MR M N SARLIE

Officer:Student Assessment
Administration:
Invigilation and Examination
Administration Division

Performance Agreement

1 January to 31 December 2008

1

PERSONAL DETAILS

Name: Mr MN Sarlie
Personnel number: 90014170
2

THE PARTIES TO THE AGREEMENT

The parties to the agreement are

Mr MN Sarlie, hereinafter referred to as the OFFICER
and, acting on behalf of the University of South Africa,
Mrs A S Cilliers Student Assessment Administration: Invigilation and Examination Division,
Florida Campus
This agreement contains the LINE MANAGERS expectations with regard to the
performance of the OFFICER. It further provides for a systematic evaluation of the
OFFICERS performance and his achievement of his objectives set out in the Directorates
and Departments 2008 operational plans.
The agreement is for the period 1 January 2008 to 31 December 2008.
3

FUNCTIONS OF THE OFFICER

3.1

KEY PERFORMANCE AREAS

The key performance areas for the Officer are the following:
1. Processing of exam question papers & typing audio cassettes
2. Communication and correspondence. (5 )
3. Invigilation and examination venues (90 )
4. Answer books administration and counter services
5. Mark capturing (5 )
3.2

KEY FOCUS AREAS FOR 2008

In line with the three operational themes identified by the Principal and Vice-Chancellor for
Unisa for 2008, the focus areas for the Director for the period of the agreement are the
following:
1. Administration of permanent national examination centres. (40)
2. Administration of invigilators contracts.
(20)

3. Administration of invigilator and venue claims.

4. Administration of counter services.
4

(35)
(5)

KEY DUTIES AND RESPONSIBILITIES

4.1

The Officer is directly accountable to the Supervisor for the Officers performance, the
realization of this Performance Agreement and, more specifically, for the following:

4.1.1

Procure examinations for the students of Unisa.

4.1.2

Administration of invigilator contracts in order to render an effective service.

4.1.3

Administration of invigilators and venue claims in order to render an effective service.

4.1.4

General counter service in order to secure students receive correct/efficient service.

4.1.5

Performing all other functions required of him by law or assigned to him by the
SUPERVISOR.

4.2

To enable the Officer to perform his duties and exercise the power entrusted to him, the
Supervisor undertakes to:
4.2.1

create an enabling environment;

4.2.2

ensure the availability of adequate funds for the Officer to deliver against key
duties and responsibilities; and

4.2.3

ensure effective communication on all relevant matters with the Supervisor.

4.3

The relationship between the Officer and the Supervisor is pivotal to the good
administration of the Division. Within this relationship, the Officer must act with integrity
and professionalism, within the law and with the utmost respect for the role of the
Supervisor.

4.4

The Officer is accountable to the Supervisor for carrying out the functions and duties of
the post of Officer for rendering free and frank advice to the Supervisor; for the general
conduct of the Division and the efficient, effective and economical management of the
activities of the Division.

REPORTING REQUIREMENTS

5.1

The Officer reports to the Supervisor in respect of this whole agreement, particularly
when performance does not meet expectations.
The Officer must
5.1.1

alert the Supervisor to any emerging factors that could preclude the
achievement of any performance agreement undertakings

5.1.2

establish and maintain appropriate internal controls and reporting systems in

order to meet performance expectations

5.1.3

provide quarterly reports to the Supervisor on the revision of targets, if

necessary, and on progress towards the achievement of performance
agreement undertakings

PERFORMANCE REVIEW AND ASSESSMENT

The Supervisor must review the performance of the Officer by 31 June 2008 and must
assess his performance by 15 November 2008.
7

DISPUTE RESOLUTION

Any dispute that may arise from this agreement must be referred to the LINE MANAGER for
resolution.
8

PERFORMANCE UNDERTAKING

In pursuance of the strategic direction the University has undertaken to achieve its mission
and vision, I, Moeghamed Naiem Sarlie, commit myself to achieve the outputs as contained
in the work plan (Appendix A) and the Directorates and Departments Operational Plan for
the period January 2008 to December 2008.
9

