Abstracts

Sunday 15 October 2012

14.00-15.30: Concurrent discussion/workshop/case study sessions

Discussion papers 1

Presenter 1: Dave van Eeden, Global HR Innovations, South Africa

Title of Presentation: Leadership and Team Visioning - background and a process

Abstract: Personal vision and self-knowledge are important requisites of both effective leaders and effective followers.

The content will include the background to personal vision including theory and models, the integration of personal vision into team vision and the processes that would be followed in integrating and aligning vision in a team context.

Examples of visioning exercises and the implementation of the process will be provided.

Presenters 2: Professor Johan Grobbelar, Anita Lombard and David Mocwana

Title of presentation: Realising Personal and Institutional Dreams - the role of university staff unions in instituional and human resource wellness and management

Abstract: Since the establishment of trade unions at academic institutions, they have become role players in all spheres of the institutional functioning, such as human resource issues, skills development, performance management, wellness in the workplace, the formulation of new workplace policies, several management issues and the financial sustainability of the institution. Although salary negotiations are the most important function of a union(s) in the workplace, it is of cardinal importance to have a qualified and stable workforce at academic institutions. Therefore, trade unions should fulfil two important roles i.e.: a supportive role (management and personnel), whilst at the same time being a watch dog to ensure equity, equality, fairness and wellness in all spheres. Management should recognise the benefits of supportive unions in the workplace. This becomes even more prevalent when recognised unions at an institution conclude co-operative agreements regarding negotiations for staff benefits and staff development. This implies a high degree of trust in all matters of the institution’s functioning.

Unions in a higher education environment can play a constructive role in realising dreams and goals over a wide front in the workplace. Sharing experiences and know-how can help institutions to embrace their most important asset, namely their human capital and to create a healthy environment in which workers can develop, flourish and dreams be realised.

At the University of the Free State, two personnel unions have perfected co-operation in a higher education environment, in order to support staff members in realising personal goals and dreams, and furthermore to support the institution to realise dreams of financial sustainability and optimal wellness and well-being of staff members and their families.

Examples of workable plans, practical solutions and several ways and means of creating good relationships and wellness in the workplace, will be discussed during this presentation.

Workshop (HRM)

Facilitator: Ellen Pearce, Vitae and CRAC, United Kingdom

Title: HR Strategies to Train and Develop the Next Generation of Early Career Researchers

Abstract: Across the globe, the importance of research and researchers for future economic prosperity and social and cultural capital is well recognised.

The Foundations for the Future report identifies that the ‘immediate post-PhD years are vital’ and emphasises the institutional context for researchers. In Europe the European Commission incentivises institutions with HR Strategies for Researchers by awarding the ‘HR Excellence in Research Award’. The UK has seen a range of initiatives since the mid-nineteen nineties which aim to enhance the professional development of researchers and build better management of researchers into the normal business of undertaking research. The Concordat to Support the Career Development of Researchers has been instrumental in effecting change, and around 60 UK universities have now published implementation strategies.

This interactive session will focus on exploring and discussing:
• The typical needs of researchers for career development and advancement
• Key components of an institutional HR policy to support early career researchers
• The challenges and opportunities for embedding institutional strategies for developing world-class researchers
• The importance of review and evaluation

Vitae is funded by the UK Research Councils to work with institutions to embed professional and career development for researchers into the research environment. We play a leading role in innovating, sharing practice and enhancing the capability of the higher education sector to provide support for researchers in this area.

Workshop 2 (PR)

Facilitator: Bev Witten, Director of Alumni Relations, Stellenbosch University, South Africa

Title: The role of alumni relations in higher education: Lessons learnt and global best practices

Abstract: Alumni represent an institution’s most enduring resource—an asset guaranteed to grow every year. This however has not been fully exploited in the African context and presents opportunities for engagement and growth that will strengthen the reputation and brand of higher education. This session will cover ingredients for a successful alumni strategy with models that have been benchmarked internationally.

