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Strategic plan

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  • 1. Management Plan - Human Resources 2009 - 2012 1. Introduction CQUniversity’s future success will in a substantial way depend upon the skills, energy and commitment of our staff. Accordingly, the University must attract, develop, reward and retain staff of the highest quality and provide a working environment that will enable them to maximise their capacity to contribute to the achievement of the University’s mission. The Management Plan – Human Resources 2009-2012 (Plan) supports the CQUniversity Australia Strategic Plan 2009-2012 by identifying and articulating the human resource initiatives that give effect to the people and performance elements within the strategic plan. This Plan identifies priorities and goals that will guide human resource management at CQUniversity over the period 2009-2012 to enable the University to maximise its human resource capabilities. It outlines the emerging human resource challenges facing the University and strategies to address these challenges. It also identifies human resource development and planning requirements in support of a staffing profile that aligns with the University’s strategic direction and its need to be flexible, creative and agile. This Plan and its identified goals and strategies will be supported by annual operational plans that outline the activities that will be undertaken each year to give effect to the goals of the Plan. The process for developing this Plan involved input from a number of sources including staff via a website; through open staff forums at all campuses; consultative discussions with the Staff Consultative Committee; through consultation with stakeholders across the University; and feedback from the Vice-Chancellor’s Committee. During the period of this Plan, CQUniversity will need to be responsive to the changing external environment (legislative, financial, technological, demographic, labour market, higher education sector) which includes:  an increasingly competitive higher education environment including labour markets, students and our capacity to attract and retain staff;  the aging profile of the sector workforce demographic combined with our relatively junior academic profile;  monitoring changes in the legislative requirements from Federal and State governments in areas such as industrial relations, equal opportunity and health and safety and providing advice on the implications for the University and leading the implementation of required changes to its operations;  continuing financial constraints with reduced government funding and the increasing reliance on alternative income generation and the associated risks of this strategy e.g. downturn in international student enrolments; Management Plan – Human Resources 2009 – 2012 Page 1 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 2.  increased requirements for accountability including quality reviews and financial compliance; and  increased reliance on the use of technology to provide systems that inform our decision making and better manage our operations and that transform the working, learning and teaching environments. The Plan also addresses internal imperatives such as:  the enhancement of a performance management culture that rewards high performing staff and links individual and institutional performance goals and accountabilities;  the development and implementation of a workforce planning process;  investing in the development of our staff to nurture our intellectual capital and in particular the development of management and leadership capabilities; and  enhancing workforce diversity and in particular addressing the low level of Aboriginal and Torres Strait Islander employment across the University. The intended outcome of effective human resource management within the University is the development of a high performance culture that emphasises accountability for results. The Vice- Chancellor and President is ultimately responsible for developing this culture within the University with the assistance of university managers and supervisors. The Executive Director (Resources) has overarching responsibility for human resources management across the University and is assisted by the Division of Human Resources. The management of human resources is underpinned and guided by workplace legislation, industrial and employee relations instruments, institutional policies and procedures, and input from University committees and stakeholders with support and advice from the Division of Human Resources. Policies relevant to staffing are available on the Policy Portal (http://policy.cqu.edu.au/). The Division of Human Resources is a strategic partner with the faculties, divisions and campuses of the University providing advice, training and guidance across all workplaces and geographical locations. Responsiveness and flexibility in the management of human resources within the University has been assisted by devolution of authority and responsibility to local levels wherever possible with local support from a dedicated HR client services team plus advice and information from centrally located professional staff within the Division who form part of the extended client service resource team. 2. Compliance and Benchmarking The University will monitor external points of reference both to ensure continued compliance and to inform current actions and future planning: These points of reference include but are not limited to:  Anti-discrimination Act (1991);  Commission for Children and Young People and Child Guardian Act (2000);  Central Queensland University Union Collective Agreement (Academic Staff Employees) 2007;  Central Queensland University Union Collective Agreement (General Staff Employees) 2007;  Disability Discrimination Act (1992) including Disability Standards for Education (2005);  Equal Opportunity for Women in the Workplace Act (1999);  Fair Work Act (2009); Management Plan – Human Resources 2009 – 2012 Page 2 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 3.  Higher Education Industry – Academic Staff – Award 2010  Higher Education Industry – General Staff – Award 2010  Industrial Relations Act 1999 QLD;  Migration Act 1958 - Human Resources;  National Training Wage Award 2000;  National Employment Standards (2010);  Payroll Tax Act 1971;  QSuper Superannuation (State Public Sector) 1990;  Queensland Prevention of Workplace Harassment Advisory Standard (2004);  Sex Discrimination Act (1984);  Superannuation Guarantee (Administration) Act 1992;  Superannuation Guarantee (Administration) Regulation;  Tax Administration Act 1953;  UniSuper Deed of Covenant and Trust Deed;  Workers Compensation and Rehabilitation Act (2003) QLD;  Workers Compensation and Rehabilitation Regulation (2003) QLD;  Workplace Health and Safety Act (1995) QLD; and  Workplace Health and Safety Regulation (1997) QLD. CQUniversity will continue to benchmark its human resource activities against other Universities across the higher education sector via the Universities HR Benchmarking program. Membership of this program provides the capacity to benchmark with other institutions in the sector on a variety of human resource performance measures and provide guidance on matters such as:  staffing trends and issues both within the University and the sector;  the effectiveness of human resource initiatives and areas for improvement; and  workforce planning processes across the University. Feedback from this annual benchmarking activity allows the University to further refine its human resource strategies and practices. 