Staff Plan 2009-2011
Context
The University has faced and responded to significant challenges and much has been accomplished with limited resources. These achievements are largely due to the skill and commitment of staff and the strength of our relationship with the regional community. Students consistently rate highly the ‘human scale’ of the University and we have developed one of the most qualified academic cohorts in Australia.
As one of the Sunshine Coast’s largest employers, the University prides itself in offering excellent working conditions in a supportive environment. We are now able to attract high-calibre staff and our current staff are strong ambassadors who actively promote the University. For our continued success, these factors need to be built upon over the next few years.
The University’s Mission is 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, research and engagement. The Staff Plan is intended to inform staff objectives in organisational areas’ operational plans and should be read in conjunction with the other Functional Plans of the University, particularly the Learning & Teaching Plan, Research & Research Management Plan and Regional Engagement Plan.
The goals of the Staff Plan are to be achieved within a workplace culture characterised by respect, transparency, inclusiveness, and equity.
The Staff Plan outlines initiatives to address the goals of the University’s Strategic Plan, as they relate to human resources, and complements actions being undertaken at the local level. Core strategic initiatives include
- Provision of recruitment strategies to attract a workforce that is capable of meeting our strategic and operational objectives
- Delivery of programs aimed at retaining and developing a workforce with the appropriate skills and knowledge and with a focus on performance and outputs, and supporting organisational change and leadership development
- Provision of competitive conditions of employment in an equitable and safe workplace where exceptional performance is rewarded.
Objectives and Strategies
Objective 1 Provide recruitment strategies to attract a workforce that is capable of meeting our strategic and operational objectives
Strategies
1.1 Further develop and integrate the University’s workforce planning processes
1.2 Provide focused recruitment to attract staff and deliver the desired workforce profile
1.3 Regularly monitor data on staff recruitment, and, where appropriate, review and improve processes
1.4 Develop programs to enhance academic leadership
This will be measured by:
Staff Plan Key Performance Indicator 1
| Description |
Measures |
Target |
Responsibility |
| Workforce capable of meeting strategic and operational objectives |
Fully integrated workforce planning process |
By end 2010 |
Director Human Resources |
Strategic Plan Key Performance Indicator 7.1
| Description |
Measures |
Target |
Responsibility |
Staff profile
|
Proportion of women in senior position |
50% by 2010 |
Director Human Resources, Cost Centre Managers |
Strategic Plan Key Performance Indicator 7.2
| Description |
Measures |
Target |
Responsibility |
| High qualification profile |
Annual percentage of T&R staff (FTE) with a Master or higher level degree |
In each year be in top quintile of Australian HE providers for percentage of T&R staff (FTE) with a Master or higher level degree |
Deans, Director Human Resources
|
|
Annual percentage of T&R staff (FTE) with a Doctor of Philosophy |
By 2010 be in top third of Australian HE providers for percentage of T&R staff (FTE) with PhD |
Deans, Director Human Resources |
Objective 2 Deliver programs to retain and develop a workforce with the appropriate skills, knowledge and outputs, and supporting organisational change and leadership development
Strategies
2.1 Regularly monitor data on staff retention to identify issues and develop appropriate responses to reduce voluntary turnover
2.2 Identify training and development needs, including performance management and leadership development, and provide appropriate development programs to assist staff to possess identified workforce capabilities
2.3 Develop and implement procedures for ensuring alignment of staff performance planning, management and review with strategic and operational goals
2.4 Manage all significant change with appropriate strategies including change management and communication procedures
This will be measured by:
Staff Plan Key Performance Indicator 2
| Description |
Measures |
Target |
Responsibility |
| Monitor staff retention regularly to identify issues and responses |
Total voluntary turnover lower than sector average (Universities benchmarking program) |
By end of 2010 |
Director, Human Resources |
| Staff development programs |
Staff development program aligned with identified university workforce capabilities |
By 2010 alignment completed |
Director, Human Resources |
| Leadership development |
Forums delivered |
Heads of School Forums & Managers Forums delivered from 2009 |
Director, Human Resources |
|
Research and teaching Leadership activities delivered |
Delivered from 2009 |
Director, Human Resources, Director, TARS |
|
Monitor secondments and higher duties to identify succession planning opportunities |
Monitored from 2009 |
Director, Human Resources, Cost Centre Managers |
|
Satisfactory staff perceptions of leadership benchmarked via climate survey |
By end 2011 |
Director, Human Resources |
|
KPI’s from University Strategic Plan included in performance agreement of responsible officer |
By end 2010 |
Executive, Director, Human Resources |
| Alignment of staff performance planning and review with strategic and operational goals |
100% participation in the Performance, Planning & Review (PPR) program |
By end 2010 |
Executive, Director, Human Resources |
| Change management |
All strategic change projects achieve stated outcomes and are implemented to agreed timeframes |
By end 2009 |
Director, Human Resources |
Objective 3 Provide competitive conditions of employment in an equitable and safe workplace where exceptional performance is rewarded
Strategies
3.1 Provide competitive conditions of employment in an equitable and safe workplace
3.2 Develop and implement a range of rewards systems for staff to advance strategic goals
This will be measured by:
Staff Plan Key Performance Indicator 3
| Description |
Measures |
Target |
Responsibility |
| Competitive conditions of employment available and exceptional performance rewarded in an equitable and safe workplace |
Gender pay equity within Australian sector (EOWA) |
By end 2009
|
Director, Human Resources |
|
Indigenous employment strategy developed
|
By end 2009
|
Executive, Director, Human Resources |
|
Time lost to injury lower than sector average (Universities benchmarking program) |
By end 2010 |
Director, Human Resources, Cost Centre Managers
|
|
Performance loadings available to all levels of staff
|
By end 2010
|
Director, Human Resources
|
|
Promotion, professional development programs and awards designed to recognise and reward outstanding performance |
By end 2010 |
Director, Human Resources |
END
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