Monday 16 October 2012

09.00 - 11.00: Concurrent discussion/workshop/case study sessions

Discussion papers 2 (HRM)

Presenter 1: Jennifer C Nzonzo, University of Botswana

Title: Implications of the Psychological Contract in the Workplace: perspectives from an African University

Abstract: The psychological contract is a practical construct for organisations in managing relationships with stakeholders. More importantly, if properly implemented and effectively managed, it has the power to transform organizations into high performance work units with right organizational characteristics along with the right work practices. This paper focuses on the understanding of the psychological contract in an African university setting. It adopts a case study approach and analyses data using SPSS version 17.0. Preliminary results agree with anecdotal evidence that managers should be aware of the potential negative implications of the escalation of breach or violation of the psychologcal contract. Aligning the perceptions of employees and the organisation on the nature of the value exchange provides a basis for measuring the quality or ‘perceived fairness’ of the psychological contract in action. The same principle applies to the psychological contract with all other stakeholder groups in the organisation. This paper concludes by informing policy in terms of strategies, guidelines and tools for effective implementation of the pschological contract in the workplace. Furthermore, it proposes a model which highlights the nexus between achieving high performance work units; and the implicit and explict aspects of the psychological contracts. It is hoped that the results of this research will also be applicable to other countries.

Presenter 2: Professor Angela Hildyard, University of Toronto, Canada

Title: Health and Wellness Programs: supporting the university community

Abstract: With over 75,000 students and 15,000 faculty and staff working on 3 campuses, the University of Toronto faces some interesting challenges in meeting the needs of faculty, staff and students who are unwell physically and mentally– both those with short term illnesses as well as those who require ongoing accommodation. Seven separate but collaborative offices/programs are responsible for managing health, wellness and safety issues for our community: Health and Wellness for Students; Health and Wellbeing for Faculty and Staff; Employee Assistance; Accessibility for Ontarians with Disabilities; Environmental/Occupational Health & Safety; High Risk Case Management; Community Safety.

This presentation will outline initiatives that are managed through these Offices, in particular: 

• The collection and analysis of all data related to workplace accidents and the steps taken to prevent further occurrences
• The processes involved in determining the accommodations required to address both short and long terms illness/disabilities for faculty, staff and students
• The particular challenges resulting from an aging workforce
• The significantly increasing incidence of severe mental health issues – particularly within the student body

I shall pay particular attention to: (a) the ways in which the University ensures that there is collaboration between the various office; (b) how we achieve consistency of practice across multiple faculties on three campuses; (c) the steps we take to ensure that issues do not “fall between the cracks”; (d) the processes followed to ensure appropriate accountability and reporting to the University’s governing body.

Presenter 3: Dr Annette Prins, University of the Free State, South Africa

Title: Implementing Health and Wellbeing Programs

Abstract: Employees are expected to pursue an ever increasing level of achievement in order for companies to retain a competitive edge. Increases in employee stress and burnout link with extended work hours; a decrease in work-life balance; less time for exercise; balanced nutritional intake and an increase in body mass index. Nearly two thirds of all deaths in the coming 25 years will result from chronic diseases of lifestyle such as secondary diabetes, hypertension and high cholesterol (World, Health Organisation, 2011). These illnesses impact employee productivity and hold both direct (absenteeism and an increase in healthcare costs) and indirect (via the phenomenon of presenteeism) costs for the employer. Almost half of those who die from chronic disease will be in their productive years.

Research increasingly demonstrates a connection between employee health and company productivity and profit (Discovery Healthy Index, 2011). The workplace is an ideal setting to promote healthy living. In the developed world employers are held accountable for the environment and impact of work on the health and well-being of employees. Pursuing wellness in the workplace is seen as an investment in human capital that may lead to greater organisational success. Organisational wellness programmes demonstrate a proven, strong return on investment (Morton, 2011). Against the sketched background, there appears to be an enhanced public interest in and call for integrating wellness activities into the workplace. The UFS has therefore embarked on an initiative in regard to establishing a wellness programme for staff at the institution.

Discussion Paper 3 (PR)

Presenter 1: Felix Moyo, National University of Science and Technology, Zimbabwe

Title: PR – the power is in your hands

Abstract: People working together will compete for resources, power and organogram positions.Power is never given. Those who want it must take it. The PR Practitioner must “take” power by asserting himself/herself through top-shelf performance as he/she:-

• plays the essential Vice-Chancellor’s right-hand functionary
• joins academic research teams to publicise their research output for its uptake
• brings in much needed revenue through marketing, fundraising and collaborations
• manages the media for image maintenance
• demonstrates to HR that people are also kept together in the workplace by good relations and not only just by salaries and benefits. Thanks to PR that must of force belong to the Vice-Chancellor’s Office.

