Personal performance system (PPS) update

Last week, Vice-Chancellor Dr Max Price recommitted UCT managers to the Personal Performance System (PPS). The Human Resources Management Department also detailed the last steps to be concluded in the current cycle of review of PASS staff performance. Monday Paper can also report that UCT management and the newly-formed UCT Academics' Union (UCTAU) is continuing with discussions on a way forward.

Dear colleagues

I am writing to you following an earlier communication you received from Professor Martin West in April 2008 which indicated the important decision made by the UCT executive relating to performance management for Professional Administrative and Support Staff (PASS) at the University of Cape Town. This followed the conclusion of a thorough process of documenting a performance system that is in line with the 2008 collective agreement entered into with the UCT Employees Union in respect of the Personal Performance System.

I wish to underline and confirm the University Executive's accountability and responsibility for the implementation of the Personal Performance System.

The strategic ownership of the Personal Performance System at the University vests with the Vice-Chancellor. Furthermore, all Deputy Vice-Chancellors are accountable for the effective implementation of the Personal Performance System via their respective line manager reports such as the Executive Directors, Directors for PASS departments, Deans and Heads of Departments for Faculties as well as Academic Departments.

As has been outlined in the April 2008 communiqué, the implementation of the Personal Performance System will be a key part of the formal performance requirements of managers throughout the University.

Regrettably - and for various reasons - there has been a delay in completing the documentation on the Personal Performance System. This has now been concluded and we have also commenced the process for building line management capacity and staff understanding of the system.

The Personal Performance System Guide, that will serve as a management tool will soon be made available on the Human Resources website. The Human Resources Management Department is also currently involved in a process to source training providers who will assist in rolling out a series of training interventions throughout the University.

I would also like to stress that while the Human Resource function has an important role to play in supporting the implementation of the system, accountability for implementation rests with line management.

I would like to commend line management for having set objectives for their staff, in line with our existing principles and practice of performance management, and remind you of the date of our formal final review with staff, set for completion by 31 October 2008.

In implementing the agreed Personal Performance System we will strive continuously to improve the system both in design and in application so that it is a key method of aligning staff performance with a view to advance the vision of the Institution. It is also a key aspect in individual staff development.

Yours sincerely
Dr Max Price
Vice-Chancellor