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HUMAN RESOURCES
OPERATIONAL PLAN
2010-2011
Human Resources Operational Plan
The Human Resources (HR) Operational Plan is guided by a number of inter-
relationships which is reflected in our approach to supporting the business of the
University.
Our business decisions are driven at the highest level by the strategic direction of
the University encapsulated by the Australian Catholic University Strategic Plan.
The People and Culture Thematic Plan enhances the ACU Strategic Plan,
providing clear direction as to where the HR Directorate needs to focus its
services, develop initiatives, respond to issues and achieve enhancements to core
work.
Beneath the two strategic documents are the legal employment framework and
our identified HR initiatives. To enable the enhancement of core work there is a
need to have core systems that underpin our work, such as PayGlobal and
PageUp, and a continued focus on system design and development to support
business decision making.
Our legal employment framework falls across the strategic and the operational
arena. Particular emphasis is given to the implementation of enterprise
agreements and the supporting and enabling policies. Both provide assistance to
the development of HR initiatives and interventions.
Core work covers matter that is essential to the day to day working operations of
both the HR Directorate and the day to day operations of the University.
Examples of core processes are payroll, recruitment, workers compensation, case
management, workforce planning, change management, reporting for
internal/external bodies and the managing performance framework.
HR service delivery is informed both top-down and bottom up. University
planning identifies strategies and outcomes and provides for the focus and
direction of core work processes, and likewise, the core work of HR can inform
organisational strategies. For example, an increase in core work with respect to
case management may lead to a strategy being identified for a core competency
in people management. The strategic response would be that a Competency and
Capability framework is developed and implemented which is then reflected in
the ACU strategic plan and associated plans.
The HR Operational Plan is achieved through the context of our Human
Resources Strategic Intent and HR Service Charter. The strategic intent is
aspirational identifying both who we are and providing future focus. It tells us
how we will work to support the business of the University. The Service Charter
assists in meeting client expectations in our day to day relationships with the
greater university and external community.
To create a sustainable HR service, staff in HR must take full responsibility to find
efficient and effective ways of working and to inform core processes and
business decisions.
Human Resources Strategic Intent
Our goal is to provide integrated professional services continuously aligned to the business strategy of the University.
We achieve this by:
Knowing our internal environment:
o Strategic Planning – Implementation
o Producing reports and commentary on our workforce profile and
identify workforce issues
o Working collaboratively with organisational units
o Understanding our customers
Knowing our external environment:
o Maintaining links to the HR Profession and update knowledge
o Undertaking benchmarking
o Representing ACU at industry forums and seminars
Effecting Change:
o Developing staff, managers, and leaders
o Communicating with staff
o Creating enabling people management frameworks (policies,
procedures, systems and outcomes)
o Developing and supporting innovative workforce interventions
o Encouraging a high performance culture
Continuous business process improvements:
o Finding new ways to do business processes
o Streamlining administrative processes.
HR Service Charter to be developed however the following points have been identified to be included
Collaborative Approach
Professionalism
Timeliness
Communication
Confidentiality
Business Process Improvement Review and maintain staffing delegations that enable management decision-making
Continuous enhancement of the capabilities of the various HR systems
Continued enhancement of workforce planning capability to faculties and directorates
Refining procedures to minimise burdensome administration on the University
E-workflows and E-forms investigation, recommendation, development and implementation
Core Work Ensure that the University’s staffing policies are designed to appropriately support effective decision-making by managers, and are consistent with the University’s
strategic requirements and legal obligations
The continuous improvement of human resources practices to support the whole of employment life cycle experience of an employee and thereby the effective human capital management of a significant ACU resource
Creation of reports in timely manner to bodies either internal or external including, but not limited to, workforce planning/profile, remuneration and benefits,
Completion of various deadline driven tax compliance requirements and end of financial year reporting requirements
Provision of advice & guidance on practical application of industrial instruments to line managers and staff
Managing change and provision of effective support and guidance to line managers during change management processes
Ongoing implementation of University-wide grievance management process and effective case management
Development of national policies, procedures and information sessions on OH&S, Wellbeing and Work-Life Balance
Provision of effective and timely support to staff and line managers through the administration of worker’s compensation claims and throughout the rehabilitation process for injured staff
The employment of sessional and casual staff is annually reviewed
Provision of targeted learning and development programs to meet the identified needs of general staff and the ongoing needs of the University
Performance Development Plan management and associated development programs meeting both individual and business needs
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Strategic Goal:
Thematic Plan Goal No. Goal Title
Learning and
Teaching5
ACU offers a diverse,
information-rich and
collegial learning
environment
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
5.4 Library Services 1
Library Services re-structure
and change management
program.
