Workforce Planning Status Report 2007


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Workforce Planning Status Report 2007

  1. 1. WORKFORCE PLANNING: STATUS REPORT 2007 ______________________________________________________________ This is the first University Annual Workforce Planning Status Report which: • Lists the workforce planning activities and changes undertaken and/or announced during 2007. • Clarifies delegations and expectations of Faculties, Divisions and Primary Budget Centre Managers in preparation for the Planning and Budget discussions in November 2007. • Outlines the University priority projects for workforce planning in 2008. New Delegations in Workforce Planning CSU Workforce Planning Framework In August 2007 this framework was developed and endorsed by the Institutional Development Committee. It includes indicators of workforce planning performance; management accountabilities; and will underpin the Workforce Enabling plan to be developed in 2008. The framework is available at: planning/docs/wfp-framework.pdf New Human Resources and Workforce Planning Website In June 2007 the Human Resources web site was redesigned to make human resources and workforce planning information more accessible and transparent to Faculty and Divisions. A Manager’s page was also created to outline current policy, strategy and processes in workforce planning. The web is available at: planning/workforce-planning.htm Integration of Workforce Planning into University Planning In March 2007 the SEC announced the integration of workforce planning into University Planning and this was written into the Timeline for Planning and Review Activities. This document is available at: In June 2007 a Faculty/Division Annual Workforce Plan Report template was produced, based on the 2004 CSU Workforce Planning Guidelines. This document is available for use at: In recognising that workforce planning is a medium to long term strategy, the University has committed to undertaking further work to align planning, risk, workforce planning and budget during 2007/2008 and to fully integrate these into both annual and longer term planning cycles. Expectations for Workforce Planning Meetings From 2007, the university will provide clear expectations to Faculties, Divisions and Primary Budget Centre Managers of the reporting requirements for the annual November Planning and Budget meetings. Alignment of Workforce Planning and the CSU Equity Plan Equity Plan At the March 2007 VCF the CSU Equity Plan was endorsed by the Vice-Chancellor and presented for discussion to reinforce the need to build equity into workforce planning. Advice was given that Equity Plan KPI reporting would be broken down to Faculty/Divisional level and be used as workforce planning indicators. Indigenous Employment At the March 2007 VCF there was a verbal request that each Faculty/Division employs an Indigenous trainee [partially funded by DEST]. In August the Vice-Chancellor announced a contribution to support 50% of the salary costs for the first year of employment of Indigenous staff. Expectations for Equity Initiatives in Workforce Planning The University advises that Faculty/Divisions are responsible for developing a workforce profile [by 2011] which reflects the University Equity Plan indicators. Workforce Planning at CSU September 2007 Status Report Prepared by Manager Workforce Planning and Performance, Division of Human Resources -1-
  2. 2. The Division of Human Resources will provide guidance about how Indigenous Traineeship funds are to be accessed for 2008. Using the Staff Establishment as a Tool for Workforce Planning In response to requests from Faculties and Divisions, the University has reviewed the principles underpinning the use of the staff establishment as a workforce planning tool. Principles underpinning the Staff Establishment 1. The staff establishment is to be used as a planning tool for the medium to longer term and Faculties and Divisions are expected to be thinking of staffing needs 3 – 5 years ahead. 2. The University is committed to budget certainty for a three year period to enable Faculty and Divisions to plan for the medium to longer term. Principles for Divisions • The 4% annual deduction for structural adjustment fund will remain a feature of the establishment. • Divisions are able to reconfigure the staff profile within the existing staff establishment salary envelope to implement innovative strategies to attract, develop and retain staff. • Only in exceptional circumstances will new continuing positions be approved for addition to the existing staff establishment. • However, to support initiatives that underpin the University Strategy 2007-2011 opportunities will be available to access co-investment funds from the University. Principles for Faculties • Development of the long term discipline profile taking account of sustainability, performance, expectations, new courses and subjects. • Recruitment and retention will be to disciplines with an appropriate mix of academic levels. • Consideration of Faculty leadership especially the next generation of Heads of Schools and sub- Deans. • Achieving the objectives of CSU’s Equity Plan. • The redevelopment of general and technical staffing in the Faculty to better support the Faculty’s activities. The University will provide examples that can be argued or proposed by Faculty and Divisions to maximise workforce planning within the staff establishment. Job Analysis The University expectation is that job analysis is to be undertaken as part of all vacancies, and prior to commencement of any recruitment action. During 2008 the University will support managers at all levels to undertake staff development in job analysis so they can define and design