Page 68 - DUT Annual Report 2020

Workforce Profile as at 31 December 2020
Occupational Levels
Male
Female
Foreign Nationals
Total
A
C
I
W
A
C
I
W
Male
Female
Top Management
2
0
1
0
1
0
0
0
0
1
5
Senior Management
12
0
9
2
6
3
4
2
1
0
39
Professionally qualified and experienced specialists and mid- management
47
2
86
22
46
5
80
28
25
4
345
Skilled technical and academically qualified workers, junior management
187
6
125
38
182
18
140
43
24
11
774
Semi-skilled and discretionary decision making
64
3
30
0
109
7
69
11
0
0
293
Unskilled and defined decision making
119
2
12
0
31
0
4
1
2
0
171
Total permanent
431
13
263
62
375
33
297
85
52
16
1 627
*Temporary employees
569
14
228
136
543
20
229
131
133
51
2 054
GRAND TOTAL
1 000
27
491
198
918
53
526
216
185
67
3 681
66
DURBAN UNIVERSITY OF TECHNOLOGY ANNUAL REPORT 2020
fundedbytheKresgeFoundation,DUTistakingaleadin the national First-Year Experience track, and has shared its experiences with other South African universities. DUT is also taking the lead in adapting an integrated Holistic Student Support design from the USA for the South African higher education context.
Our Human Resources endeavours speak largely to the Perspectives of Stewardship and Systems and Processes.
Competition in the higher education sector for skills and expertise is fierce and compounds the issue of transformation and inclusion in this institution. DUT is not unique in the challenge of attracting black Africans to academia. This is a legacy of our history, which unfortunately was not given priority during the merger nor subsequently. The challenge of competition in recruitment was compounded in 2020 by the COVID-19 pandemic, when potential candidates were reluctant to take up new opportunities in the midst of uncertainty.
The University has developed plans that are geared
Table 9: DUT workplace profile
towards implementing equity, transformation, and inclusion. These include: (i) amalgamation of the Employment Equity Forum with the Skills Development Committee to form the Employment Equity & Skills Development Committee, the object of which is to ensure skills initiatives that support the establishment of a succession pipeline (notably with a generally low turnover); (ii) establishment of a framework focused on the attraction of black Africans, women, and people with disabilities. This has ensured an increase in representation, particularly within the race and gender that is not well-represented. The University continues to use the KZN economically active population as its barometer for effectiveness of our transformation/ equity initiatives.
Table 9 reflects the workplace profile within the institution as well as race/gender representation at all occupational levels. These figures are compared to both the national and provincial economically active population, as indicated in Table 10.
*Temporary employees include those appointed seasonally for very short periods like during registrations and examinations. A = African, C = Coloured, I = Indian, W = White.