The Library will further develop it services, facilities
and collections to meet the evolving needs of a
diverse University community, including providing a
greater emphasis on supporting research.
Human Resources will guide and support Library
management and staff in the change management
transition to the new structure.
A new Library structure will be implemented in July
2010. No further action required Completed
Employment
Relations; HR
Consultancy
Services
Library, SL&T
Thematic Plan Goal No. Goal Title
Student Life 1 Campus Life and Culture
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
1.1 Catholic Identity
and Mission2
Staff's catholic identity and
Mission awareness reflected
in interactions with students.
The University will promote the development of a
campus culture characterised by free inquiry and
academic integrity, commitment to service, the
promotion of the common good and the dignity of
the human person. The University will invite
students to engage with the Catholic Identity and
Mission of the University. The University respects
and, where possible, will support the traditions of
students of other faiths.
1. Enhanced Employee Induction Program
incorporating Catholic Identity and Mission
implemented by June 2010 (Completed).
2. New one day induction program commenced in
March 2010 (Completed).
1. Review the implementation of U@ACU in November 2010.
2. Pilot E-Induction in September 2010 with rollout in
November 2010.
1. On Target
2. On Target
Learning and
Development;
Office of the
Director HR
SL&T, DIM
Student Experience
Goal Description
ACU provides a learning environment which fosters a collegial approach to learning, a variety of physical and accessible virtual learning spaces, access to technologies, ICT skills training programs and help
desk support.
Goal Description
ACU provides opportunities for students to engage in activities on campus, build relationships with peers and staff, and support their learning through campus engagement.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 115
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
Student Life 2 Access and Equity
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
2.2 Scholarships
and Bursaries 3
Equity for Scholarships and
Bursaries.
Australian Catholic University, in partnership with
stakeholders and donors, will provide scholarships
and bursaries that assist students, including those
from equity groups. To achieve this the University
will:
a) review current scholarships and bursaries to
establish their availability at each campus;
b) develop a program to fund a bursary scheme.
c) monitor the scholarship and bursary schemes of
competitors
NT
1. Establish irregular mechanisms (where required) to pay
scholarship holders through payroll.
2. Due to a change in external reporting requirements
commence discussions with Finance on opttion or potential
for a transfer of tasks.
1. On Target
2. Commenced
Remuneration and
Benefits
SL&T, Ac,
Research
Goal Description
ACU is committed to equality of access and outcomes for students who have traditionally been under-represented at university, especially those who have experienced prior educational disadvantage.
These include:
Indigenous people;
People from socio-economically disadvantaged backgrounds;
People from regional and remote areas;
People with disabilities;
People from non-English speaking backgrounds;
Women and men in non-traditional study.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 215
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Strategic Goal:
Thematic Plan Goal No. Goal Title
Research 1 Research culture:
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
1.3 Research
Capacity and
Capability
4
Building and supporting
research capacity and
capability
The University will proactively grow and renew its
workforce to increase its research capacity and
capability. The University will recruit excellent
academics, researchers, postdoctoral fellows and
research students to build research capacity that is
strongly aligned with the University’s identity and
mission. The University’s employment processes
and working arrangements will embed research
performance standards and foster research
capability. The University will enhance opportunities,
professional development and support for promising
and excellent researchers including Indigenous and
equity groups, early and mid-career researchers
and research leaders through a wide range of
mechanisms. Staff exchanges with research
centres, industry and international partner
organisations will be facilitated. Within a culture of
increased opportunities, expectations and support,
and recognition of achievement, the number of staff
with doctoral qualifications and the proportion of
research-active staff will increase.