SIGNATURES OF THE PARTIES TO THIS AGREEMENT

The contents of this document have been discussed with and agreed upon by the Supervisor
Name: Mr MN SARLIE
Signature of Officer:
____________________________________________
Date:
____________________________________________

The contents of this document have been discussed with and agreed upon by the Officer
and Supervisor. I sign this agreement on behalf of the University.
Name: Mrs AS Cilliers

Signature of Supervisor:
____________________________________________
Date:

__________________________________________

INCUMBENT

DESIGNATION

KPA

Provide
leadership
aligned with the
Departments
and Directorates
strategic and
operational plans

Please complete

WEIGHT

Please complete

10

OBJECTIVES

1.1 Set, maintain and

review the
Directorates
direction

1.2 Build and utilize

Unisas core
competencies by
institutionalising
ODL as a business
model
1.3 Ensure the
leadership
necessary to drive
the Departments
strategy

APPENDIX A: WORK PLAN

LINE MANAGER
Please complete

DESIGNATION

Please complete

ACTIVITIES

IOP

Participate actively in the review of the

Departments Strategic Plan and align
Directorates plans
Ensure that the Directorates 3-year
plans and policies fully support the
Department and Directorates plans

TARGETS AND / OR
STANDARDS

Management approval

Record of inputs for review of

Departments strategic plan

Management approval

Directorate policies approved by

the Management Committee by
(date)
Directorates 2009-2011
operational plan approved by
Executive Director by (date)
Directorates 2009-2011 budget
approved by Executive Director by
(date)
Quality contributions in discussion
forums, workshops etc on
institutional identity as and when
required
Progress with alignment of
Directorates policies, procedures,
processes and technologies to new
ODL business architecture by
November

7.6

2.1

Provide inputs into aligning the

institutional business architecture with
the ODL model

7.1

Quantity and quality of

contributions

Progress according to plan

Develop own leadership capabilities

8.2

Develop leadership capabilities of

direct reports through mentoring and
coaching

8.2

2008-01-01 to 2008-12-31

PERFORMANCE
MEASURES

7.6

Contribute to creating shared

understanding on the components of
institutional identity

AGREEMENT PERIOD

Targets in development
plan

Own development plan

implemented by November

Level of participation

Full participation in leadership

development programmes for
middle management
Inputs into personal development
plans of all direct reports and
continuous support in
implementing the plans

Quality of mentoring and

coaching

INTERDEPENDENCIES

OBJECTIVES

WEIGHT

KPA

1.4 Ensure that the next

level line manager
and other
colleagues are
informed and
advised on matters
pertaining to the
Directorates
business

11 Facilitate change
and transformation

2.1

Foster a culture of
continuous quality
improvement
aligned to the
approved ODL
model

2.5

Establish a culture
of performance,
accountability and
stewardship
through the IPMS
aligned with
corporate
performance
management

10

ACTIVITIES

IOP

Provide written and verbal advice to

the next level line manager and other
colleagues

Quality and timeliness of

advice

Continuously monitor and develop

performance of direct reports through
monthly one-on-one sessions, etc.

INTERDEPENDENCIES

Quality and timely advice that

enables the next level line
manager and other colleagues to
take sound decisions on matters
related to the Directorates
business (as reflected in e.g.
minutes of meetings)

Performance of direct reports

continuously monitored and
developed through monthly oneon-one sessions etc.
Interim performance reviews of all
direct reports conducted by 30 July

Conduct annual performance

assessments of all direct reports
Actively
champion the
principles and
areas of no
compromise in the

