + 7

additional officers

N/A

July 2013

September

2013

June 2013

Ongoing

Ongoing

2013

2013-2020 (7 phases)

2013 and ongoing

2014

2013

2013

• Head of Security

Appointment

• Interim

arrangements for

electronic security

monitoring

CAMPUS ENVIRONMENT

The campus is well laid out and provides ample opportunity for future growth. The physical infrastructure and ground layout provides an ideal learning ambience for staff and students. In order to utilize the physical elements to advantage there is a dire need to address the inhibitors to optimizing learning in its current environment

KEY PRIORITIES

• Security

• Gender-based matters

• Student transport

OBJECTIVES

• Resolve adequacy of security

• Develop an effective campus security plan

• Investigate allegations of gender based transgressions

• Formalise approach for dealing effectively with gender transgressions

• Evaluate current student transport system

• Develop a long term solution for student transport

3

GENDER

TRANSGRESSION

• Assess findings of Task Team (March 2012)

• Develop/re-enforce a code of conduct for staff

and students

• Develop a modus operandi to investigate

alleged gender transgressions

• Strengthen awareness of respect for women

and need to expose transgressions

• Establish Forum/ Advice Desk for Gender

Transgressions

• Create hotline for reporting transgressions

• Involve staff and students in relevant gender

and other programmes

• Extend Desk/Forum to include Community

• Defined plan of Action

• Agreed code

• Awareness of code of conduct

• Agreed Plan with Campus Community

• Common understanding of respect for

all and equally for women

• Fearless reporting of transgressions

• Terms of reference for Forum

• Launch of Forum

• Policy for using hotline and dealing

with complaints

• Regular Programmes

• Community involvement


• Campus Principal




• Forum Task Team


• Forum

• Forum

R120 000.00

2013

Ongoing

2013

Ongoing

2014

Ongoing

2015

Awareness strengthened in

meetings between various

clusters of staff and students

and Campus Principal

STUDENT

TRANSPORT

• Analyse current financial impact of student

transport

• Consider alternative approaches

• Conduct student survey on current arrangement

and client preferences

• Implement indemnity procedures to manage

university risk

• Reliable data for decision making

• Efficient and economical transport

solution

• Client satisfaction

• Completed indemnity forms/notices


Services


• Legal department and Director:

Student Services

No change to current

resource implication,

except for possible

investments with future

payback

2013

2014

2013 & ongoing

4

INTELLECTUAL CULTURE

A robust interrogation in various matters relating to how best to deliver the best academic experience for students will assist in finding solutions to the key priorities

KEY PRIORITIES

• Integration

• Mentorship

• Curriculum

• Academic responsibilities

• Permanent Academic Staff

OBJECTIVES

• Provide equal opportunity for faculty staff at Qwaqwa

• Establish a mentorship programme for senior staff from Bloemfontein to develop junior staff at Qwaqwa

• Involve Qwaqwa faculties in re-curriculation process and specifically the curriculum in Qwaqwa

• Introduce compulsory tutorials for all modules and appropriate scaffolding

• To ensure faculty Deans have full oversight and accountability of Qwaqwa academic business

• Improve on the current ratio of permanent academic staff to temporary staff

SPECIFIC

INITIATIVE

PLANS AND ACTIONS

PERFORMANCE

INDICATORS

RESPONSIBILITY

RESOURCES

TIME

PROGRESS TO DATE

INTEGRATION • Develop faculty based mechanisms for

integration of campus staff

• Provide faculty staff with equal opportunity

• Meetings

• Planning workshops

• Examiners, Exchange of Lecturers

• Deans

• Campus Vice-Principal: Academic

Additional budget for travelling and subsistence

2013

MENTORSHIP • Development of mentorship programme

• Selected topics taught by senior staff of

Bloemfontein in Qwaqwa

• Senior staff from both Bloemfontein and Qwaqwa to engage in specific mentorship activity of junior staff on campus

• Improved lecturers

• Graduate Output

• Increase in Publications

• Improved staff qualifications and

graduate output

• Deans

• Campus Vice-Principal: Academic

Additional budget for travelling and subsistence Technology enhancements to accommodate video links between campuses