The PR Professional must set his/her own agenda in line with the university’s Vision and Mission, and develop functional strategies to execute the agenda. He/she must be an assertive diplomat, principled, firm but accommodating and able to keep the secrets of those who will confide in professional in need of counselling. Be clean, accurate, punctual, pleasant, friendly and dependable. That way, the majority will accept any position that the VC will put you at on the Organogram.

• HR will seek PR solutions to employment problems. After all most disputes arise from miscommunication!...and, besides, both HR and PR deal with humans in the workplace.
• The Bursary will ask PR to smoothen relations with the university’s debtors and creditors.
• The academics will invite PR onto their research teams.
• Senior management led by the VC will let PR lead on matters to do with all relations and protocol making PR pivotal and central to the university’s very core.

Strategy:- do your work with enthusiasm; volunteer to do the important tasks that others are reluctant to do (I will give my examples that include DRUSSA – The African Union Commission’s AQRM and others).

To the PR Professional I say, take the power. There will be murmurs here and there initially but with time, people will insist that you keep that power. The power is in your hands!

Presenter 2: Linda Cilliers, Online Media Specialist, Organisation Systems Design and DRUSSA (Development Research Up-take in Sub-Saharan Africa), South Africa

Title: Building the university’s reputation by achieving successful research uptake and utilisation: The vital role of the PR, media and communications officer

Abstract: The folders on the computers of African researchers and scientists are full of information that can benefit ordinary Africans and inform the work of policymakers, officials in national and local government, NGOs and CBOs, not to mention Regional Economic Communities like SADC, COMESA and ECOWAS. Yet, how much of this, often groundbreaking, research actually reaches those upon whom it can have an impact? Very little, says a study done for the UK National Commission for UNESCO in May this year (1). African media often carry lengthy reports on research done in the United States and Europe, but fail to feature local research, to the detriment of African communities.

Aside from the first (and obvious) good of publicising science, namely that of staving off ignorance, it can furthermore raise not only the institution’s profile, but also that of the researcher whose work is featured. Having the skills sets to do this effectively endows the PR, media or communications officer with a powerful tool to influence policy agendas, attract funding and recruit collaborators and students. Communicating the significance of research to the right policymaker (whether at local, provincial, national or regional level), at the right time, in the right manner and style, and with appropriate policy recommendations can have profound significance for African communities. Moreover, if an institution is government funded, it is under moral obligation to make its research known (2).

The public can benefit from accessible science communication to help them make informed decisions, for example where certain crops are no longer viable as a result of more intensive and longer periods of drought as a result of climate change, and research indicates feasible alternatives. The role of the university PR, media and communications officer is vital in achieving successful research uptake, not only at policy level but also at the level where it matters most, namely getting research into use by Africa’s poor.

Science journalists are always on the lookout for compelling stories that will interest their audiences and fill column or air space (Joubert, Bartlett, 2011). Stories about science in the popular media, in turn, stimulates around-the-dinner-table dialogue, promoting greater interest in the subject, over time evolving into an informed public, more school children taking science as a subject, more science students at tertiary level and, ultimately, more scientists doing more research for Africa’s good.

(1) Clayton J and Joubert M, on behalf of SciDev.Net for the UK National Commission for UNESCO (May 2012). Need for an African Science News Service.
(2) Joubert M and Bartlett E (October 2011). A Guide for African Science Media Officers.

Presenters 3: Baakier Abrahams and Paul Geswindt, Nelson Mandela Metropolitan University, South Africa

Title: More Than Just Another Retail Store – what does increased university shop turnover say about the development of an institutional brand?

Abstract: The importance of developing and implementing an inclusive institutional brand identifiable by all stakeholders namely, staff, students, alumni and friends of the university has gained greater importance. This gave birth to the idea of a University Shop. A university shop is more than just a retail store offering branded items as a convenience to stakeholders; it is a strategic brand development tool that can add value to the institutional brand.