1. Postdoctoral fellows:
By the end of January 2011, the number of
postdoctoral fellows will have increased by 8%
2. Research active staff:
By the end of 2011, the proportion of research-
active staff will have increased
3. Academic qualifications:
By the end of 2011, the proportion of academic
staff with doctoral qualifications will have increased
by 4% (and 10% by 2013)
1. Integrate research capacity and capability into
appointment processes.
2. Record and report research active staff on Pay Global.
3. Report academic qualifications on Pay Global.
4. Publish reminders of qualifications process update.
5. Review and/or develop reporting mechanisms identifying
research capacity and capability from Pay Global.
On Target for
all
HR Systems; HR
Consultancy
Services Unit;
Remuneration and
Benefits
Research, Ac
Research Knowledge and Transfer
Goal Description
The University will create and foster an organisational-wide research culture.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 315
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Strategic Goal:
Thematic Plan Goal No. Goal Title
Identity and Mission 2Opportunities for staff
formation
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
2.2 Formation
Programs5 Staff Formation
Contemporary, accessible and challenging
programs will be designed and led by skilled
facilitators to assist staff in exploring the Catholic
Intellectual tradition and key Catholic documents
Comprehensive staff induction, development and
formation programs are developed and deployed
from Semester Two 2010
1. Strategic Employee Induction Framework inclusive of E-
Induction.
2. Staff Formation inclusion requires further exploration and
integration.
1. On Target
2. On hold
Learning and
Development;
Office of the
Director HR
I&M
Many and varied opportunities will be offered for staff formation that is personally enriching and renewing through engagement in doctrinally, spiritually and pastorally rich dialogue about Catholic intellectual
thought
Catholic Identity and Mission
Goal Description
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 415
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Strategic Goal:
Thematic Plan Goal No. Goal Title
People and Culture 1
The Mission of ACU is
embedded in the
University’s employment
philosophy and practices
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
1.1 Mission criteria
and employment
processes are
aligned
6
Review employment
processes for alignment with
Mission.
The University will integrate Mission criteria and
terms into all ACU employment processes.
The review of all ACU National employment
processes to integrate Mission criteria and terms is
completed and communicated to staff by 31 March
2010.
Revised target date to be determined upon
finalisation of Enterprise Agreement.
1. Review policies, procedures and forms to embed mission
criteria.
2. Establish regular communications with staff on Mission
criteria.
Recommend
Target
Adjustment
upon EA
finalisation
Employment
Relations; HR
Consultancy
Services; Learning
and Development
DIM
1.2 A staff induction,
development and
formation program
is available
7 Staff Induction
The University will implement a comprehensive
induction, development and formation program for
all staff, including specific programs to assist staff
who are new to the University and/or higher
education context to successfully integrate into their
roles and work environment.
1. 80% of all new staff attend a Mission Induction
Workshop within the first three months of their
employment and 100% within six months.
2. The enhanced Induction program is fully online
by 31 March 2010.
1. See OPS No.5 - Staff Formation
2. Establish reporting mechanisms from July 2010 and
ongoing.
3. Recording & reporting Macchiato Moment completions.
4. Recording and reporting E-Induction
5. Reporting annually the induction results in the New Starter
Survey.
On Target
Learning and
Development; HR
Consultancy
Services
DIM
1.3 A staff
satisfaction survey
is implemented to
gain feedback from
the University
community
8 Staff Satisfaction
Implement a regular staff satisfaction survey for
monitoring and informing organisational culture,
climate and wellbeing.
An action plan arising from my Voice or other staff
survey is developed and communicated to staff on
a regular basis commencing from early 2010
1. Review to inform timing of next "My Voice" survey.
2. Preparation for next "My Voice" survey
3. "My Voice" action progress reports update six monthly.
On Target
HR Consultancy
Services; Office of
the Director Human
Resources
1.4 Health, safety
and wellbeing
frameworks are
established
9 Health, Safety and Wellbeing
Develop and implement communication and
awareness strategies to ensure staff are informed
on current and new developments/options/pathways
to health, safety and wellbeing
Information sessions on achieving work/life
balance are implemented in the University by June
2010.