3. Priorities 3.1 Organisational restructure and workforce planning The University has invested significant resources in recent times to review and adjust its organisational structure with the merging of Faculties and significant process reengineering across the Divisions leading to improved delivery of services and reduced staffing costs. The organisational review and restructure is yet to be finalised with segments of the University still to commence or complete this process. It is critical to the University’s long term viability that these improvements in organisational structure and process are maintained by forging a strong link between structure and budget where staffing decisions are made on the basis of an approved organisational structure and budget which is underpinned by a centrally controlled position management system. Additionally, as the University moves forward, any adjustments to structure will need to be supported through a costed business case as part of a whole of University workforce planning process. The University will need to ensure that it has a robust human resource information system Management Plan – Human Resources 2009 – 2012 Page 3 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 4. that can provide accurate data to inform management decision making and assist in the setting of the University’s annual staffing budget. Workforce planning will be an important tool in ensuring that the University is well positioned to meet its present and future staffing needs. As the University anticipates adjustments to its program offerings to meet emerging student demands, effective workforce planning processes will enable the University to proactively prepare for these changes by adjusting its staffing profile through a combination of skilling up existing staff, reducing staff number in areas of decline and targeted recruitment from external sources as necessary. 3.2 Professional development of staff In the Management Plan for Learning and Teaching it states that “staff must be encouraged to engage in continuing professional development and be provided with time to reflect on student learning and their role in supporting learning and teaching”. The University needs to ensure that it provides for the targeted training needs of its staff that are identified through the University’s performance review, planning and development process. The University also needs to ensure that its managers and supervisors have the requisite skills and abilities to undertake their important day to day oversight of staff; reviewing their performance, assisting them to address any deficiencies and taking timely corrective action to manage under- performance or unsatisfactory performance as necessary. One of the identified challenges facing the University is the aging profile of the higher education sector workforce combined with our relatively junior academic profile. The University will find it increasingly difficult to attract, recruit and retain quality staff and it will need to ensure that it maximises its capacity to develop our present staff and future staff, particularly if those who are available or willing to locate to Central Queensland are not yet skilled to the required level. Another area that will need to be carefully addressed is the development of management and leadership capabilities as part of the University’s approach to succession planning. 3.3 HR policies, practices and enterprise agreements Following the restructure of the Division of Human resources, the centralised model of human resource management has been replaced by a decentralised client service model with a dedicated client services team supported by centrally based professional HR staff, who form part of an extended client services team. A renewed focus has been placed on the development or updating of HR policies, and practices with the intention of eliminating unnecessary complexity or bureaucracy while at the same time ensuring that appropriate standards and practices are maintained. Additionally, a new enterprise agreement will need to be negotiated during 2009 consistent with the Fair Work Act 2009, the new Higher Education Modern Awards and the new National Employment Standards. The Division has also been empowered by the senior executive to take ownership of the performance review, planning and development process to ensure that staff and supervisors are both trained in the process and held accountable to make certain that the process is successfully concluded including follow-through on identified training needs and management of performance deficiencies. Management Plan – Human Resources 2009 – 2012 Page 4 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 5. Equally important, the University will be more closely monitoring the allocation of staff workloads to ensure that staff are given the time, resources, training and support to be able to deliver quality service to their clients. 3.4 Health and safety of staff and students The University is committed to continuously improve university-wide health, safety and environmental strategies, policies, procedures and priorities to ensure that they are integrated and comply with relevant legislation. As part of this commitment, the University has identified a need to implement an Emergency Management Plan and Safety Management System to ensure that it fulfils its obligation to provide a safe workplace for staff and students consistent with its legislative compliance obligations. Implementation of the Emergency Management Plan will include the establishment and training of Emergency Control Organisations and Fire and Safety Advisors across the University and conducting emergency evacuation drills with the assistance of the Queensland Fire & Rescue Service, at least annually. To assist in its health and safety oversight, the Division of Human Resources has committed to the implementation of the health and safety module of the Human Resource Information System (Alesco) which will assist in the overall management of the health and safety function. The Division will engage in the identification and implementation of preventative strategies and programs to reduce the number and impact of injuries and improve the positive links between good health and safety practice and good performance outcomes. Additionally, the Division will establish transparent lines of health and safety accountability and responsibility at all levels of the University, train all new supervisors and staff in their health and safety obligations, ensure that applicable health and safety obligations are contained in position descriptions and that staff are reviewed in respect to their health and safety responsibilities through the University’s annual performance management process. 