Training and development: Cutting edge strategy for managing change at a transforming university

As a result of the various parts of the University being at differing stages in their development and therefore responding differently to the challenges of imposed change, there has been need for flexibility in management and adequate opportunities to respond to these issues. In addition, the University is faced with other issues of, eg. decreasing budgets, staff cuts, and threats of decreasing student enrolments. Managing in this scenario is further complicated by the demand for efficiency and effectiveness, maintaining standards, while simultaneously striving for quality academic programs and increased research outputs.

The Training and Development Unit (TDU) was established to coordinate staff training and development activities and advise on policy and strategy to contribute to the University achieving the goals and objectives set out in the Charter. The institutional policy for training and development makes provision for the support of the core objectives of teaching and research. Institutional committees monitor the key activities and training programs of the TDU which are generally guided by staff needs. A recent addition to the TDU program has included focused research training and development to complement teaching skills and management training. To support staff in dealing with the pressures of transformation and demands for improved performance, staff are encouraged to participate in the performance review and planning process. The University is committed to the development of the full potential of its staff. Institutional support provided by the TDU enable staff to fulfil their expectations in terms of their accountability and development goals. All staff have opportunities to develop their competencies relating to teaching and research.

The TDU's activities have generally had positive impact on the University's pursuit of excellence. Staff have been improving the performance of their duties as a result of the annual performance review and planning process, Academic Board decisions and individual staff and College initiatives. While the University is committed to creating an environment allowing for the development of the full potential of its staff, the challenge it faces is keeping staff motivated to continue learning and improving. The following may be concluded from the University experience: To manage change successfully there needs to be the acknowledgment of the importance of all staff and every part of the institution. There needs to be equitable support and development opportunities for all staff in all sectors, acknowledgment of differences among individual staff members, departmental/ section/ college differences, and support for development in all key performance areas. Underlying the success of the training and development programs there should be ongoing monitoring, review and adaptation to meet the needs of staff. Institutions responding to change successfully need to be continually looking out for new and dynamic strategies to support change from the personal (individual) to the institutional (systemic) levels.