Revised target adjustment to 4th Quarter 2010.
Develop and implement a calendar of communication,
events, and information sessions promoting (but not limited
to): OH&S, Montie, Real Time Health, EAP, SageCo, DHA,
Work life Integration, Pre-Retirement Framework; Workload
Framework, etc
Recommend
Target
Adjustment to
4th Qrtr 2010
Employment
Relations, Office of
the Director Human
Resources
Service Delivery and Enablers
Goal Description
The University’s Mission describes the beliefs, principles, values and philosophy by which ACU National operates. ACU continues to work toward a shared understanding of the Mission by the University
community in order to assist all staff in working towards a common goal.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 515
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
1.5 The University
workplace is
supportive for all
staff
10 Fairness and Equity
The University will ensure a harmonious and
supportive work environment for all staff through
ensuring fair and equitable practice and process;
access to entitlements and benefits; and that
conflicts and grievances are dealt with promptly and
in accordance with due process.
1. Strategies to reiterate the University's Code of
Conduct throughout all aspects of the employment
life cycle and functions are developed and
implemented.
2. Supervisors are enabled and empowered to
manage staff effectively. Internally escalated
performance management (including medical
cases), grievance management, complaints and
other investigations are less than 5% of the non-
casual headcount for a calendar year.
1. Update and communicate Code of Conduct throughout the
year.
2. Develop and deliver relevant development programs and
information sessions.
On Target
Employment
Relations; HR
Consultancy
Services; Learning
and Development
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 615
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
People and Culture 2
Staff expectations are
aligned with
organisational strategy
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
2.1 The University’s
strategic direction is
actively
communicated to all
staff within the
University
community
11 Two Way Communication
The University will develop and implement
mechanisms to inform staff regularly about progress
against the goals and objectives of the Strategic
Plan. This communication will be designed to
support University activities and projects and overall
work organisation. Staff will be provided with
opportunities and pathways to participate in
discussions and provide feedback concerning the
opportunities and challenges faced by the
University.
1. A framework for communication of progress
against the Strategic Plan and Thematic Plans is
developed and produced by 31 December 2009.
2. A mechanism to receive ongoing feedback from
staff is developed and in place by 28 February
2010.
1. Develop the People and Culture Steering Committee.
2. Implement and report New Starter Survey and Exit Survey
feedback (Implemented August 2010).
Recommend
Target
Adjustment
Office of the
Director Human
Resources: HR
Consultancy
Services
All
Goal Description
The University’s capacity to implement the ACU Strategic Plan 2009-2011 is dependent in large part upon its staff. The University community as a whole, and individual staff, need to have a shared
understanding of the goals and intended outcomes of the Strategic Plan so as to align decision-making and keep efforts focussed on the identified objectives and strategies. The University will assist staff in
gaining a shared understanding of the Strategic Plan through deploying targeted communication processes as part of the implementation of the Planning Hierarchy that underpins the Strategic Plan 2009 –
2011.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 715
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
People and Culture 3
Australian Catholic
University responds to
strategic opportunity and
challenge
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
3.1 The University’s
structures and
processes are
designed to ensure
effectiveness and
efficiency of
operation
12Business Improvement
Processes
Continuous business process improvements to
support informed strategic and operational business
decisions.
1. University Integrated Dashboard (UID)
implementation date January 2011.
2. Streamlined General Staff Classification System
implemented June 2011.
3. Integrate Paid Parental Leave implemented by
January 2011.
4. Strategic Recruitment Unit and processes
implemented by January 2011.
5. Investigate Electronic Timesheet introduction at
ACU by June 2011.
6. Review sessional employment process and
recommend improvements by October 2010.
1. Testing to commence 4th Quarter 2010 .
2. Discussion as part of Enterprise Bargaining negotiations.
3. Commenced
4. Recruitment and placment process complete, integration
post October 2011 to occur.
