A Human Resources (HR) Policy and Procedures Manual is a vital document that provides a structured framework for managing an organization's workforce. Its primary purpose is to establish:
2.1 Clear guidelines and expectations for employees and management, ensuring consistency, fairness, and compliance with legal requirements.
2.2 To promote equal employment opportunities and fair treatment by eliminating unfair practices and principles, such as discrimination, sexism, racism and gender binarism, and implementing affirmative action measures to redress the disadvantages in employment experienced by designated groups, with a view to ensuring that they are equitably represented at all occupational levels in the workforce
2.3 To identify and explore opportunities for employing persons with disabilities.
2.4 Detailing policies on recruitment, employee relations, performance management, training and development, remuneration, health and safety, and diversity and inclusion, the manual fosters a positive work environment aligned with the organization's mission and values.
2.5 To ensure that urgent attention is given to making the University profile more representative, as directed by the Employment Equity Act (Act 55 of 1998) FIAL's commitment to employee well-being, professional growth, and ethical standards, aiding in attracting and retaining top talent. Additionally, the manual protects both the institution and its employees by setting clear procedures for handling issues like discrimination, harassment, and workplace safety.
This Policy Framework must be read in conjunction with FIAL's, Labour Relations Act, No. 66 of 1995, Occupational Health and Safety Act, No. 85 of 1993 Protection of Personal Information Act (POPIA), 2013 (Act No. 4 of 2013) Fial’s academic policies. Constitution of South Africa, 1996 (Chapter 2 – Bill of Rights), Council on Higher Education (CHE) Policies, Further Education and Training Colleges Act, 2006 (Act No. 16 of 2006), Skills Development Act, 1998 (Act No. 97 of 1998), Basic Conditions of Employment Act, of 1997 , the Employment Equity Act (No. 55 of 1998)
This Policy Framework includes the following components:
At the Fashion Institute of Advanced Learning, we are committed to fostering a dynamic, inclusive, and innovative work environment that embodies our dedication to excellence in fashion education and the advancement of the industry. Our human resources policies are designed to attract, develop, and retain talented individuals who are enthusiastic about fashion, technology, and education, aligning with our mission to integrate Fourth Industrial Revolution (4IR) strategies into fashion, leatherwear, and furniture design.
We are committed to:
Promoting African Cultural Heritage: Celebrating and incorporating African cultural influences within our workplace and educational programs to enrich the fashion industry both locally and globally.
Embracing Innovation and Sustainability: Encouraging the adoption of sustainable practices and 4IR technologies, ensuring our staff are at the forefront of industry advancements.
Ensuring Diversity and Inclusion: Upholding the principles of equality by providing equal opportunities for all employees, preventing discrimination, and fostering a culture where diverse perspectives are valued.
Supporting Professional Growth: Providing continuous training and development opportunities that empower our employees to excel and contribute meaningfully to FIAL's objectives.
Maintaining Ethical Standards: Conducting all HR practices with integrity, transparency, and in compliance with South African laws and regulations.
Enhancing Employee Well-being: Committing to the health and safety of our employees by promoting a safe work environment and supporting their overall well-being.
Ensure staff competencies contribute to FIAL's mission and objectives.
Conduct job analysis to define specific roles within the unique context of fashion education and design.
Job descriptions should outline creative, technical, and leadership requirements, highlighting the importance of innovation in fashion and educational sectors.
7.2 Advertising Vacancies
Advertise on fashion-specific platforms, educational networks, and general channels to reach a diverse range of potential candidates.
Ensure language promotes inclusivity and encourages applicants from previously disadvantage demography groups in the fashion industry.
7.3 Application Process
Standardize the submission process, emphasizing digital portfolios and previous work in fashion or education.
Promptly acknowledge all applications and communicate timelines clearly.
7.4 Interviews and Assessments
Include practical tasks relevant to fashion design, digital technology, and teaching as part of the assessment process.
7.5 Job Offers and Onboarding
The onboarding process integrates new hires into both the educational and creative cultures of FIAL, including orientation on 4IR digital strategies in fashion.