the work, and identify the skills and attributes of the workforce required to deliver the future outcomes of University. Developing Leadership Capability in Workforce Planning 2008 Professional Development The University has committed to provide guidance and professional development during 2008 to assist University managers to develop the desired workforce profile required by 2012. This will include: • consideration of the resourcing implications of “grow your own” strategies • clarifying the workforce planning distinctions between restructure/positional redundancy; voluntary separation; retirement, and under-performance and ensure that the appropriate strategy is utilised. • Improving the alignment of induction, recruitment, performance management and professional development practices to support the creation of the profile. Workforce Planning at CSU September 2007 Status Report Prepared by Manager Workforce Planning and Performance, Division of Human Resources -2-
  3. 3. Enhancing Communication in Workforce Planning Annual Status Report An annual Workforce Planning Status Report (aggregation of new initiatives developed) will be published on the workforce planning web page to inform the annual Planning and Budget process. Communication Plans for new Initiatives All future workforce planning initiatives will be communicated to Faculties and Divisions with a rationale, links to University Strategy, guidance on how to implement, and clear identification of who will drive the initiative and a timeframe for implementation. Academic Renewal Shaping the academic workforce To continue to shape the academic profile required to deliver the University’s strategic objectives to 2011 and beyond, a number of key workforce planning expectations have emerged during 2007: • The academic staffing profile is aligned around discipline groups and University Research Centres. • The RQF is derived from achievements in the discipline groups and Research Centres. • Academic staff are encouraged to align their research with the Research Centres and problem focussed research groups at CSU. • All Teaching/Research and Research Only academic staff must have the capacity to be part of the Research Quality Framework by 2012. These expectations are to inform performance objective setting and career planning discussions during performance management meetings with staff. Discipline Profile During 2007 Faculties were asked to identify the discipline profile which would enable the University to concentrate resources where they are needed and to plan the development of its staffing, subject and research profile. A project was undertaken to formalise the approved discipline profile, and to map staff, student load and funding so this could be used as a workforce planning management tool. Details of the disciplines and project can be found at: The University confirms that the discipline profile will form the basis to plan, develop and drive performance and workforce planning to achieve planned outcomes in learning, teaching and research. Specific expectations about the workforce planning implications of building the discipline profile can be found at: Academic Strategic Voluntary Separation Scheme In August 2007 those staff who felt they were either unable or unwilling to make the necessary transition to the new performance expectations outlined in the University Strategy 2007-2011, were offered the opportunity to choose to leave the employment of the University in accordance with the terms outlined in the Strategic Voluntary Separation Scheme. Performance Based Funding The Office of Planning and Audit will aggregate the performance based funding targets to 2011 and these will be available at: Professional Activity Criteria and Teaching and Professional Staff In March 2007 Faculties were asked to categorise staff as Teaching/Professional. In August 2007 Academic Senate approved the Professional Activity Criteria which is to commence in 2008. In September 2007 a memo was sent from DVC (Academic) that advised categorisation may be reviewed as part of performance management and probation and that the responsibility for monitoring levels lies with Human Resources. The University has committed to the inclusion of Teaching and Professional staff requirements in Academic Promotion documentation before the 2008 promotions round. Coursework Masters Support Scheme In August 2007, following requests from Faculties, a new scheme was developed to assist academic staff to obtain a Masters degree and to build the workforce profile at CSU. This scheme is to be used at the discretion of the Dean and is to be fully funded by Faculties. Details can be found at: Workforce Planning at CSU September 2007 Status Report Prepared by Manager Workforce Planning and Performance, Division of Human Resources -3-
  4. 4. Direct appointments for short term contract staff During 2007 the University determined that direct appointments to academic vacancies can be extended beyond the standard 6 month period to cover an entire academic year. This strategy allows a vacancy to be filled urgently if needed, to commence or maintain University work and it makes the contract a more attractive employment proposition. During 2007 the University will provide further guidance on the use of direct appointments as flexible staffing options. Personal Allowances In June 2007 a Personal Allowances policy was implemented to clarify the use of personal, market, responsibility and retention allowances to attract and retain staff. Faculty and Divisions are expected to fund these allowances from within existing staff establishment budgets. Proposals are to be developed in collaboration with the relevant SEC portfolio manager and then approved by the