TARGETS AND / OR
STANDARDS

Provide written submissions on

Management approval
Approved submissions by the
Directorates business to various
Director to various management
management structures as required
structures
Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring
regular reporting and appropriate corrective action to achieve the following targets:
Participate in the HEQC audit
Quality of participation
Full participation in and support for
9.1
the HEQC audit
Manage the Directorates quality
Compliance with plan
Targets in Directorate improvement
improvement plan
plan achieved
Continuously improve the functioning,
Progress with
Progress towards implementation
outputs and impact of the Directorate
implemenation
of a quality assurance system in
through implementation of a quality
the Directorate
assurance system
Provide leadership and guidance, monitor and enable successful performance management by carrying out the following activities and achieving the following
targets:
Put in place performance agreements
Compliance with IPMS
Performance agreements of all
for direct reports
2.2
calendar and directives
direct reports in place by 31 May

Conduct interim performance reviews

of all direct reports

2.10

PERFORMANCE
MEASURES

Annual performance assessments

of all direct reports conducted by
30 January 2009
Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring
regular reporting and appropriate corrective action to carry out the following activities and achieving the following targets:
Develop a service charter for the
2.3
Management approval
Sufficient progress with the
Directorate in line with the Unisa and
Directorates service charter by 30
Departmental service charter
Staff satisfaction index
November

WEIGHT

KPA

OBJECTIVES

Unisa Service
Charter to enhance
service excellence
and customer care
in the Portfolio

2.11

Exercise due
influence to
transform
organisational
climate and culture
in line with strategic
objectives and
institutional
priorities (see
dimensions of staff
satisfaction index)

30 Exercise
collective
responsibility for
the leadership of
the Department
and Directorate

10

3.5 Ensure effective

integration and
alignment of
Directorate isues
through appropriate
committees and
governance
structures

3.6 Support the effective

functioning of the
Directorate and
Departmental

ACTIVITIES

IOP

Develop a client value proposition and

standards of service to clients

PERFORMANCE
MEASURES
Student satisfaction index

TARGETS AND / OR
STANDARDS

INTERDEPENDENCIES

Documented and approved

standards of service to clients

Implement processes and methods to

attain the desired service standards

Documented and approved

processes and methods to attain
the desired service standards
Monitor the attainment of the required
Improvement in dimensions of staff
service provision
and student satisfaction index
relevant to the Directorate
Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring
regular reporting and appropriate corrective action to achieve the following targets:
Ensure effective communication in the
2.4
Up to date websites
Directorate and with clients and
&
EE targets
stakeholders
2.5
Well informed staff
&
Staff satisfaction index
2.6
Timely and well-designed
communiqus around major
Directorate issues
Lead by example through a
transparent, participative, and inclusive
leadership style
Draft, implement and monitor an EE
EE plan developed by July 2008
plan for the Directorate incorporating
and progress with implementation
strategies to recruit and retain staff
from designated groups, including
people with disabilities
Promote cultural diversity and
demonstrate sensitivity to issues of
race, gender, disability, sexual
orientation, and so on
List existing cross functional
Quality of Committee
committees, task teams etc.
resolutions
Indicate what mechanisms are in place
to ensure integration (conversation
cicrles, forums, task teams,
committees)
Consult with colleagues on
decisions affecting them
Help to break down silos in the
Department and Unisa

Impact

Improved institutional integration

Stakeholder feedback

Positive stakeholder feedback

Quality and timeliness

of advice
Client feedback
Feedback from

Strategic priorities of
Directorate formulated
interactively with Director and
other line managers

OBJECTIVES

WEIGHT

KPA

ACTIVITIES

IOP

PERFORMANCE
MEASURES

TARGETS AND / OR
STANDARDS

INTERDEPENDENCIES

Colleagues
Comply with statutory and
Report on strategic priorities
Quality
regulatory directives
addressed within Directorate
meetings indicating issues that
Actively participate in departmental
Due dates
have been resolved, impact
risk management
Consultation
achieved and own contribution
Contribute to the Departments
Composition of