Create and access code on LMS for lecturer within 24 hours of the employee accepting the offer and making an access card within five working days.
At FIAL, we believe that our staff are our most crucial element in delivering high-quality education. Continuous staff training and development are crucial for enhancing performance, job satisfaction, and achieving our educational objectives. We are committed to offering development opportunities that keep employees at the forefront of fashion design, digital innovation, and educational pedagogy.
8.1 Procedures and Strategies
For FIAL to effectively determine and implement staff training at the Institute, the following procedure should be used:
8.1.1 The SLT shall analyse staff performance evaluations to pinpoint areas needing improvement from time to time.
8.1.2 The SLT shall distribute questionnaires to gather input on desired skills and professional interests. This survey shall be conducted on the yearly basic.
8.1.3Consult with lecture supervisor to identify team-specific training requirements.
8.1.4 Ensure training needs align with FIAL's mission and strategic objectives.
8.2 Training Program Implementation
At the Fashion Institute of Advanced Learning, we start by defining clear objectives for our training initiatives to ensure that they meet both the professional growth needs of our staff and the Institute’s unique mission. We select training methods that are most suitable for our environment such as in-house workshops led by our experiences educators, online courses specifically aligned with our curriculum, or mentoring programs that promote internal collaboration. To minimise disruptions, we thoughtfully schedule training sessions at times that best fit our academic calendar and staff workloads, seamlessly integrating them into our Institute’s routine.
To achieve the above FIAL shall:
8.2.1 In-House Training Workshop
FIAL shall organize workshops led by experienced staff or local experts, focusing on teaching methods, technology, and administrative skills, utilizing school facilities and this shall be done at least once a year.
Implement a mentoring program pairing experienced staff with newer colleagues.
Encourage peer observations and feedback sessions to improve practices.
8.2.2 Online Learning Resources
Provide access to free or low-cost online courses, webinars, and tutorials with affiliate university and colleges in South Africa.
8.2.3 Professional Development Plans
Require staff to create annual professional development plans with their supervisors.
Set clear, achievable goals aligned with personal and institutional objectives.
8.2.4 Attendance at Local Conferences and Seminars
Support attendance at relevant local events when financially feasible.
Prioritize opportunities that offer substantial benefits at low costs.
This policy outlines employment conditions for staff at FIAL, supplementing specific details provided in individual letters of appointment. It should be read alongside The Basic Conditions of Employment Act (BCEA) in South Africa establishes the minimum standards for employment to ensure fair labour practices.
9.1 Pre-Employment Requirements
9.1.1 Legal Compliance: Non-South African citizens must meet all legal requirements to work in the country.
9.1.2 Background Checks: Employment is contingent upon successful qualification and criminal background checks.
9.1.3 Induction: New academic staff must complete an induction program organized by their department head.
9.2 Probation Period
9.2.1 Duration: A standard probation period of one year applies to all new permanent academic staff.
9.2.2 Purpose: Probation allows both the school and the employee to assess suitability for long-term employment and provides support for professional development.
9.3 Roles and Responsibilities
Department Heads: Lead and develop their departments, ensuring academic excellence and effective management.
9.4 Intellectual Property
9.4.1 Teaching Materials: Staff grant the school a non-exclusive license to use teaching and examination materials they create.
9.4.2 Research and Inventions: Intellectual property developed during employment belongs to FIAL, but benefits from commercialization are shared according to the school's policies.
9.5 External Work and Additional Teaching
9.5.1 Primary Obligation: Staff must prioritize their duties at FIAL.
9.5.2 External Activities: With approval, staff may engage in external professional work that does not conflict with their school responsibilities.
9.5.3 Additional Teaching: Staff may teach in other departments with departmental approval; compensation arrangements must align with school policies.
9.6 Working Hours and Leave
9.6.1 Employees are limited to forty-five ordinary working hours per week. This typically translates to 9 hours per day for a five-day workweek or 8 hours per day for a workweek exceeding five days.