5. Commenced
6. Commenced
1. On Target
2. On Target
3. On Target
4. On Target
5. On Target
6. On Target
ALL HR
3.2 Organisational
flexibility and
capability is
optimised through
the workload
framework
13 Workload Framework
The University will embed work-life balance into its
workload framework to ensure staff are able to work
within optimum organisational flexibility and
capability parameters.
1. Information sessions on achieving work/life
balance are implemented in the University by June
2010. Recommend target adjustment to 4th
Quarter 2010.
2. A discussion paper outlining academic
streaming is developed and policies approved for
implementation for the 2011 academic year.
1. Refer to OPS No.9.
2. Develop, implement and review Academic workload
framework.
3. Develop and implementing reporting capability on
Academic workload at ACU.
1. Recommend
target
adjustment.
2 & 3. On
Target
Employment
Relations; Office of
the Director HR
3.3 Cross-
organisational unit
collaboration is
promoted and
encouraged
14 Cross Unit Synergies
Business improvement process initiated by Human
Resources will ensure liaison, input, feedback,
partnerships and collaboration with relevant
stakeholders.
Relevant stakeholder working groups are formed to
achieve effective business outcomes consistent
with the expected outcomes of the Strategic Plan.
Mechanisms exist to promote opportunities for
cross-unit collaboration and embed a customer
service culture.
1. Develop a consistent mechanism for Human Resources to
consult broadly across ACU and embed through strategic
projects.
2. Investigate and recommend the effective integration of
onboarding processes (HR, IT, Properties etc) by end of 1st
Quarter 2011.
1. Not
Commenced
2. On Target
1. ALL HR
2. HR Consultancy
Services
3.4 A customer
service culture is
integral to the
University’s
operation
15 Customer Service Integration
Human Resources will embed a customer service
culture in its organisational structure and processes
to ensure that Human Resources staff, systems,
policies and processes operate in an integrated
manner that is responsive to internal and external
client needs
Phase 1 realignment of HR Services
implementation by end of June 2010 resulting in a
strengthening of HR customer service culture.
Phase 2 proposal to be developed by December
2010.
University HR Functional Unit Review in 3rd
Quarter 2011 will review alignment of the HR
customer service implementation.
1. Development of HR Strategic Intent (Completed) and
Service Charter.
2. Embed within HR Operational Plan.
3.Standardise HR processes.
4. Communicate with ACU community.
5. Phase 2 HR Structure Proposal developed and submitted
to DVC (A&R) and VC
On Target All HR
Goal Description
Australian Catholic University recognises that its capacity to achieve its Mission and strategic objectives depends on the way in which it is organised and staffed. To be successful, ACU will therefore have
flexibility in its design to adapt to changes in the environment and endeavour to have the right people with the right skills in the right jobs.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 815
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
People and Culture 4
Strategic workforce
planning is embedded
across Australian Catholic
University
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
4.1 The University’s
workforce profile is
aligned with its
strategic direction
16 Workforce Profile
Human Resources, in collaboration with
organisational units will develop and implement a
range of strategies and interventions to achieve its
workforce profile objectives, including the
development and implementation of a competency
and capability framework, and a leadership
mentoring program.
1. A discussion paper outlining the optimum
workforce profile and identifying ranges and
strategies to achieve the workforce profile is
approved and then integrated into workforce
planning processes by 2011.
Target adjustment to integration by June 2011.
2. A competency and capability framework is
implemented for the 2011 academic year.
Target adjustment to June 2011.
1. Implement a Strategic Workforce Planning Working
Group.
2. Develop a discussion paper on advancing Workforce
Planning at ACU and include a proposal by the end of 2010,
with integration by June 2011.
3. Develop and implement a competency and capability
framework.
Recommend
Target
adjustment
Workforce
Planning; Office of
the Director Human
Resources;
Learning and
Development
4.2 The University’s
remuneration
strategies are
competitive and
flexible
17 Remuneration Flexibility
The University will develop competitive and flexible
remuneration strategies that support a strategic
approach to workforce planning.
Discussion paper developed third quarter 2010.
1. Review senior staff salaries.
2. Review and implement new salaries arising from new
Enterprise Agreement.
3. Benchmarking and recommendations prepared on an
annual basis.