Other line managers consulted

efficiency and cost effectiveness
Directorate teams
on decisions affecting them
Diligently fulfil governance
Effective multi-disciplinary /
obligations in line with Council
crossfunctional diverse teams
directives and Unisa Statute
exist for important Directorate
Diligently fulfil committee
initiatives
responsibilities especially where
leadership is required to ensure
the effective management of Unisa
and consistent advocacy of the
vision, mission and objectives of
Unisa
Demonstrate exemplary
professionalism and rigour in
personal conduct
Build effective multi-disciplinary /
crossfunctional diverse teams for
initiatives in the Directorate
Add main Directorate initiatives as reflected in 2008-2010 IOP and Directorate operational plan, including strategic projects and major operational initiatives
Management
Committees

32 Oversee effective
implementation
of Directorates
operational plan

34 Effectively

40

20

Quality of leadership and guidance in terms of setting norms and standards, assigning targets via the delegation process, allocating resources and ensuring regular reporting and
appropriate corrective action to achieve the following targets:
To be completed
4.1

4.2

To be completed

4.3

To be completed

4.4

To be completed

4.5

To be completed

4.6

To be completed

4.7

To be completed

4.8

To be completed

5.1 Effectively lead the

Directorate

Cultivate a collaborative and

results-driven team

8.1

Productivity levels of
Directorate

A well-informed, wellfunctioning and high performing

WEIGHT

KPA

manage human
and other
resources in the
Directorate in
order to achieve
Directorate plans

OBJECTIVES

Management Team
and ensure effective
human resource
management in the
Directorate

5.2 Carry out overall

management and
oversight of the
resources in the
Directorate

37 Practise
professional
citizenship

10

6.3 Enhance the

functioning of Unisa
and the profession

ACTIVITIES

IOP

Stimulate interaction and promote

excellence in Directorate
Management Team
Provide advice and guidance to
Directorate Team
Ensure role clarity
Ensure effective training and
development of staff in the
Directorate
Ensure effective devolution of
authority in the Directorate
Demonstrate a participative and
collective management style
Do talent management in
Directorate
Provide mentoring to staff
Inculcate a strong work ethic in the
Directorate
Create an ergonomically sound
working environment
Promote staff well-being in the
Directorate
Promote team spirit and collegiality

PERFORMANCE
MEASURES

Ensure legal compliance

Management Team
and Directorate in
general
Quality of interpersonal
relations in Directorate
Management Team
Motivation levels in
Directorate
Management Team
Compliance
Competence level of
staff in the Directorate
Disciplinary and
grievances statistics
Staff satisfaction Index

TARGETS AND / OR
STANDARDS
Management Team
Compliance with relevant Unisa
HR policies, rules and
regulations
HR practices aligned to those of
the University
Directorate Team developed
and qualified to achieve
university objectives and
individual work plans
Staff satisfaction index targets
achieved
Directorate climate index
targets achieved

Legal and statutory

compliance

No deviations from legal and

statutory requirements

Ensure sound risk management of the

Directorate
Manage the budget of the Directorate

Best practices in risk

management
Budgeted versus real
expenditure

Effective risk management in

Directorate
Spending within budget

Ensure functionality through

appropriate structures, functions,
procedures, systems, processes and
policies in line with plans
Serve on relevant institutional
committees

% goal achievement

7.6

Quality of contributions
4.3

Belong to relevant professional bodies

Quality of contributions

Pursue own research relevant to job

description and career

Sufficient progress with

research

10

Financially viable Directorate

Effective achievement of
Directorate goals through strategic
management
Contribute to the following
Committees:

INTERDEPENDENCIES

11

APPENDIX B: PERSONAL DEVELOPMENT PLAN FOR 2008

DEPARTMENT:

DIRECT SUPERVISOR:

JOB INCUMBENTS NAME:

INCUMBENTS JOB
TITLE:

INCUMBENTS PERSONNEL
NUMBER:

INCUMBENTS JOB
GRADE:

TRAINING/ DEVELOPMENT
PRIORITY

RELEVANT KPA,
OBJECTIVE OR ACTIVITY
IN PERFORMANCE
AGREEMENT

TRAINING INTERVENTION
NEEDED (e.g. Customer
Care course)