2014

ACADEMIC

RESPONSIBILITY

• Revise faculty management model to include

Qwaqwa staff

• Review current academic reporting system

• Programme coordinators as members

of Faculty Boards

• Departmental Heads as members of

Departmental Committees

• Campus Vice-Principal: Academic as

member of Deans” forum and other

• Deans

• Vice-Rectors: Academic and Research

Additional budgets for Travelling and subsistence

2014 Campus included – assess impact

5

related Dean’s and Research

committees

• Satisfied Academic Staff

PERMANENT

ACADEMIC

STAFF

• Obtain information on SLEs

• Review the current permanent academic staff

ratio

• Evaluate the current norms

• Revisit the current practice of replacing senior

staff who resign or retire with junior staff

• Prioritise conversion from temporary to

permanent

• Review the current practice of junior lecturer appointments

• Status report

• Institutional Policy

• Strengthen academic departments

• Improved permanent academic staff ratio

• Programme Co-coordinators

• Campus Vice-Principal:

Academic

• Human Resources Department

Additional Salary Provision

2014

VISITING

PROFESSORS

AND POST

DOCTORAL

FELLOWS

• To utilize visiting professors (including some

retired professors from Boemfontein) to mentor

and capacitate junior staff on campus

• Where possible, post-doctoral research fellows can be used to mentor junior staff

• Improvement in graduate output and publications

• Improved academic discourse, graduate output and publications

• Faculty Deans

• Campus: Vice-Principal:

Academic


Additional funds for appointments

2014

6

CAMPUS CULTURE

It is evident that many of the issues raised in various reports utilized in preparation of this report have seemingly become less of a hurdle, as both students and employees have committed to addressing these matters. The priorities listed hereunder seeks to strengthen these commitment and take the discourse to a higher level

KEY PRIORITIES

• Residence Management

• House Committees

• Residence Rules

• Student Life

• Wellness

• Community and Campus Integration

• Barriers to Communication

• Green Culture

• Culture of mediocrity

• Campus Communication

OBJECTIVES

• Determine residence management needs

• Develop effective house committees

• Address current fragmented wellness services provision

• Develop consolidated plan for community and campus integration

• Enhance the effective use of language for academic improvement

• Ensure full consideration is given to “green” issues

• Develop a programme to enhance high academic achievement

• Improve the current communication on campus

• Align services and practices across campuses

7

SPECIFIC

INITIATIVE


INDICATORS


RESIDENT

MANAGEMENT

• Appointment of live residence managers

• Formalise student life programmes

• Supervision of Residences Security (see

Security)

• Control of Visitors Entering Residences – log

book

• 2 heads p.a. over 2 years

• Approved plan

• Organised activities led by students

• Reduced campus crime

• Visitors log book

• Positive/Improved Staff Surveys

• Positive/Improved Student Surveys



Services


(Residences)

• Head of Security

TBA

Available

(See Security)

N/A

July 2013

September

2013

June 2013

Ongoing

Ongoing

HOUSE

COMMITTEES

• Review current status and functions of house

committees

• Re-organise and establish functional house

committees

• Effective House Committees

• Approved House Committee

Constitution/Policy

• Effective communication

• Annual Orientation Programme for

new entrants to Residences


External Facilitator

R65 000

2014

Ongoing

RESIDENCE

RULES

• Review current rules and practice

• Review current residence admission criteria

• Approved (revised) admission criteria

and policies

• Implemented revised policies and

rules

• Student surveys


• SRC


2014

WELLNESS • Interim improvement to current infrastructure

• Re-organise the current informal activities to a

more substantive one

• Introduce week night cultural and related

academic directed activities on Wednesday and

Friday to divert attention from current negative

external influences

• Consider transport support for day students to

encourage attendance for evening student

activities

• Development of a spatial plan for student centre

• Establish a student supporters club

• Capacitate the student services department

• Investigate the establishment of a radio station

• Improved facilities for interim use

• Enhanced and positive academic,

social and sports activities

• Values based social interaction

• One student identity

• Student centre for enhanced student

experience

• One student identity

• Organised activities

• Functional radio station


• Sports/Cultural Officer

• SRC, DD: Student Affairs




• Campus: Vice Principal:SS

• Dean: Student Affairs

Available

Costs to be determined

R 18m

2 additional officers –

afternoons and

weekend basis only

R 500k

2013

2014

2014

2014

2014-16 (3

phases)