9.6.2 Overtime is voluntary and may only be worked by agreement between employer and employee. The maximum permissible overtime is 3 hours on any one day or 10 hours in any one week. Overtime must be compensated at 1.5 times the normal wage rate, except for Sunday work and work on public holidays, which must be remunerated at twice the normal wage rate.
9.6.3 Employees are entitled to twenty-one consecutive days of paid annual leave per leave cycle (usually a year).
9.6.4Employees are entitled to at least 30 days of sick leave over a three-year cycle, which is accrued at a rate of one day per month worked.
9.6.5 Female employees are entitled to four months of childbirth leave, which can start at any time before the birth.
9.6.6 Other Leave: Provisions are made for sick leave, family responsibility leaves, and parental leave according to school policies.
9.7 Employment Contracts
All FIAL employees shall be provided written contracts that outline the terms and conditions of employment. It will include the following:
9.7.1 Confidentiality and Conflict of Interest
Confidentiality: Staff must not disclose sensitive information obtained through their employment.
Conflict of Interest: Employees must declare any potential conflicts between personal interests and school responsibilities.
9.7.2 Public Holidays
Employees are entitled to paid public holidays as specified by law. If a public holiday falls on a day when an employee would normally work, they are entitled to a day's pay for that day or must paid double daily wage if they require to work.
9.7.3 Termination and Retirement
Employees are entitled to severance pay upon termination, calculated at a minimum of one week's remuneration for each completed year of continuous service.
Notice Period: Permanent academic staff must provide three months' written notice to terminate employment. For ordinary employees, the school shall follow procedure and guidelines as outline in the BCEA.
Retirement: Staff are expected to retire at the age sixty as specified in their contract but may be considered for emeritus status based on contributions to the school.
9.7.4 Acceptance of Gifts
Policy: Accepting gifts or hospitality from students, applicants, or suppliers is prohibited to avoid conflicts of interest.
9.7.5 Smoking Policy
Prohibition: Smoking is not allowed in any FIAL buildings or on campus grounds.
10.1.1 FIAL’s commitment to diversity and inclusion goes beyond compliance with the Employment Equity Act (No. 55 of 1998). We embrace diversity as an essential element of creativity and innovation, encouraging representation from all sectors of society in our workforce.
10.1 2 In addition, FIAL’s Employment Equity Policy shall focus building a diverse, high-quality staff profile and includes measures to address barriers to entry, growth, and development for staff. The policy is supported by training programs and regular monitoring to assess progress.
11.1.1 FIAL shall promote economic development, social justice, labour peace, and the democratization of the workplace by offering a framework for resolving labour disputes, protecting employees' rights, and regulating labour relations.
11.1.2Employees shall be entitled to fair treatment, protection against unfair dismissal, and the right to join and participate in trade union activities.
11.2 Procedure
11.2.1 Regular feedback sessions to ensure alignment between employees and the leadership on industry.
11.2.2 Employee shall be encouraged to escalate their grievance to the SLT to sick mediation and shall received a written notification within 48 hours and mediation shall be conducted with 3- 5 working days to avoid minimal disruption to academic work.
11.2.3 All fail employees may refer disputes regarding unfair dismissal to the CCMA after all attempt to settle the matter with FIAL have failed.
11.3 Performance and Promotion
11.3.1 Performance Reviews: Annual reviews will be conducted to support professional growth and career advancement.
11.3.2 Promotion: Academic staff may be eligible for promotion based on established criteria and successful completion of probation.
12.1 The Institute shall remain compliant with the Occupational Health and Safety Act must provide a safe working environment.
12.2 Staff are required to adhere to all occupational health and safety regulations and report any workplace injuries immediately.
12.3 No unauthorised person shall be allowed on FIAL premise student and staff are advice to carry with them their access card at any given time.
12.4 Individual without access card will be asked to leave to promise but security unless they can justify their presence.
12.5 Supplier shall be given a visitor access card to access the premises.
FIAL offers competitive compensation and benefits packages that reflect the dynamic nature of the fashion and educational sectors. Our remuneration structure values creativity, expertise, and the contributions of all employees to the success of the institution.
