Human Resources Operational Plan 2006-2008
Introduction
The achievement of the University's Mission, Values and Goals depends on the performance and contributions of all staff. The principal goal is to attract, retain, develop and reward excellent staff.
A Staff Plan has been developed to align Human Resources (HR) Strategy with the University's Strategic Plan. In the implementation of this Staff Plan, the strategic priorities of leadership, organisational and staff development, and productive workplace relations, which by their very nature are inter-related, will underpin all HR activities.
University managers, supervisors and team leaders manage our human resources - our staff. Effective human resource management ensures that: we have available the people we need in the jobs required to achieve the University's Mission and goals, they are productive, and there is balance between organisational and individual needs.
University Mission
To be the major catalyst for the innovative and sustainable economic, cultural and educational advancement of the region, through the pursuit of international standards in teaching and research.
Human Resources' Mission
Human Resources provides services, expertise and advice to support the achievement of the University's staffing strategies which focus on leadership, organisational and staff development and productive workplace relations within a framework of effective risk management and legislative compliance.
Human Resources plays significant roles in:
- ensuring the University has the staff needed to achieve its Mission and Goals
- building efficient Human Resource infrastructure through the development and implementation of effective HR policies, processes and practices
- advising and supporting managers and staff in their work, and
- contributing to the development of the organisation by ensuring staff capability
The key functions Human Resources performs are:
All roles and functions are undertaken in collaboration with University managers and staff.
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Workforce planning
Ensures that the University has adequate and suitably qualified/trained levels of staff in the jobs required to achieve its Mission and Goals.
Goal
Each work area will develop a workforce plan for the next three years to ensure the availability of adequate, suitably qualified/trained staff.
Actions
- Human Resources (HR) to develop model and templates for workforce planning, and provide information about current staffing (Establishment Reports) to each cost centre.
- HR staff to work collaboratively with Cost Centre Managers (CCMs) to develop a cost centre workforce plan for 2006-08, which reflects projected growth and aligns with University strategy.
- HR to provide reports to managers to optimise effective and timely management of HR activities eg probation, PPR, increment dates, end dates, leave balances
Indicators
- Templates and Establishment Reports available to CCMs
- Each Cost Centre has a workforce plan for 2006-08
- Staff:Student ratio < 1:18
- 10percent full-time T and R staff at professorial level
- Casual FTE < 20 percent of FTE
- 90 percent of T and R staff have higher degrees
- 50 percent of senior positions held by women
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Job design, analysis and evaluation
Job analysis determines the tasks, duties and responsibilities each job includes, its relationships to other jobs, and the knowledge, skills and experience required to perform effectively in the position. The systematic collection of this information enables job design, which results in a position description. Job evaluation determines the level of a position in relation to position classification standards.
Goal
An up-to-date and accurate position description will be available for every ongoing and fixed-term position, and appropriate casual positions, in the University.
Actions
- HR staff to work with managers and staff to ensure a position description is available for all ongoing and fixed-term positions in the University.
Indicators
- Up-to-date and accurate position descriptions available for all ongoing and fixed-term positions.
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Recruitment selection and appointment
Recruitment is the process of seeking and attracting a pool of qualified applicants for a job vacancy, while selection is the process of choosing the applicant who best meets the selection criteria in the position description. The appointment process establishes the employment contract between the University and the successful applicant.
Goal
The University is able to attract and appoint high-calibre staff with good organisational fit through effective and efficient recruitment and selection processes which reflect well on the University.
Actions
- HR to develop guidelines to provide practical advice and support for managers and staff who are responsible for selecting future staff.
- HR to deliver training to managers and staff who are responsible for selecting future staff.
- HR to seek feedback from successful applicants about how they learnt about the vacant position and the selection process.
- HR staff to interview / survey any ongoing or fixed-term staff member who exits within 12 months of their first appointment to ascertain the reasons for their departure.
Indicators
- By July 2006, at least one member of every selection committee trained, by July 2007, at least 50 percent of all selection committees trained, and by July 2008, all members trained.
- Policy, procedures, guidelines and training reviewed by December 2008.
- Feedback from exit interviews / surveys analysed and, if necessary, action taken to rectify policy and/or practices.