2014

2014

2015

8

• Consolidate Wellness infrastructure (Clinic,

HIV/Aids Unit, Counseling)

• Formalise the College System

• Enhance vibrancy on campus by creating a

forum for social interaction for staff and students

• One stop facility

• One Student Identity

• Sports and Social Activities

• United and supportive staff


• Dean: student Affairs


R 15m (7.5m p.a.)

TBA

2015-6 (2

phases

2014

COMMUNITY

AND CAMPUS

INTEGRATION

• Develop a consolidated plan to engage the

campus community in arts, drama, cultural

activities and indigenous knowledge systems

• Establish and strengthen the relationship with

the community in matters of arts, drama, cultural

recognition and indigenous knowledge systems

• Establish Landlords forum

• Establish Good Relationship with local chiefs

• Interact with local business forums

• Vibrant and diverse campus activities

• Students involved in non-academic

activities

• University engaged with community

• Standardized Accommodation

Community Support

• Community-UFS Review Board


• Co-coordinator: Community

Engagement

• DD: Student Affairs


TBA 2013

2014

2013

2013

BARRIERS TO

COMMUNICATION

• Enhance the use of the official medium of

instruction in all forms of communication

• Ensure that tutors re-enforce tutorials in the

language of instruction

• Ensure that only tutors proficient in the official

language of instruction are utilized

• Improved success and graduate rates

• All employees and students 2013

GREEN

CULTURE

• Develop an aggressive programme of “green”

awareness on campus

• Planting of trees

• Reduced energy costs

• Alternative energy e.g. solar

• Water tanks

• Protected lawns and gardens

• Beautiful environment and wind

protection

• All employees and students 2013

CULTURE OF

MEDIOCRITY

• Encourage high academic performance to take

advantage of bursaries and scholarship

• Refocus the functioning of the Financial Aid

Office

• Graduates of choice

• Awareness of rewards available to

high performing students


• Campus Vice: Principal: Support

Services

2014

CAMPUS

COMMUNICATION

• Establish a medium of regular communication to

staff and students

• Ensure common understanding on policies and

procedures

• Informed employees and students

• Workshop on critical institutional

policies



2013

Regular monthly

communication in place

9

SPECIFIC

INITIATIVE


INDICATORS


NOMENCLATURE • Finalise titles to address relevance and job

function

• Titles finalized by UMC • Rectorate N/A 2013

Campus Principal and

Campus Vice-Principals

finalized

Programme Co-coordinators

being finalised

PROGRAMME

QUALIFICATION

MIX

• Review current programme offerings and align

with socio and economic dynamics of area

• Align programmes to employment opportunities

• Offer a menu of subjects which can be

integrated amongst faculties

• Interdisciplinary Masters Programme

• Revised PQM

• Graduate employment surveys

• Integrated Programs

• Alternative to Master’s Degree Programme for staff and students

• Increase in Postgraduate output

• Increase in Publications

• Programmes Heads


Academic


Academic

TBA 2015

2016-17

RESEARCH

DEVELOPMENT

• Analyse the current research output for campus

• Implement a strategy for accelerating research

output

• Status report

• Plan for research output acceleration

• Senior Director: Research


Academic

TBA 2013

2014

ACADEMIC PROFILE

The undergraduate and post graduate output of the Campus is mainly centred on a few individuals and departments with high level qualifications and research strength. A robust plan with appropriate investment is required to accelerate the academic profile of the Campus

KEY PRIORITIES

• Academic Staff Qualifications

• Position Titles (Nomenclature)

• Review Programme Qualification Mix

• Research Development

OBJECTIVES

• Audit of current staff qualifications

• Finalise a development plan for staff without M or D qualification

• Review Programme Offerings

• Strengthen opportunities for improvements in research output

• Establish a means for fostering closer academic interaction with Deans and Heads

• Develop campus specific workload model

• Recognition of performance

10

• Appoint dedicated research mentors

• Strengthen Research Mentoring (see related

Mentoring issues under Intellectual culture)

• Provision of Research Funds for new research

initiatives

• Resuscitate Research Day on Campus

• Hold workshops on various aspects of research,

including writing for publication

• Provide administrative support for researchers

• Improve on current research incentives for staff

• 1 mentor per department

• Fast Tracked research projects e.g.

