Breadcrumbs
Staff Plan 2006-2010
Introduction
The Staff Plan, which aims to align Human Resources (HR) strategy with the University's Strategic Plan, explicates the context relevant to Human Resource Management within which the University operates, and then establishes HR strategy, goals to guide action, and performance indicators to monitor and evaluate achievement.
The achievement of the University's Mission, Values and Goals depends on the performance and contributions of all staff. Therefore, priorities are to attract, retain, develop and reward excellent staff. Human Resources contributes by establishing HR strategy, then assisting managers to plan and manage their staff effectively in accordance with the strategy, and staff to undertake their work productively. A comprehensive set of Human Resources policies and procedures and definitions of roles, responsibilities and accountabilities, the provision of a broad range of staff development opportunities, and ready access to expert advice also assist.
Context
The Federal Government is exerting significant pressure on Australian universities to reform work practices and improve productivity and efficiency. Substantial funding is being made available to reward those universities that can demonstrate they are meeting the Government's requirements. In 2005, the University succeeded in meeting the Higher Education Workplace Reform Requirements (HEWRRs) which cover five broad areas: choice in Agreement making, direct relationships with staff members, workplace flexibility, productivity and performance, and, freedom of association.
The Australian Government announced the introduction of a new Workplace Productivity Programme (WPP) to begin in 2006 to encourage higher education institutions to further progress workplace reform. The WPP aims to progress workplace reform that strengthens universities' capability to manage and implement workplace change and is intended to encourage flexible working relationships, direct relationships between employers and employees and improved productivity and performance.
Other significant government initiatives, which emphasise performance-based funding and will impact University strategy and operations, are: the Learning and Teaching Performance Fund and the Carrick Institute, the Research Quality Framework (RQF) and Third Stream Funding. Also, late in 2006, the University will be audited by the Australian Universities Quality Agency (AUQA).
The most significant feature of the internal environment of the University is growth. New programs are being developed and many new staff will need to be appointed, either as Teaching and Research (T and R) Staff making direct contributions to academic life and performance, or as Administrative, Professional and Technical (APT) Staff supporting the academic work of the University in various ways.
With this growth, the University continues to change and become more complex. Human Resources and University managers need to work together to ensure the transformation of the organisation is managed successfully, particularly the people aspects of the changes.
The University is one of the region's largest employers. By being, and being seen to be, a good employer, we are better able to attract high-calibre staff and our current staff will be strong ambassadors who actively promote the University within their communities and beyond. This is important, especially in a regional university.
Thus, within a strategic framework that concentrates on leadership, organisational and staff development, and productive workplace relations, the University aspires to be an employer of choice and to provide a safe, healthy and fair workplace in which our staff matter. Our staff need to be energetic, enthusiastic and committed to the University's Mission, Goals and Values and the University needs to ensure a culture that fosters these attributes and encourages academic excellence.
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The USC Strategic Plan
Goal
- to attract, retain, develop and reward excellent staff
Strategies
- recruit staff who will contribute to achieving the University's strategic priorities and goals with energy, enthusiasm and excellence
- increase the professoriate to enhance academic leadership
- provide staff training and development, including leadership development, which enhances high performance
- continue to develop the University's performance management and related schemes, with a view to rewarding high-performing staff and teams
Key goals
- support recruitment and selection processes within the context of a workforce plan developed for the University to ensure an alignment between growth and need
- support the development of our staff through programs including promotion, professional and personal development, study assistance and Performance Planning and Review (PPR)
- review policies to ensure relevance and efficiency
- implement the certified agreement
- ensure our T and R staff continue to be among the most highly qualified in the country
- continue to build a culture that recognises and rewards exceptional performance
- continue to build productive and inclusive workplace relations
- ensure a healthy and safe working environment
Indicators of success
- success in recruiting to key positions
- high staff performance profile
- high qualifications profile
- increased proportion of staff at professorial level
- increased uptake of staff development initiatives
Approved: Council C06/97, 10 October 2006
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