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Induction and probation
Induction is the systematic introduction of a new employee to the university and their new job, colleagues and work area. Probation provides the opportunity to determine whether an appropriate match has been made between a new staff member, the position and the work environment, and whether the staff member is able to perform effectively in the duties of the position.
Goal
All new ongoing and fixed-term staff will participate in:
- the University's formal induction within six weeks of commencement in their new position, and
- a formal probation process in accordance with the University's Probation Policy.
Actions
- HR to advise new staff of the date of their induction in their letter of offer.
- HR to advise the relevant CCM and supervisor when a successful applicant has accepted an offer of appointment, their commencement date, the date of their induction, the duration of their probation, the requirement to develop a probation plan and establish a schedule for the ongoing review of performance throughout the probationary period.
- HR to provide support and advice to managers and staff, as required, to support the probation process.
Indicators
- All new ongoing and fixed-term staff attended formal induction within six weeks of their commencement (unless work requirements prevent their attendance within that time).
- All new ongoing and fixed-term staff have met with their supervisor within one month of commencement to discuss and develop a Probation Plan.
- Interim reviews and a final probation review have been conducted in a timely manner for all ongoing and fixed-term staff.
- Probation Policy and practices reviewed by December 2008.
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Performance Planning and Review
Aims to ensure alignment between the performance and development of individual staff, work area plans and priorities, and the University's Strategic Plan. It is a continuous process which centres on a staff member and his / her PPR supervisor meeting to discuss and plan the staff member's work and development and how these aspects contribute to the achievement of operational and strategic goals of the work area and the University.
Goal
All ongoing and fixed-term staff will participate in a PPR discussion with their PPR supervisor at least one a year.
Actions
- HR to continue to deliver PPR training regularly.
- HR to provide advice to and support for managers and staff regarding the implementation of PPR.
- HR to monitor and report on implementation of PPR twice per year.
- PPR policy, procedures, guidelines and training to be reviewed by December 2006.
Indicators
- PPR Training for All made available to all staff through the Staff Development Calendar at least six times per year.
- All PPR Supervisors trained before they participate in PPR as a supervisor.
- 100 percent participation in PPR by eligible staff each year.
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Staff and organisational development
Staff and organisational development is a process through which staff continue to learn and expand their capability to be effective in their work. Furthermore, increased organisational effectiveness is generated when the capabilities of staff are enhanced and they are able to better understand, and keep improving, the ways the organisation works - its practices, culture and systems.
The provision of effective staff development can create a positive and stimulating environment in which staff are able to achieve success and satisfaction in their work, and the University achieves excellence as an academic institution.
Goal
To provide a comprehensive range of relevant staff development opportunities so that staff are able to develop professionally and personally in accordance with their, and the University's, needs.
Actions
- HR to coordinate and publicise a comprehensive range of staff development opportunities each month via email and other appropriate media.
- HR to provide support and advice regarding staff development opportunities, activities and needs.
- HR to promote and administer Professional Development Program (PDP) and Study Assistance.
- HR to collaborate with the Office of Learning, Teaching and Research to coordinate the Sessional Staff Development / Induction Day for sessional staff, which is held in O-Week in Semester 1 each year, and the Academic Induction session, which is held in mid-semester one each year.
- HR to coordinate and participate in the Learning and Teaching Staff Development Reference Group.
Indicators
- 80 percent of staff participate in at least one relevant staff development activity each year.
- 75 percent of sessional staff employed in semester one attend the Staff Development / Induction Day each year.
- 100 percent success of participants in Study Assistance.
- A comprehensive range of development activities has been offered, including leadership development for senior staff.
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Promotion
To attract, develop, motivate and retain high quality staff, it is important to recognise and reward their performance. Promotion is a very significant way of recognising and rewarding sustained performance and achievement at the University.
Promotion is a means of making sure all staff are clear about what the University values and the standards of performance expected at each classification level and encourages alignment between the work of individual staff, and University and work area goals.
Promotion also fosters the achievement of the University's Strategic Plan by ensuring that the performance that is formally recognised and rewarded contributes to the achievement of the University's Mission.
Goal
To recognise and reward sustained meritorious performance consistently.
Actions
- HR to monitor Promotion Policies to ensure they are clear and unambiguous about what the University values (definitions of merit).
- HR to ensure alignment between position descriptions for T and R staff and the levels of performance required for promotion to each academic Level in the T and R Promotion Policy.