Montane Research Unit (NRF)

• Research Awareness amongst staff

and staff

• Forum for emerging researchers to

present their research initiatives

• Developed researchers and

supervisors

• Improved publication output

• 1 for Faculty of Natural Sciences and

1 for other 3 faculties

• Motivated Researchers



Academic




2013

2014

2013

2014

2014

11

SPECIFIC

INITIATIVE


INDICATORS


UPP & EP • Interrogate data on UPP and EP student

performance

• Consider cost impact on existing resources

• Offer UPP as a stand-alone programme

• Success rates and throughput rates

• Cost/Resource report

• Relevant Access Programme



Academic

• CTL (Access and Success)

TBA

2014

• Higher Certificate in

pipeline

UFS 101 • Expand roll out

• Evaluate impact

• Review provision based on evaluation report

• Increased number of students in

programme

• Impact Report

• CTL (UFS 101) 2014

WORKLOAD

MODELS

• Evaluate current status

• Develop a campus specific model

• Implement a Student – Lecturer consultation

• Status Report

• New workload model

• Specific lecturer consultation times

• Programme coordinators


Academic

2013

2014

2014

TEACHING AND LEARNING

The success and graduate rates cannot be improved without a better academic profile, changes in some poor practices of the past and serious intervention strategies in most aspects of teaching and learning. The improvement in teaching and learning will need an absolute commitment from both the Qwaqwa campus and the respective mother faculties.

KEY PRIORITIES

• University Preparation Programme and Extended Programs

• UFS 101

• Workload Models

• Methods of Academic Delivery and Staff Development

• Academic Advice

• Tutorial Provision

• English Proficiency

• Study Methods

• At Risk Modules

• Teaching Development Grant

OBJECTIVES

• Evaluate the success of UPP and EP

• Investigate the impact of UPP and EP on resources

• Strengthen implementation and evaluate the impact of UFS 101

• Review the provision of academic advice

• Determine the effectiveness of the current tutorial support programmes

12

• Investigate the current time table system

• Review the current system where students

enroll for higher level courses without passing

lower level courses

• Electronic systems

• Improved graduate rates

• Less Time Table clashes


• Program coordinators

• Campus Vice-Principal –

Academic

2014

METHODS OF

ACADEMIC

DELIVERY

• Consider cross teaching by lecturers from

Bloemfontein and vice-versa

• Explore the use of video streaming from

Bloemfontein and vice-versa

• Investigate the possibility of videotaping

experienced lecturers and using Blackboard to

advantage

• Consider class visits to assist junior staff

• Consistent Standards achieved

• Expert lecturers used to advantage

• Strengthened student learning

• Improved smart teaching/student

engagement

• Faculty Deans

• Faculty Head of Departments


• Campus Vice-

Principal:Academic

• CTL (SoTL and ASD)

2014

ASSESSMENT • Review the current practices to take into

account the specific constraints of Qwaqwa

• Qwaqwa lecturing to be part of a panel of

examiners and moderators to ensure

appropriate standardization

• Increase the number of professional markers

• Schedule of tests to ensure students

are priority

• Consistent standards maintained

• Equitable workloads

• Faculty Deans

• Faculty Head of Departments


• Campus Vice-

Principal:Academic

• Campus Vice-Principal

2013

2014

ACADEMIC

ADVICE

• Appointment of a coordinator

• Informed students • CTL (AA) 2014

TUTORIAL

PROVISION

• Evaluate current provision of tutorial services

• Assess effectiveness of the current facilitators

and their impact on outcomes

• Interrogate the strategies used to enhance

epistemological access

• Status Report

• Evaluation Report, success rates and

graduate rates

• Report on specific alternative

strategies used over and above

normal lecturing

• CTL (NATP) 2013

2013

2014

ENGLISH

PROFICIENCY

• Assess the impact of the current development

program

• Review program to include appropriate

measures relevant to the type of students at the

campus

• Impact report (success and graduate

rates)