Executive Director Human Resources. Human Resources will monitor the usage of allowances and provide annual reports to the Planning and Budget Committee. The policy can be found at: Probation Academic Staff Probation The academic Staff Probation process was reviewed during 2006/7 and changes will be introduced from 1/1/2008. Guidelines for implementation will be issued during 2007. The policy is available at: General Staff Probation During 2008 the University will develop a General Staff Probation process as a development and retention strategy. Exit Strategy In June 2007 a new process for managing staff exits was developed to monitor and manage resignations and retirements. Data is being collected and will be made available to the University on an annual basis (from August 2008), in preparation for Planning and Budget discussions. A checklist was developed to assist managers to finalise employment and use exits as a means to inform future job analysis/design and to minimise knowledge loss/ maximise knowledge transfer. This is available at: Transition to Retirement and Retention of Older Workers In June 2007 a range of current human resource practices were announced as career management strategies to assist staff transition to retirement. Staff seminars (sponsored by the Executive Directors of Finance and Human Resources) were held in August 2007 to communicate these options and the interest in these as career management strategies was very positive. Advice was provided that performance management meetings were the appropriate avenue to hold conversations about career intentions and to explore the range of options available. Developments for 2008 The University will undertake a project to: assess the sustainability of the transition to retirement options in the short to medium term; and to review the EH&S issues involved in retaining an older workforce. Professional Development to grow the workforce The restructures undertaken during 2007 and the emerging emphasis on “grow your own” and succession planning has generated a high demand for professional development activity at CSU, both in the short and longer term. In addition, the changes to the Performance Management Scheme have highlighted professional development as being critical to ensure the achievement of performance objectives. The University confirms that systematic professional development is essential to create the workforce profile for the longer term. Faculty and Divisions will be required to report on professional development and leadership development in annual Planning and Budget meetings. Workforce Planning at CSU September 2007 Status Report Prepared by Manager Workforce Planning and Performance, Division of Human Resources -4-
  5. 5. University Workforce Planning Priority Projects for 2008 University Enabling Workforce Plan Mid 2008 will see the development of the University Enabling Workforce Plan to position the University for the future. This plan will identify the strategic staffing action items to be implemented during 2008 and beyond. Attraction Strategy: Recruitment Project The University will review the recruitment function and attraction strategy in 2007/2008 to support the needs of the University in developing best practice and innovation in a tightening labour market, and to position the University as an employer of choice in the region, nationally and internationally. Emerging areas of importance will include: • Delegations • E-Recruitment implementation • Policy and procedure enhancement • Training, development and supporting participants in the recruitment process. • Advertising to ensure effective utilisation of resources to position CSU into the future. • Enhancing the flexibility and equity in salary packaging and benefits • Improving the attraction, retention and relocation strategies and processes. Attraction Strategy: Building for the Future Project The University will implement short and longer term strategies to develop a younger workforce to replace the ageing workforce. This will include: • Designing work that is attractive to future generations of workers • Targeting the younger labour force including the CSU graduates pool • Instigation of Research Fellows to target graduates as Level A academic appointments • Instigation of traineeships and/or cadetships to target graduates in administrative roles • Better use of Teaching Only appointments at Level A. Attraction/Retention Strategy: Critical Workforce Skills Project The University will undertake a project to analyse attraction and retention issues for critical workforce segments [professional roles such as project management, business analyst] and implement strategies to develop these critical skills to complete University projects, and Workforce Productivity projects. Retention Strategy: Rewards and Recognition Project The University will review the current recognition and reward practices as strategies to engage staff, encourage excellence in performance and contribute to the retention of staff. The project will focus on both monetary and non-monetary rewards and options that can be employed at local workplaces to recognise staff achievements. Retention Strategy: Supernumerary Pool/Casual Pool Project The University will undertake a project to assess the benefits of developing a supernumerary pool of trained and skilled staff to maintain core functions during periods of temporary absences (leave and secondment). The project will also consider strategies for the best usage of casual staff to support time release/secondments to assist with implementing academic and business initiatives. Workforce Planning at CSU September 2007 Status Report Prepared by Manager Workforce Planning and Performance, Division of Human Resources -5-