On Target
Office of the
Director Human
Resources
4.3 Recruitment and
retention practices
are focussed on
high-performing
staff
18 Employee Value Proposition
The University will develop an employment value
proposition appropriate to the Mission, ethos and
strategic direction of ACU.
An Employment Value Proposition is implemented
by July 2010.
Target adjustment to June 2011.
1. Realign and re-scope project plan
2.Determine metrics and feedback mechanisms for program
success.
Recommend
Target
adjustment
HR Consultancy
Services, Office of
the Director HR
4.4 Leadership and
management
behaviour and
practice are
developed across
the University
community
19Enabling and Empowering
leaders and managers
Human Resources will facilitate the identification of
key leadership and management competencies as
the basis for developing an ACU Leadership
Program.
1. Supervisors are enabled and empowered to
manage staff effectively. Internally escalated
performance management (including medical
cases), grievance management, complaints and
other investigations are less than 5% of the non-
casual headcount for a calendar year.
2. 90% of supervisors complete programs to assist
with constructive conversations, managing
change, and managing performance.
1. Refer to: OPS No. 10 (Fairness & Equity) and OPS No. 16
(Workforce Profile).
2. Develop relevant reporting mechanisms and metrics.
3. Implement Quality Leadership Program (QLP).
On Target
Office of the
Director Human
Resources,
Learning and
Development
4.5 Learning and
development
programs are
established
20 Career Enhancement
The University will provide relevant, ongoing
learning and development programs and
opportunities for all staff.
A framework for career development is created,
communicated and embedded in the Performance
Planning Process (PDP)
1. Development of Learning and Development calendar
informed by PDP process and Academic Planning & Review
process.
2.Identify and embed Learning and Development metrics.
3.Develop and implement career framework based on
competency and capability, as a second phase.
On Target
Learning and
Development:
Office of the
Director Human
Resources
Goal Description
ACU will ensure that it designs and implements a workforce planning approach to respond to changes in the demographic nature of the Australian and international workforce and the increasingly
competitive nature of recruitment, selection, retention and promotion practices.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 915
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
People and Culture 5
A culture of performance
and recognition is
embedded across the
University
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
5.1 A performance
culture is embedded
across the
University
21Managing Performance and
Reward
The University will embed a performance culture in
which staff are empowered to act responsibly; be
held accountable for their actions; and be rewarded
for performance excellence.
1. A framework to recognise and reward exemplar
Mission behaviour is developed and produced by
30 June 2010. (Target Adjustment to December
2010)
2. The Performance Development Review and
Planning process is streamlined to improve on the
current completion rate (approx 50% in 2009), with
80% of all eligible staff having completed an annual
Performance Review and Plan by 31 December
2011.
3. A mechanism for communicating staff
excellence is in place by 31 December 2010.
Refer to OPS No. 16 (Workforce Profile).
1. Develop a framework to identify and reward exemplar
mission behaviour.
2. Explore an integrated managing performance system(s).
3. Develop a framework for identifying and recognising staff
excellence.
4. Establish and monitor relevant metrics to report on
progress.
1. Recommend
Target
adjustment.
2, 3 & 4 On
Target
Learning and
Development,
Office of the
Director HR
DIM, LTC
5.2 A development
framework supports
the University’s
performance culture
22Integrated Performance and
Development system
The University will develop and implement a
framework of development opportunity to support its
performance culture.
1. Supervisors are enabled and empowered to
manage staff effectively. Internally escalated
performance management (including medical
cases), grievance management, complaints and
other investigations are less than 5% of the non-
casual headcount for a calendar year.
2. A framework for career development is created,
communicated and embedded in the Performance
Planning Process
Refer to OPS No. 10 (Fairness and Equity), OPS No. 16
(Workforce Profile),OPS No. 19 (enabling and Empowering
leaders and managers), and OPS No. 21 (Managing
Performance and Reward).
On Target
Employment
Relations; HR
Consultancy
Services; Learning
and Development,
Office of the
Director HR
LTC
5.3 Supervisors and
staff will work in
partnership within
the University
community
23 One community, One
University
The University will support supervisors in their
constructive feedback to staff. The University will
also enable supervisors and staff to engage in
constructive dialogue regarding performance
development and management.