4. Key Performance Indicators Key Performance Indicators relating to human resource management are detailed in the CQUniversity Australia Strategic Plan 2009-2012 under the heading People and Performance and reported against as required. Under this Plan, measures are provided against each strategy and these are reviewed and revised for each edition of the Plan. 5. Goals The priorities as detailed above have been developed into the goals and strategies on the following page. This Plan will be supported by annual operational plans that outline the activities that will be undertaken each year to give effect to the goals and strategies of the Plan. Management Plan – Human Resources 2009 – 2012 Page 5 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 6. 6. Implementation Implementation of this Plan will be the responsibility of the Executive Director (Resources) with progress against each strategy to be monitored bi-annually in accordance with the listed measurements and with particular reference to the activities and planned outcomes outlined in the Division of Human Resources’ HR Operational Plan – People & Performance (2009-2010). Goal 1 Finalise the University’s organisational restructure and implement a workforce planning process in support of enhanced organisational capacity. Strategies Responsibility Measurement/Monitoring Finalise the University’s Vice-Chancellor’s Executive Organisational restructure organisational restructure completed by the end of 2009. process. Develop and implement a Division of Human Resources Workforce planning process workforce planning process that developed by the end 2009 with integrates with the business implementation to occur by June planning process. 2010. Benchmark HR operations and Division of Human Resources Annually. outcomes against the higher education sector to inform HR strategic planning, policy development, processes and practices. Continue to implement further Division of Human Resources Ongoing with an anticipated functionality of the Human and the Information Technology completion date in late 2010. Resource Management Division Information Systems (HRIS) to assist the Division in its day to day operations. Develop a suite of operational Division of Human Resources By the end of 2009. and strategic HRM reports to be and the Information Technology utilised by line managers to Division assist with HR management decision making including workforce planning. Management Plan – Human Resources 2009 – 2012 Page 6 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 7. Goal 2 Ensure the targeted professional development of staff to maximise organisational and client outcomes. Strategies Responsibility Measurement/Monitoring Ensure that the professional Manager and supervisors and the Annual report of training and development needs of staff Division of Human Resources. development undertaken against identified via the PRPD process identified T&D from the annual are addressed in a timely, cost PRPD process. effective and equitable manner. Provide management and Division of Human Resources Initial cohort to be provided with leadership development for all and Deans/Heads of Division training by mid 2010 and managers and supervisors. ongoing training for new managers and supervisors thereafter. Support and coach supervisors in Division of Human Resources Initial cohort to be provided with HR management skills. training by mid 2010 and ongoing training for new managers and supervisors thereafter. Encourage an enhanced focus on Division of Human Resources Ongoing. learning and teaching across the University. Management Plan – Human Resources 2009 – 2012 Page 7 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 8. Goal 3 Develop or update HR policies, enterprise agreements and practices to improve human resource and employment relations processes and performance outcomes. Strategies Responsibility Measurement/Monitoring Implementation of revised Division of Human Resources PRPD process completed by Performance Review, Planning and Deans/Heads of Division 95% of staff by March 2010. and Development (PRPD) process. Review and update strategies, The Vice-Chancellor’s Strategies reviewed annually policies and procedures to Executive and the Division of based on in-house data and attract, recruit and retain high Human Resources benchmarking report. performing staff including appointment by invitation when appropriate. Review all HR policies and Division of Human Resources By the end of 2009. procedures to identify and remove unnecessary complexity or bureaucracy with a focus on workplace flexibility and performance outcomes. Develop strategies to monitor Vice-Chancellor’s Executive and By mid 2010. and improve staff morale. the Division of Human Resources Implement the indigenous Indigenous Employment Annual reporting of percentage employment and career Reference Group of indigenous employment development strategy. against target. Improve the allocation and Deans/Heads of Division and Annual report on allocation and management of employee Supervisors management of employee workloads across the University. workloads to VCE. Monitoring IR changes to Division of Human Resources Quarterly reporting to Executive provide advice and leadership Director (Resources). for the implementation of any required changes. Negotiate a replacement Vice-Chancellor and President By the end of 2009. enterprise agreement(s) in a form Division of Human Resources that maximises the University’s needs, including flexible work practices, and with any salary increase to be consistent with the University’s capacity to pay. Management Plan – Human Resources 2009 – 2012 Page 8 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
  • 9. Goal 4 Enhance and improve University health, safety and environmental practices to ensure a safe workplace for staff and students Strategies Responsibility Measurement/Monitoring Implement an Emergency Division of Human Resources EMP fully implemented by June Management Plan (EMP) and 2010. Safety Management System SMS implemented by the end of (SMS). 2009. Implementation of the Health Division of Human Resources By June 2010. and Safety module of the Human and the Information Technology Resource Information System. Division Approved by: Council 6 July 2009 Management Plan – Human Resources 2009 – 2012 Page 9 of 9 PRINT WARNING – Printed copies of this Document or part thereof should not be relied upon as a current reference document. ALWAYS refer to the electronic copy for the latest version. CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D