• Revised/new programmes

• Appropriate Reading Programmes

• CTL (UAL)


Academic

2013/4

2015

STUDY

METHODS

• Introduce a programme exposing students to

different study methods

• Specific programmes within each

subject

• Programme as part of first year

orientation programme

• Student Development/VBL

• Campus Vice-

Principal:Academic

2013

2014

AT RISK

MODULES

• Develop an electronic early warning system to

ensure timeous intervention programmes

• Real time reports • Programme Co-coordinators


• DIRAP (development of EWS)

2014

13

MANAGEMENT AND LEADERSHIP

The positive developments in confirming the top structure has contributed to some direction in the form of this improvement plan. In addition the improved communication and involvement of stakeholders has already contributed to vibrancy on the

campus In the short to medium term critical issues of devolution of powers will be required, so as to ensure that the leadership can deliver on their mandate, whilst assuming full responsibility for the Campus

KEY PRIORITIES

• Management Structure

• Authority and Responsibility

• Communication Strategy

• Devolved Budget

OBJECTIVES

• Finalise Management Structure and position Titles

• Review the current lines of authority and responsibility

• Develop a structured communication strategy between Central Camus and Qwaqwa and internally within the Qwaqwa campus

• Devolve all academic and non-academic budgets to the campus

SPECIFIC

INITIATIVE

PLANS AND ACTIONS

PERFORMANCE

INDICATORS

RESPONSIBILITY

RESOURCES

TIME

PROGRESS TO DATE

MANAGEMENT

STRUCTURE

• Finalise position titles

• Review job descriptions

• Develop performance plans

• Established Top Structure

• Approved Job Description

• Agreed performance plan

• Rectorate

• Vice-Rector/Campus

Principal/Human Resources

• Line Managers & Employee

2013 Programme Co-coordinators

titles are currently under

review

AUTHORITY AND

RESPONSIBILITY

• Review current matrix of reporting lines

• Establish a system of control and management

within the campus while conforming to

institutional functionality

• Status Report

• Revised management and control

system within the campus

• Rectorate


2014

COMMUNICATION

STRATEGY

• Strengthen Lines of communication in all

institutional matters

• Establish an internal communication mechanism

• Campus to be included in all

communication

• Monthly Communique’

• Meetings with Unions, SRC and other

structures at least once a quarter

• Meetings with employees once a

quarter

• Ad hoc meetings with students in

Library, Cafeterias, Residences

• Management



• Campus principal


2013 Campus included – assess

impact

DEVOLVE

BUDGET

• Assess the current system

• Review alternative approaches

• Status report

• Devolved budget


• Rectorate

2014-15

14

EXTERNAL STAKEHOLDER RELATIONSHIP

The current status of a one-way relationship from the campus must be re-engineered to a reciprocal relationship. Management staff and students will play a pivotal role in addressing the issues listed hereunder and elsewhere in this plan

