EMPLOYEEATTRACTIONANDRETENTIONPOLICY

1. PREAMBLE

1.1. Purpose
Thepurposeofthisdocumentistosetouttheemployeeattractionandretentionpolicyfor
theUniversityofFortHare.

1.2. Strategicobjectivesoftheuniversity
ItisgenerallyagreedthattheachievementoftheUniversitysstrategicobjectivesislargely
dependent on its ability to attract and retain high calibre individuals. This is particularly
important with regard to defined critical occupations, strategically critical individuals and
ensuringadequatesuccession.

2. PRINCIPLES

2.1. Attractionandretentionrestsonthefollowingkeyprinciples:
2.1.1. Managingpeoplewelltoensuredirectedandmotivatedemployees.
2.1.2. Payingpeoplecompetitivelyandrewardingsuperiorperformance.
2.1.3. Developing people and retaining the best by providing perpetual learning and
challenge.
2.1.4. Establishingaworklifecultureandclimatethatisattractiveandsupportive.

2.2. Eachofthefourprincipleshastobeweighedandbalancedwithinapracticalattractionand
retentionstrategy.

3. OVERACHINGPOLICY

Attraction and retention policy operates within the boarder initiatives of talent management.
These include, but are not limited to, skills development, staff development, mentorship,
performancemanagement,employmentequityandemployeerelations.

4. INITIATIVES

4.1. A formal collaborative process between Human Resources and Line Management will be
employed to identify candidates, but attraction and retention remains primarily the
responsibilityoftheLineManagement.

4.2. Attractionandretentioninitiativeswillincludemonetaryandnonmonetaryinterventions,
andwillbeapproachedobjectivelyandholistically.


4.3. The University shall recruit strategicallycritical individuals whose attraction and retention
are critical to ensure the achievement of key strategic goals. Although not mandatory,
candidatesinthisgrouparelikelytobeseniordecisionmakers.Theidentificationofthese
keyindividualsisbasedonasetofguidingcriteriawhichrestswithinthediscretionofthe
ExecutiveManagementTeam.

4.4. TheUniversityshallidentifycertainsuccessioncandidates.Thiscategorycomprisesagroup
ofindividualsidentifiedforsuccessionpurposesasdemonstratedbytheirperformanceand
potential, inclusive of the employment equity candidates. This involves identification of
individualswithpotentialtoadvancetokeypositionswithintheUniversity.

4.5. TheUniversityshalladoptmarketandbestpracticesinitsinitiativestoattractandretain
employees.ThiswillbeachievedbyretainingemployeeswhoseetheUniversityasagreat
place to work in and this is determined largely by the quality of leadership and good
managementpracticeswhichentail:
4.5.1 Remuneratingemployeeswell
4.5.2 Rewardingexceptionalperformance
4.5.3 Developingemployees
4.5.4 Communicatingopenlyandsharinginformation
4.5.5 Caringfortheiremployees
4.5.6 Recognizingachievementpubliclyandcelebratingsuccesses
4.5.7 Nottoleratingpoorperformance
4.5.8 Developing and maintaining a reputation as being an employer of choice. This
reputationisoftenbestpromotedbyownemployees

4.6. Learnerships andInterns. Aspartofpromotionofskillsdevelopment,theUniversityasan

academicinstitutionshalltakealeadinencouragingfaculties/departmentsandunitstotake
on board learnerships and interns. The Human Resources shall champion this cause by
ensuringthatatleastonepercentofemployeesareonlearnershipprogramsandinternsare
scatteredaroundthefaculties/departmentsandunits.

5. ACTIONS

5.1. Inattractingandretainingofemployees,theUniversityshallemploythefollowingactions:
5.1.1. Monetary interventions. Salary surveys will be used to benchmark salaries and
benefits accurately with at least one standard salary survey for all staff categories
perannum.

5.1.2. Guaranteedsalary.Tomaintaincompetitiveguaranteedsalariesofemployeeswith
critical occupations on the 75th percentile of the national market for certain staff
categoriesindicatedin4.3and4.4above.Seniormanagersmustcontinuallyensure

thattheyhaveuptodateinformationwithregardtoemployeesinthecriticalskills
categoryandensurethattheirpackagessupportretention.

5.1.3. Exit and retention interviews. Turnover of staff will be reviewed quarterly and
interpreted by the Executive Director: Human Resources who will identify and
address areas of concern with regard to remuneration in consultation with other
seniormanagers.TheExecutiveDirector:HumanResourceswillreporttoExecutive
Management Team from time to time. Line Managers shall conduct retention
interviewsasanongoinginteractiontoensurethattheUniversityunderstandsthe
issueswhichmayincreasetheriskoflosingkeyskills.