1. Supervisors are enabled and empowered to
manage staff effectively. Internally escalated
performance management (including medical
cases), grievance management, complaints and
other investigations are less than 5% of the non-
casual headcount for a calendar year.
2. 90% of supervisors complete programs to assist
with constructive conversations, managing
change, and managing performance.
Refer to OPS No. 10 (Fairness & Equity), OPS No. 19
(Enabling & Empowering leaders and managers) and OPS
No. 16 (Workforce Profile).
Investigate metrics to correlate development and
competencies to managing staff effectively.
On Target
Employment
Relations; HR
Consultancy
Services; Learning
and Development,
Office of the
Director HR
LTC
Goal Description
ACU values the importance of recognition and rewards as motivators of staff performance. As such, performance development will be available to assist each staff member to understand what is expected in
their role and provide feedback on how they have performed in relation to those expectations and in recognition of their contribution to the University.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 1015
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
Information
Technology4
Service, Support and
Development
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
4.2 Awareness 24 IT Capability Awareness
Human Resources is available to assist IT with the
facilitation of staff awareness of available IT tools
and services as deemed appropriate by both units .
An Internal Communications Plan is developed,
incorporating all relevant technology, to assist
communication to the University community in
relation to IT products and services by July 2010.
Integrate IT Training into Learning and Development
Calendar.On Target
IT, Learning and
Development
Goal Description
Provide Information Technology services to support staff and students and assist their effective use through awareness, support and skills development.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 1115
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Strategic Goal:
Thematic Plan Goal No. Goal Title
Community
Engagement1
Understanding, Ownership
and Awareness
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
1.1 Professional
development25
Community Engagement
Philosophy and Practice
Staff induction and professional learning
opportunities will be provided, through the
collaboration of Human Resources and IACE, to
ensure increased ownership and implementation of
community engagement as a key vehicle for
pursuing the University’s identity, mission and
Strategic Plan.
By mid-2010 staff induction, professional
development and formation modules on community
engagement will be developed and offered to staff.
See OPS No. 2 & 5. On TargetLearning and
DevelopmentIACE, DIM
1.4 Recognition 26
Recognition of community
engagement via awards and
through employment
practices
The University’s community engagement awards will
acknowledge the significant community engagement
of students and staff and the University’s community
engagement partnerships. The sophistication of staff
community engagement expertise and their
achievements in addressing the community
engagement-teaching-research nexus will be
recognised in promotion processes.
NTContribute to the development of a framework to identify
Community Engagement-Teaching-Research Nexus.Commenced
Employment
RelationsIACE, PVC (A)
Thematic Plan Goal No. Goal Title
Community
Engagement5 Sustainability
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
5.4 Resourcing 27 Business Partner to IACE
Recommendations for a community engagement
initiative will include an analysis of the human,
physical and financial resources to be committed to
ensure the critical capacity required for
sustainability. The adequacy of resources from
across the University and from external sources will
be assessed before commencement of the initiative.
NT Provision of advice where required. On TargetOffice of the
Director HR
IACE, Finance ,
Property
National and international recognition of ACU as a leading university committed to sustained and effective engagement with community partners
Understanding of the mutual benefits that flow from partnerships and the need for these to be of both a commercial and non-commercial nature
ALL
Goal Description
Shared understanding and implementation of community engagement across ACU
Goal Description
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 1215
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
Indigenisation 1
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
1.4 Enhance
academic and
administrative
mechanisms to
support Indigenous
students during
their studies
28ACU Staff Awareness of
Indigenous student need
It is important to continue to provide, as well as to
enhance, administrative and academic support for
Indigenous students on each campus. This includes
the provision of a culturally secure environment
where the academic, social, cultural and spiritual
needs of these students are met, as well as the
introduction of strategies to maximise student
success in their area of study.
The University will also explore the development of
innovative means to provide support for remote
area students, including the use of technology and
appropriate local level linkages.
Training delivered twice yearly on all campuses
and as needed in other forms. Overall course
rating of 3.5 to be achieved in 2010 and 2011.