KEY PRIORITIES

• Community Trust and Respect

• Community Engagement

• Confidence in Graduates

• Service Learning

OBJECTIVES

• Re-establish trust and respect of immediate community

• Strengthen current community engagement initiatives in the area

• Market the quality of our graduates

SPECIFIC

INITIATIVE


INDICATORS


COMMUNITY

TRUST AND

RESPECT

• Aggressively market the new vibrancy of the

Campus

• Establish campus community liaison committee

• Media and community views/feedback

• Key community stakeholder

involvement


• Vice-Rector, Campus Principal

2013

2014

COMMUNITY

ENGAGEMENT

• Strengthen and expand current initiatives

• Evaluate current school’s intervention

programme

• Provide a platform for addressing critical

common concerns within and outside the

campus

• Report on community involvement

• Cohort of first time entry students

• Common projects benefitting both

campus and community

• Co-coordinator – Community

Engagement


2013

2014

GRADUATE

CONFIDENCE

• Establish a campus committee of academics to

address graduate placement and work

experience

• Placement of students • Programme Co-coordinators 2014

SERVICE

LEARNING

• To integrate meaningful Community Service

within academic instruction

• Stronger Communities

• Productive members of society

• Program Co-coordinators 2014

15

STUDENT LEADERSHIP AND GOVERNANCE

The development of a systematic process for SRC officials to be inducted and trained in the principles and structures that inform academic governance so that student representatives can become important agents of change at the institution, as well as

active drivers in achieving institutional-level goals which particularly affect their constituency.

KEY PRIORITIES

• SRC Constitution

• Training and development programmes for newly elected SRC

• Recognition of SRC

• Policies and procedures

OBJECTIVES

• To ensure inclusivity in student governance in terms of all other UFS student structures

• To provide equal opportunity for training and development for SRC

• To align student governance to broader vision and mission

• To empower SRC so that they can be effective

SPECIFIC

INITIATIVE

PLANS AND ACTIONS

PERFORMANCE

INDICATORS

RESPONSIBILITY

RESOURCES

TIME

PROGRESS TO DATE

SRC

CONSTITUTION

• Implement mechanisms for ensuring all

students and staff respect and support the SRC

constitution and student rights embedded

therein

• Common understanding and

acceptance of SRC Constitution

• SRC and Campus Management 2013

TRAINING AND

DEVELOPMENT

• Support the SRC for equal opportunity for

training and development

• Trained SRC • DD: Student Affairs 2013-4

SRC

RECOGNITION

• Include SRC in all relevant committees to

ensure that decisions/deliberations are inclusive

• Common understanding of campus

functioning ad decision making

• Campus Management 2014

EMPOWER SRC • Empower SRC by creating a common

understanding of institutional policies and

procedures

• Common understanding of policies

and procedures

• Director: Student Support

Services

2014

16

HUMANITY AND A SENSE OF BELONGING

Throughout the various reports it is very clear that some of the previous processes were unable to gel the campuses human capital. It is necessary to address the uncertainties of employees, as well as various alignment and other related issues as a

matter of urgency. The need to find phase in solutions is important to give effect to our Human Embrace Value.

KEY PRIORITIES

• Contract employees and vacant positions

• Alignment of positions

• Staff Accommodation

• Performance Management

OBJECTIVES

• Address permanent employees who have been on contract for over 3 years

• Address current disparities within campus and within the institution

• Evaluate need for staff housing options in order to attract academic and other employees in the critical skills set

• Address performance management within current policy

SPECIFIC

INITIATIVE

PLANS AND ACTIONS

PERFORMANCE

INDICATORS

RESPONSIBILITY

RESOURCES

TIME

PROGRESS TO DATE

CONTRACT AND

VACANT

POSITIONS

• Fill vacant positions with employees on contract

for more than 3 years and who meet the

requirements for the position

• Find phase in solutions for employees on

contract for a long time

• Correct position titles of employees transferred

post and all to other positions

• University to investigate possible unethical

practices of outsourced cleaning and gardening

provider in respect of minimum salary etc.

• Satisfied employees

• Correct staff establishment

• Satisfied employees

• Positive University Image

• Human Resources Division

• Relevant Departments

Additional costs of

conversion of contract

positions

2013

2013

ALIGNMENT OF

POSITIONS

• Investigate position and salary disparities • Satisfied employees • Human Resources Division 2013-4

STAFF

ACCOMODATION

• Evaluate options for staff accommodation • Qualified and experienced staff • Campus Management


2014

PERFORMANCE

MANAGEMENT

• Workshops on Performance Management to be

re-enforced for full understanding of processes

• Explain the process and criteria for awarding of

merit bonuses and additional notches

• Satisfied Employees

• Satisfied Employees

• Human Resources Department 2014

17

Documents

Qwa qwa improvement plan 2013version 4 9pdf 1