5.1. Human Resources

The Corporate Services department plays a key role within the MQA by providing strategic leadership and oversight on roles that include corporate governance, legal services, contract management, marketing and communication, and human resources as well as facilities and office management services.

It is through these functions that Corporate Services supports the MQA Board and its committees, management, employees and stakeholders in the process of fulfilling its legislative mandate whilst ensuring effective engagement with all relevant stakeholders.

5.1. HUMAN RESOURCES

5.1.1. BACKGROUND

Human Resources (HR) is a strategic function of the organisation and contributes immensely to the creation, enforcement and inculcation of a high-performance culture. The employee lifecycle from entry to exit is managed by Human Resources. The Human Resources unit offers services to the MQA guided by six strategic objectives namely workforce planning, organisational development, employee remuneration and retention, governance, human resources administration and employee relations.

5.1.2. HUMAN RESOURCES STRATEGIC OBJECTIVES

During the period under review, most of the HR activities were negatively impacted by the lockdown stemming from the outbreak of covid-19.

The report focuses on the HR activities carried out during the reporting period in relation to the outlined HR strategy of workforce planning, organisational development, employee remuneration and retention, governance, human resources administration and employee relations.

Below is an account of the unit’s performance for the year under review:

Deliverables Planned Activity Comment

Workforce planning Filling of vacant executive management positions. Ensure a 10% vacancy rate. During the reporting period, three executive management positions namely Chief Operating Officer (COO), Executive Manager: Corporate Service (EMCS), and Chief Financial Officer (CFO) were successfully filled. The process to recruit for the Chief Executive Officer (CEO) also started and is anticipated to conclude in the next financial year. A total of 47 appointments were made and it includes twelve (12) permanent, seven (7) fixed-term and twenty-eight (28) temporary positions.

Organisational development

Governance

Human Resources administration Improve performance management contracts Change management process to implement recommendations for Efficiency Study report Learning and development

Ensure that HR policies and procedures are in line with legislation Management of Human Resources budget The performance management system has improved from the previous years. Key performance areas were aligned to the strategic objectives of the MQA. All top management performance contracts were reviewed and approved by the Board. A change management process which is aimed at the implementation of the efficiency study recommendations commenced during the period under review and will continue through to the next financial year.

R1,198 million was spent on assisting employees to further their studies through learning and development programmes with the training budget. Twelve (12) HR policies were reviewed and approved.

All Human Resources activities were budgeted for at R86 373 205, 08. Full details of the budget spend is available in the financial statements.

Employee relations Wage negotiations

Employee wellness A two-year wage agreement that was agreed upon with the Union, was successfully implemented to effect annual increases for the period under review. The MQA believes that a happy employee is a productive employee. As enabler, employees were provided with the support they need in all aspects of their lives through a meaningful employee assistance programme.

5.1.4. PERSONNEL COST PER OCCUPATIONAL LEVEL (INCLUDES PERMANENT, FIXED TERM, TEMPORARY STAFF AND INTERNS)

Occupational Level Personnel Expenditure (R’000)

% of Personnel Exp. to Total Personnel Cost (R’000) Top management R7 850 424,13 7,77% Senior management R19 398 973,95 19,20% Professionally qualified R28 608 978,42 28,31% 25 R1 144 359,14

Skilled technical R41 727 655,27 41,30% 108 R386 367,18 Semi-skilled R1 816 690,93 1,80% 8 R227 086,37 Unskilled R1 636 916,75 1,62% 8 R204 614,59 TOTAL R101 039 639,45 100,00% 165 R612 361,45

No. of Employees

Average Personnel Cost per Employee (R’000) 4 R1 962 606,03 12 R1 616 581,16

5.1.5. PERFORMANCE REWARDS (INCLUDES PERMANENT, FIXED-TERM AND TEMPORARY EMPLOYEES)

Occupational Level Performance Rewards Personnel Expenditure (R’000)

% of Performance Rewards to Total Personnel Cost (R’000) Top management R310 388,58 R7 850 424,13 0,31% Senior management R2 407 494,29 R19 398 973,95 2,38% Professionally qualified R3 049 955,06 R28 608 978,42 3,02% Skilled technical R4 354 837,44 R41 727 655,27 4,31% Semi-skilled R205 071,13 R1 816 690,93 0,20% Unskilled R165 971,74 R1 636 916,75 0,16% TOTAL R10 493 718,24 R101 039 639,45 10,39%

5.1.6. TRAINING AND DEVELOPMENT

Programme/Activity/ Objective

Training and development Personnel Expenditure (R’000) Training Expenditure (R’000) Training Expenditure as a % of Personnel Cost No. of Employees Trained

Average Training Cost per Employee R101 039 639,45 R280 651,65 0,28% 126 R2 227,39

Study assistance R101 039 639,45 R917 100,18 0,91% 37 R24 786,49 TOTAL R101 039 639,45 R1 197 751,83 1,19% 163

5.1.8. EMPLOYMENT CHANGES: PERMANENT

Occupational Level Employment at Beginning of Period

Top management Senior management Professionally qualified Skilled technical 1 13 23 60

Semi-skilled 7

Unskilled TOTAL

5 109 Appointments Terminations Employment at End of the Period

3 0 1 4 1 3 12 0 1 0 1 0 0 2 4 12 24 63 8 8 119

5.1.9. REASONS FOR STAFF LEAVING: ALL STAFF

Reason for Staff Leaving Death Resignation Dismissal Retirement Ill health Expiry of contract TOTAL Number of Employees Percentage 0 0%

3 0 0 0 7 10 30,00% 0,00% 0,00% 0,00% 70,00% 100%

5.1.10. LABOUR RELATIONS: MISCONDUCT AND DISCIPLINARY ACTION

Nature of Disciplinary Action Verbal warning Written warning Final written warning Dismissal Number of Disciplinary Actions 7 0 0 0

Occupational Level Approved Posts No. of Employees No. of Vacancies % Vacancies Top management 5 4 1 20% Senior management 17 12 5 29% Professionally qualified 33 24 9 27% Skilled technical and interns 86 63 23 27% Semi-skilled 8 8 0 0% Unskilled 8 8 0 0% TOTAL 157 119 38 24%

5.1.11. EMPLOYMENT EQUITY STATUS AND EMPLOYMENT EQUITY TARGET AT 31 MARCH 2022

Occupational Levels

Top management Senior management Professionally qualified Skilled technical Semi-skilled Unskilled TOTAL MALE

AFRICAN COLOURED INDIAN WHITE Current Target Current Target Current Target Current Target 3 4 0 1 0 0 0 0 5 7 0 2 0 0 0 0 9 12 0 1 1 1 0 2 15 25 1 1 1 1 0 1 2 2 0 0 0 0 0 0 2 2 0 0 0 0 0 0 36 52 1 5 2 2 0 3

Occupational Levels

Top management Senior management Professionally qualified Skilled technical Semi-skilled Unskilled TOTAL

Occupational Levels

Top management Senior management Professionally qualified Skilled technical Semi-skilled Unskilled TOTAL FEMALE

AFRICAN COLOURED INDIAN WHITE Current Target Current Target Current Target Current Target 1 1 0 1 0 0 0 0 5 7 2 1 0 1 0 1 11 13 0 2 1 1 3 3 35 45 1 2 0 2 0 2 5 5 1 0 0 0 0 0 6 6 0 0 0 0 0 0 63 77 4 6 1 4 3 6

Employees with Disabilities Male Female Current Target Current Target 0 0 0 0 0 0 0 0 1 2 0 1 1 0 1 1 0 0 0 0 0 0 0 0 2 2 1 2