5.1.4. Market Premium on Guaranteed Salary. In certain defined cases, it may be

necessary to pay a market premium to attract or retain skills within critical
occupations. This should be decided by the ViceChancellor and the Executive
Director:HumanResoucesaccordingtothefollowingprovisions:
5.1.4.1. The market premium is used primarily when the market has changed
quickly
5.1.4.2. Themarketpremiumissetatamaximumamountofupto15%above
currentguaranteedsalary
5.1.4.3. Themarketpremiumisdefinedasaseparateitemintheremuneration
package,distinctfromtheguaranteedsalary
5.1.4.4. Themarketpremiumisnotguaranteedandcanberemovedoradjusted
in consultation with the employee as circumstances dictate or as the
guaranteedsalaryisbroughtinlinewithmarkettrends

5.1.5. Benefits.Thisincludesthefollowingbenefits:
5.1.5.1 Pension/Providentfund
5.1.5.2 Medicalaid
5.1.5.3 Grouplife
5.1.5.4 Housingsubsidy
5.1.5.5 Staffhousingwhereemployeespaynominalrental
5.1.5.6 Studyassistanceforemployeesandtheirdependants
5.1.5.7 Leave
5.1.5.8 Research/sabbaticalleave
5.1.5.9 Sickleave
5.1.5.10
Staffdevelopmentleave

5.2. NonmonetaryInterventions.Thesedependonmanagementskillandeffort,areoftenless
tangibleandarealsofarhardertocopy.

5.3. Management interest and accessibility. A culture of caring, knowing and interest can be
established if the leadership and the middle management and supervisory personnel

develop this behavior as a strength that adds significantly to retention and wellbeing of
employees.

6. PERFORMANCEMANAGEMENT

6.1. While high performance and critical skills may be rewarded, poor performance must be
adequatelymanaged.Marketleadingpracticesthriveinahighperformanceculture.

6.2. Personnel and Career Development. Personal and intellectual challenge rate as a top
priority amongst skilled employees. The University is in the position to aid attraction and
retentionofskillsandkeyemployeesbyproviding:
6.2.1 Formaltrainingbymeansofsubsidizedstudyassistanceprogrammes
6.2.2 International;exposure/experiencebymeansofseminarsandworkshops

6.4 QualityofLife.TheUniversityboastsanenvironmentthatenhancesthequalityoflife.The
Universityprovidesfacilitieswhichincludecleanofficeenvironment,security,housingunits,
subsidized water and electricity, subsidized staff meals during office hours, sports and
recreationfacilities.

6.5 Support Services. The University provides quality support services including, Human
Resources, Administration, Payroll, Technical and Information Technology Support which
reducesbureaucracyandenhancesqualityoflife.Managersshallreceiveconstantcoaching
on management of subordinates as their behaviour is a key determinant of how people
experiencetheirimmediateworklives.Managersshalltakestepstopromoteapositiveand
enablingclimateforperformancetotakeplace.

6.6 Recognition. The University shall create a well managed recognition program that can
contributetowardsconsiderablecontributiontothewellbeingofemployeesandtheculture
oftheUniversity.

7. IMPLEMENTATION

7.1. Thegovernanceandmanagementstructureregardingattractionandretentioninitiativesis
madeupofthefollowing:
7.1.1 LineManagementshallberesponsibleforthepreparationofnominations,
motivationsandmanagementofstaff.
7.1.2 HumanResourcesDivisionshallberesponsibleforreceivingandproposing
selectioncriteria,reviewingallnominationspriorandpreparingallmatters
forapprovaltotheViceChancellor.
7.1.3 The ViceChancellor: all issues regarding attraction and retention will be
approvedbytheViceChancellor.

8. CONTROL,REPORTINGANDAUDITING
8.1Theattractionandretentioninitiativesaresubjecttosoundandaccountablemanagement
practices.Thesewillbeachievedthrough:
8.1.2 Control:TheattractionandretentionprocesswillbefacilitatedbytheExecutive
Director: Human Resources who will review turnover reports , surveys and any other
informationandwillreportformallytotheExecutiveManagementTeam.
8.1.3 Reporting:Theformalreportsmentionedabovein8.1.1willbetabledeverysix
monthsandwilldetailthestatusofattractionandretentionaswellasrecommendation
andimprovements.
8.1.4 Auditing: Internal audit will be conducted into remuneration practices for the
attraction and retention candidates once a year to ensure compliance and sound
practice.AformalreportwillbeissuedtotheAuditCommitteeforapproval.