Every rand and cent (dollar, pound, etc) in turnover of a University Shop is an indication of belief in the brand and support thereof. Linked to turnover is also the Brand Equity including the goodwill and name recognition that it has earned over time. A University Shop’s turnover directly reflects the distribution of the brand and increased visibility, brand exposure and stakeholder buy-in.

There is a tendency to brand from the top down and all of the fancy branding initiatives aimed at the customer are meaningless if the organisation’s employees are not leading brand ambassadors to its customers. How do we get staff to be leading brand ambassadors and not just keen to wear ‘freebies’ (free clothing)?

What can we learn from Shop turnover data? What can we learn from alumni, student and staff surveys about what will make them excited to wear the brand related to the products and the institutional culture?

To what extent does the University Shop Marketing Strategy fit into the University Marketing and Brand Strategy and how do we deal with this issue beyond the turnover and profit bottom-line?

Presenter 4: Emilomo Joy Alawode, Federal University of Agriculture, Abokuta, Nigeria

Title: Unclassified Information Dissemination in Tertiary Institutions:the social media option

Abstract: Nowadays, the Public Relations practitioner is exposed to several dimensions of his/her work. Gone were the days when such a practitioner was limited to traditional media i.e. print and electronic media publicity alone. Social media is a new media that has gained much ground in top economies. Its use has made everyone virtually a reporter of some sort. Several Social Networking Sites (SNS’s) like Facebook, Flickr, YouTube, Twitter, LinkedIn and the likes now abound. This paper aims at finding out the extent at which higher education institutions in Ogun State, Nigeria, utilise SNS’s as a strategy for internal promotion on campus. With the highest number of tertiary institutions in Nigeria, the state hosts a medley of private, faith-based, state and Federal Government owned institutions, which cut across the three major levels of higher education in the country- Universities, Polytechnics and Colleges of Education, from which sampling of the study was drawn. The respondents were of different genders, levels and/or course of study – Male/Female; Year 1 to Year 6; Arts, Science and Social Sciences. Though an on-line survey would have been done to beef up the research findings, the general low level of literacy in information communication technology of respondents was a limitation. Nevertheless, an analysis of respondents on whom structured questionnaires were administered and/or interviews conducted, revealed that in spite of the dichotomy, the use of social networking sites for regular information dissemination was still at an embryonic stage, leading to a discussion of causal factors and solutions, and leaving room for further studies, in which developmental actions could be proffered continuously.

14.00 - 16.00: Concurrent discussion/workshop/case study sessions

Discussion papers 4 (HRM)

Presenters 1: Anny Katabaazi and Isaac Wasswa Katono, Uganda Christian University, Uganda

Title: Improving the Human Resource Function in a Private University: the case of Uganda Christian University (UCU)

Abstract:
1.0 The problem
UCU has been experiencing a problem in its human resource function, given that a number of workers were placed in wrong job grades, others were placed in wrong salary scales, yet others with fewer qualifications were earning more than those who had higher qualifications. This situation was based on subjective considerations and thrived because there was a gap in the HR policy in terms of clear procedures and guidelines for staff placement, remuneration and promotion. This situation made the staff administration a complex process, with dire consequences for the institution such as staff de-motivation, a feeling of lack of distributive justice and incessant conflict.

2.0 Method:
The University set up a rigorous job placement process to overcome this problem. First, a consultant was hired to study the system and come up with guidelines on how to rectify the situation. Second, her report went through the various administrative organs of the university and was eventually approved by the University Council. Third, a HR committee was set up to help the HR office in the implementation of the recommendations of the consultant.

3.0 Result:
The job placement exercise has four major outcomes for staff. First some staff members are not affected positively or negatively, hence the placement exercise leaves their job grades the same. Second some staff will face a downgrade in the job grade after the exercise, while some staff will get a rise in job grade after the exercise, yet others will experience a change in job title.

4.0 Organization of the paper:
Section one presents the activities that took place leading to the approval of the plan. Section two outlines the action that was taken for each outcome of the review process. Section three outlines the strategies that were put in place to mitigate problems that arose following release of the report and its initial implementation. Lastly, section four outlines lessons learnt, and the way forward.