- HR to monitor implementation of Promotion Policies to ensure fairness and objectivity.
- HR to provide advice to and support for managers and staff regarding the implementation of Promotion Policies and their connections to other relevant HR activities eg PPR.
- HR to implement promotions processes in accordance with Policies and Procedures.
- Promotion Policies, procedures, guidelines and training to be reviewed by December 2007
Indicators
- Information and training made available to all staff when applications for promotion are sought each year.
- All position descriptions for T and R staff reflect the level of performance at each academic Level required in the T and R Promotion Policy.
- Nil appeals upheld.
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Managing unsatisfactory performance, misconduct and serious misconduct
To ensure that mangers are fully informed of clear and transparent processes, and that staff are aware of the allegations of underperformance and / or misconduct, and are provided with an opportunity to respond.
Goal
To manage unsatisfactory performance, misconduct and serious misconduct in accordance with provisions in the Certified Agreement (Clauses 5.5 and 5.6).
Actions
- HR to provide support and advice to managers and staff about unsatisfactory performance, misconduct and serious misconduct processes and issues.
- HR to oversee implementation of unsatisfactory performance, misconduct and serious provisions to ensure adherence to provisions in Certified Agreement (2004-2008).
Indicators
- Where unsatisfactory performance provisions have been implemented and result in termination of employment, if the staff member takes the matter to an external arbitration / conciliation body, the University's decision will be upheld.
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Workplace relations
Significant changes in legislation will impact the regulation and conduct of workplace relations. It is important for the University to keep abreast of the changes and ensure managers and staff are aware of the changes and their impact on operations.
Goal
To have productive workplace relations with staff.
Actions
- HR to oversee and facilitate implementation of the Certified Agreement (2004-2008), including in particular dispute resolution and grievance procedures.
- HR to consult regularly with staff on relevant issues and matters.
- HR to liaise with NTEU representatives on behalf of the University and managers.
- HR to promote "family friendly" provisions in Certified Agreement (2004-2008) and "healthy workplace" activities through CHASE.
- All HR policies and procedures to be developed/reviewed within a three-year cycle to ensure alignment with University strategic objectives and optimise effectiveness and efficiency.
- HR to maintain "Employer of Choice" status with Equal Opportunity for Women in Workplace Agency.
Indicators
- <10 percent staff turnover.
- <10 percent of staff involved in disputes each year.
- All staff invited to three meetings / forums to discuss relevant staff issues.
- "Employer of Choice" status maintained.
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WorkCover administration and rehabilitation management
Effective WorkCover administration ensures compliance with the WorkCover Queensland Act. Workplace rehabilitation is available to staff to facilitate a timely and safe return to normal duties following injury or illness, regardless of whether the injury or illness is work related. Early return to work programs benefit both the injured or ill staff member and the University.
Goal
To ensure effective rehabilitation of injured or ill staff.
Actions
- HR to work collaboratively with managers, staff and medical practitioners to ensure effective implementation of Workplace Rehabilitation Policy, including prevention of risk from re-injury and timely return to pre-injury duties and productivity.
- Implement evaluation requirements through survey of staff after return to work
Indicators
- Workers' Compensation premiums <0.8 percent of annual salary costs.
- Nil re-injury.
- Satisfactory return to work of staff who participate in rehabilitation.
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Human resources reporting and compliance
We must respond positively to the increasing demand and the amount of information to be provided to all levels of Government. We must also ensure that we comply with all relevant legislation and minimise potential risk.
Goal
To ensure accurate and timely reporting, both internally and externally, and compliance with relevant legislation and other regulatory requirements.
Actions
- HR to ensure and report on compliance with the Higher Education Workplace Relations requirements, which include: choice in Agreement making, direct relationships with staff members, workplace flexibility, productivity and performance, and freedom of association.
- HR to ensure timely and accurate reporting to: DEST, Equal Opportunity for Women in the Workplace Agency, WorkCover Queensland, Australian Bureau of Statistics, HR Benchmarking, Mercer's Remuneration Benchmarking Survey.
- HR to review and develop the capacity of the University's HRIS to provide useful information and reports to HR staff and managers.
Indicators
- Successful DEST reporting.
- Successful EOWA reporting.
- Nil successful complaints to anti-discrimination/equal opportunity Commissions.
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