13.1 Salary Structure
Regular benchmarking against both the fashion industry and educational sector standards and shall be adjust annually according to inflation and FIAL financial conditions.
13.3 Benefits Package
13.2.1 Retirement and Insurance: Permanent staff are required to join the Institute's retirement fund, which includes provisions for death, disability, and funeral benefits.
13.2.2 Medical Aid: Permanent staff must be members of the Institute's approved medical aid scheme unless covered elsewhere in South Africa.
13.2.3 Tuition Fees: Staff and their dependents may receive reduced tuition fees for studies undertaken at FIAL.
13.3.4 Offering flexible work arrangements, professional development opportunities, and wellness programs to enhance employee satisfaction
13.3 Academic Staff Salary Grades:
Academic positions shall classify into the following ranks, each corresponding to a specific job grade and salary range:
Job Grade
Position
Description
P10
Assistant Lecturer
Part-time lecturer who has not completed their studies.
P9
Junior Lecturer
Entry-level academic position; full-time lecturer in a field of expertise for 1-3 years.
P8
Lecturer
Mid-level academic position; full-time lecturer in a field of expertise for 4-8 years.
P7
Senior Lecturer
Advanced academic position; full-time lecturer in a field of expertise for 9 years and above.
P6
Associate Professor
Senior academic position; typically requires experience and research contributions.
P5
Professor
Highest academic rank; recognized for significant contributions to their field and academia.
The performance management of lecturers is governed by frameworks designed to enhance teaching quality, professional development, and institutional effectiveness.
14.1 Performance Planning
Head of Faculty shall set clear objectives with a focus on both educational outcomes and contributions to fashion innovation. This shall be achieved through the following measures:
Developmental Appraisal: Assessing and developing educators' skills and competencies.
Performance Measurement: Evaluating educators' performance against set standards.
Whole School Evaluation: Assessing the overall effectiveness of the institution.
Goal Assessment: Assess that the set out student performance and curriculum objectives are being met.
14.2 Continuous Feedback
Encourage ongoing mentorship, recognizing that feedback in creative industries needs to be immediate and constructive.
Annual performance reviews and evaluations are conducted to identify training or developmental needs for lecturers, ensuring that their skills are up-to-date. This is also used as a means to assess problem areas which staff and/or lecturers may be struggling with.
14.3 Performance Appraisal and CPD
Research indicates a need to enhance the relationship between performance appraisal and CPD for TVET lecturers. Aligning these elements can address challenges in job creation and skills development by contributing to a well-aligned performance management and CPD system. This approach underscores the critical role of lecturers in shaping skilled graduates and advocates for a fair accountability process through performance appraisal in TVET colleges' performance management systems.
14.4 Employee Engagement and Performance Management
Studies have explored the antecedents of employee engagement among TVET lecturers in Gauteng, South Africa. Findings suggest that supervisor support, performance feedback, and adequate workload are important for job engagement among lecturers. These factors contribute to organizational engagement, highly.
14.5 Personal Development Plan
This plan assists with facilitation career goal planning, the actions required to meet the gaols and the timelines to reach the goals.
This may be short term and long term goals, this will depend on the individual and their needs and gaols. This can help with identifying the resources that may be required to meet the goals.
Staff members and lecturers are able to assess their personal development plans and career objectives to ensure that they are one the right path and move at their desired pace to reach those goals. Feedback received during this time may be able to give them this insight so that they may adjust accordingly.
Staff and lecturers personal development plans may assist with support or bids for career progression, skills development, and the tracking and evaluation of one’s gaols and actions.
This will ensure that an individual’s goals are in line with and assist with pushing forward the Institute’s gaols and objectives.
This policy will be reviewing every three years or sooner if regulatory or internal institutional changes arise. Minor updates (e.g., typographical changes) will be processed without formal approval major revisions must follow FIAL’s formal policy review process, including stakeholder consultation, or impact assessment. and Senior Leadership Team approval.