Presenters 2: Professor Angela Hildyard and Professor Edith Hillan, University of Toronto, Canada

Title of presentation: Optimizing Leadership in the Post Secondary Context

Abstract: Leadership in post-secondary institutions presents unique challenges as many of those ‘being led’, in particular faculty, see themselves as leaders in their own right (Salacuse, 2006). In addition, members of post-secondary communities generally have no concerns about expressing their views on all matters! As such, the essence of good leadership lies in compelling communication in order to bring diverse groups with diverse opinions together around a compelling vision.

Universities need faculty to engage in academic activities that enhance their institutional missions, and this cannot be done without effective leadership from academic administrators. As part of the broader institutional leadership team, chairs and deans are expected to understand the wider context and need for change – and also to be able to persuade faculty and staff to embrace these changes and implement them within their departments, schools and faculties. This can create tensions particularly with faculty who are used to working with considerable autonomy and at their own pace (Higgerson & Joyce, 2007).

We will discuss some of the key competencies we require of our leaders – in particular the ability to negotiate a vision, create teams, resolve conflict, redefine problems, build trust. We will approach these issues from the perspective of the most senior leaders as well as those in middle management positions. We will discuss ways that institutions may develop these competencies in academic and non-academic leaders. We will also address the particular challenges that working in a highly unionized environment may bring.

In presenting these issues Professor Hildyard will build upon over 20 years’ experience in senior academic positions (as a Dean, and a Vice-President in very large, research intensive institution), as an HR professional, and as a Professor who teaches a graduate course each year on Leadership and Diversity in Higher Education. Professor Hillan will reflect on her experience of HE leadership in both the UK and Canada. She will also describe a program developed by her office at the University of Toronto to assist new academic administrators in the transition to their new role. The program has attracted national interest and stands as a model for other universities seeking to support and mentor outstanding faculty who take on leadership roles with a university setting.

Wednesday 17th October 2012

11.00 - 12.30: Concurrent discussion/workshop/case study sessions

Discussion papers 5 (HRM)

Presenter 1: Eileen Knight, University of the West Indies, Trinidad and Tobago

Title: Are University's Human Resource Management Departments Strategically Aligned to the University's Strategic Plan?

Abstract: The study examines the structural and systematic processes of the Human Resources Department at the University of the West Indies (UWI) – St. Augustine for evidence of incorporation of the organisation’s five years Strategic Plan within its framework.
The University of the West Indies is the oldest, regional institution of higher learning in the Commonwealth Caribbean and it is committed to the development of the region through the training of its human resources, conducting of research, delivery of advisory services to government as well as to the private sector and the forging of links with other institutions in the wider region and the rest of the world. Hence, the University’s strategic direction is defined by how it balances its internal strengths and weaknesses with external opportunities and threats in an effort to maintain its competitive advantage and for this reason a strategically aligned Human Resources Management focus is vital to its existence.

In conducting the study the structure of the Human Resources Management Department and all its functions, concepts, policies, principles, systems, processes, procedures and job descriptions were carefully reviewed and measured against the strategic direction of the organisation.
Findings are indicating disconnect between both areas as there is apparent failure of the Human Resources Management Department to totally align its mandate with that of the strategic direction of the organisation. This action serves to threaten the viability of the organisation and its efficiency and effectiveness as an institution.

The recommendations being put forward are for the realignment of the Human Resources Management Department and for its focus to mirror that of the organisations’ and the organisation’s goals and objectives. This will entail a restructuring of the Department.

Presenter 2: Dr Renalde Huysamen, University of the Free State, South Africa

Title: Thinking Skills, the Missing Link to Improve Performance

Abstract: It might be tempting to use your performance management system to impress your top management— who traditionally focus on measuring everything and valuing nothing. But, most members of staff are put off by metrics scorecards and the accompanying threat of punishment or even the vague promise of performance rewards. In stark contrast to this traditional approach to performance management, this paper will present the case of how line managers of mostly illiterate service level workers improved performance while developing critical thinking skills through on - the - job coaching at the University of the Free State (UFS), in South Africa.