TARGET DATE

CRITICAL (within 3
months)
Directly related to improving
critical work performance
2 CORE (within 6 months)
Enables an employee to
perform core areas of the job
content
3

INTERMEDIATE (within 12
months)
Enables an employee to
perform the remaining aspects
of the job content
4 ADVANCED
Enables employees to perform
specialised areas of the job
family
5 DEVELOPMENTAL/
ELECTIVE
Provides opportunities for
personal & professional growth
& development
SIGNATURES

Direct Supervisor:

Job Incumbent:

Date:

Date:

12

NAME OF PERSON
RESPONSIBLE FOR
MONITORING (e.g. Direct
Supervisor)

COMMENTS

STANDARD RATING SCALE

5

Outstanding

Exceptional performance in all areas of responsibility. Planned objectives

were achieved well above the established standards and accomplishments
were achieved in unexpected areas.

Exceeds expectations

Consistently exceeds established standards in most areas of responsibility.

All requirements were met and objectives were achieved above the
established standards.

Meets expectations

All job requirements were met and planned objectives were accomplished
within established standards. There were no critical areas where
accomplishments were less than planned.

Needs improvement

Performance in one or more critical areas does not meet expectations. Not
all planned objectives were accomplished within the established standards
and some responsibilities were not completely met.

Does not meet minimum

standards

Does not meet minimum job requirements. Performance is unacceptable.

Responsibilities are not met and important objectives have not been
accomplished. Needs immediate improvement.

13

Managing the Performance Agreement

1

Introduction

Managing performance at the individual job level involves a cycle of activities. The UNISA performance management system has four stages to it, namely:

Performance Agreement Planning and Formulation Stage

Performance Agreement Implementation, Monitoring and Quarterly Review Stage

Performance appraisal stage

Performance outcome stage: Replanning, Corrective Action and Skill Development

Planning and Agreement Formulation Stage

During this stage the performance commitments, deliverables, performance standards and time frames are developed and recorded in the agreement. Once the agreement is signed, the
Agreement Planning and Formulation Stage is completed.

Performance Agreement Implementation, Monitoring and Review

During this stage, the job incumbent implements her/his performance agreement, using her/his usual management methods, systems, procedures and University infrastructure. Progress
against the deliverables and performance indicators identified and recorded in the agreement (some of which are emerging UNISA Key Performance Indicators (KPIs)) are monitored on a
regular basis.
The incumbent reports back on a quarterly basis to her/his direct supervisor. UNISAs Integrated Performance Management Systems (IPMS) document refers to these report-backs as
performance conversations since this concept indicates the style and sentiment in which these reviews are to be held. During the performance conversations, the supervisor would provide
advice and guidance to the incumbent as required. Attention should be paid to the constraints and unplanned-for issues that could impact on the achievement of the deliverables required by
the incumbents performance agreement. Exploring constructive ways of overcoming the constraints and unplanned-for issues should form the core of the performance review meetings.

Performance Appraisal Stage

After the end of December, as specified in the performance agreement, the performance of the incumbent is formally evaluated.

Replanning, Corrective Actions and Skill Development Stage

Not all performance turns out as planned, nor is this always solely the result of non-performance. Sometimes, the performance targets established cannot be achieved within required
timeframes with the resources provided. On other occasions circumstances or events change and the original performance targets are no longer valid. If this occurs, very little advantage is to
be gained by rigidly adhering to the original performance targets and constantly identifying performance shortfalls. In these cases, a process of replanning and reformulation of more realistic
performance targets should be entered into.
Nevertheless, if a performance shortfall does occur because the incumbent has a skill or competency limitation that is exposed during the review and/or assessment stages, then corrective
actions must be taken. This involves the creation of a personal development Plan so the performance shortfall can be addressed. This step can be initiated at any stage during the
performance management cycle and should not wait until a formal performance appraisal is undertaken at the end of the year. It must, however, automatically be initiated as a standard
management step should a weak or negative performance rating be obtained during the annual performance appraisal.

14