This improvement in performance is the result of a unique performance management programme designed for service level workers of the UFS. A rationale for and overview of the programme, with its focus on critical thinking skills, will be presented and in particular the on - the - job coaching part of the programme (process and outcomes) will be highlighted.

Presenter 3: Professor Edith M Hillan, University of Toronto, Canada

Title: Boundless Creativity: recruiting faculty in an international academic market

Abstract: As the leading public university in Canada, the University of Toronto competes for faculty in an intensely competitive, international academic market. Despite this, the University continues to be distinct through the excellence of its faculty whose research output and strength in a broad range of fields ranks among the best in the world. The Office of the Vice-Provost Faculty & Academic Life has responsibility for the development and oversight of a wide variety of policies and programs to support the institutional goal of appointing, tenuring and retaining the best educated, most intellectually creative and most diverse faculty it can identify. Intense effort goes into hiring outstanding tenure-stream faculty and, last year over 10,000 applications were received for 100 advertised tenure stream positions. Each year the University appoints around 100-120 faculty to the tenure stream, with a further 20-30 teaching stream appointments. The majority of new tenure stream faculty are recruited from outside Canada (75%) although a number of these hires are returning Canadians who have undertaken graduate or post-doctoral work in other countries.

Part of the mandate of the Office is to encourage proactive recruitment of faculty at the University. This involves supporting the work that occurs at the divisional level to hire diverse faculty of excellence through search committee briefings, training for Provostial and Decanal Assessors and workshops for academic administrators. A number of specific programs have been established to support recruitment efforts including the Faculty Relocation Program, Faculty Housing Program, Spousal/Partner Hiring program and Dual Career Connections. Orientation programs for both new faculty and their families have also been developed including a one-week orientation program for all new teaching and tenure-stream faculty in conjunction with a number of other university offices. The program provides an introduction to both the organization and governance structure of the University and workshops on research services, career progression and teaching at the University. There are also a variety of sessions for the partners and spouses of new faculty and their children and families. Throughout the year, a number of lunchtime workshops for new faculty are offered which focus on key issues such as balancing teaching and research, strategies for success in the pre-tenure years and an information session on the tenure and third year review processes. As well as disseminating key information, these sessions provide an opportunity for new faculty from across all three campuses to meet and discuss issues, while enjoying lunch in a number of social venues at the University.

This paper will describe in more detail the efforts that are put into recruitment, integration and retention of faculty within the institution.

Workshop 4 (HRM)

Facilitators: Elizabeth Baré, HR Global Innovations and LH Martin Institute of Higher Education Leadership and Management, Australia and Dave van Eeden, HR Global Innovations, South Africa

Title: Achievement of Dreams Requires a Dream HR Department: assessing the effectiveness of HR function

Abstract: HR strategies to achieve institutional dreams may not be supported because of perceptions by University leaders of the capacity of the HR Department.

This workshop is designed to assist HR staff undertake an assessment of the capacity of the HR function and to develop strategies to enhance effectiveness.

The workshop will include
• Benchmarking data and tools
• Ratios of staffing numbers and staffing mix
• Development and measuring of service delivery standards
• Discussion of optimal organisational structures to enhance service delivery and enable the development of institutional capacity

The workshop will be interactive and build on the experience of participants and examples of international best practice.

Workshop 5 (PR)

Facilitator: Tom Wright, Digital Engagement Manager, University of Nottingham, UK

Title: Social Media: current trends

Abstract: This session looks at how universities are increasingly using social media channels to communicate and engage with prospective, current and former students around the globe, along with other key audiences such as the media.

The University of Nottingham, described by The Sunday Times University Guide 2011 as ‘the embodiment of the modern international university’, has award-winning campuses in the United Kingdom, China and Malaysia. It is ranked in the UK's Top 10 and the World's Top 75 universities and recruits increasing numbers of students from outside of the UK. The University’s use of social media is therefore increasingly focused on an international audience and this session focuses on this, looking at how the University has used social media and blogging to engage with prospective students in specific Asian countries and also how we have been working to develop the University’s global profile through the translation of press releases into Chinese in order to target Chinese media organisations.

The session will also look at other trends in HE use of social media such as using authentic student voices to promote teaching and research through social media, blogging and video, and the challenges of using these channels for customer relationship management.