Review and report effectiveness of training and recommend
changes as appropriate.On Target
Employment
Relations; Learning
and Development
PVC(A), CIER,
PVC (SL&T),
Student Success
Thematic Plan Goal No. Goal Title
Indigenisation 3
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
3.4 Develop
academic career
pathways for
Indigenous students
29
Indigenous Studentships
(also known as: Indigenous
Staff Research
Scholarships)
The University will implement the Studentship
Scheme, whereby successful candidates will be
appointed at Lecturer Level A level and supported to
undertake doctoral studies. This scheme will be
widely promoted to postgraduate Indigenous
students with the aim of having one studentship per
Faculty filled by the start of 2010.
1. One commencement in each Faculty by 31
March 2011.
2. Terms of Reference for review established by 31
December 2011. Review and recommendations
finalised by 31 December 2012.
3. Prepare induction program prior to 31 March
2011.
1. Prepare and circulate recruitment information package for
comment.
2. Advertise and launch scheme.
3. Develop induction program.
1. Completed
2. Completed
3. On Target
Employment
Relations, HR
Consultancy
Services, Office of
the Director Human
Resources
PVC(A), CIER,
PVC (SL&T),
Student Success
Goal Description
The University will increase the participation rate of Indigenous students.
Goal Description
Approaches to teaching and learning meet the needs and aspirations of Indigenous students.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 1315
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
Indigenisation 6
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
6.1 Make ACU an
employer of choice30
ACU Employer of Choice for
Indigenous people
The University will be promoted as an employer of
choice for Indigenous people. University recruitment
and employment practices will be aimed at ensuring
equitable employment policies for Indigenous
persons within a policy framework of equity for all.
Indigenous people will be encouraged to apply for
vacant positions and casual lecturing through
processes that specifically target Indigenous people.
1. By the end of 2011, the University will increase
the number of Indigenous staff to 2% of the total
ACU workforce.
2. By the end of 2011, there will be at least one
Indigenous Academic employed in each of the
Faculties.
3. By the end of 2011, there will be at least two
new Indigenous research positions in the Centre
for Indigenous Education and Research.
4. Discussion paper on options for Indigenous
employment programs completed by August 2010
(Recommend target adjustment to November
2011).
6. Develop a calendar of regular communications
with Indigenous networks for implementation in
2011. .
1. Implement the Indigenous Studentship Scheme (aka
Indigenous Staff Research Scholarships).
2. Explore the available Indigenous employment programs,
including traineeships, cadetships and scholarships.
3. Develop and maintain effective employment-related
relationships with Indigenous networks and community
groups.
4. Ongoing exploration of Indigenous identified positions
across the University.
5.Explore the development of web-based materials to
promote Indigenous employment practices
On Target
Employment
Relations , HR
Consultancy
Services
6.2 Support and
develop existing
Indigenous staff
31Indigenous Staff Learning
and Development
Current Indigenous staff will be supported through
professional development opportunities to enhance
their career prospects.
1. By the end of 2011, teaching workshops for
Indigenous academics will have been held in the
ACT, NSW, Queensland and Victoria.
2. Development of orientation and support
framework for implementation in 4th Quarter of
2010.
3. Indigenous staff participation in ACU training
programs to increase by 20% in 2011.
1. Coordinate cultural activities that will provide a safe and
inclusive employment environment to encourage indigenous
staff to identify.
2. Profile an Indigenous staff member quarterly in various
ACU communications.
On Target
Employment
Relations, Learning
and Development
6.3 Provide cultural
awareness training
to all University staff
35Indigenous Cultural
Awareness & Training
Cultural awareness training will continue to be
offered to University staff across all campuses to
encourage greater support for Indigenous
colleagues and students and to foster a positive
work and study environment.
Development of an Indigenous Employee's
information booklet to assist with managing
Indigenous staff developed by September 2010
and launched 4th Quarter 2010.
(Recommend target adjustment to launch 1st
Quarter 2010)
1. See OPS No. 28 (ACU Staff Awareness of Indigenous
student need).
2. Determine scope of booklet and commence preparation
for review by stakeholders.
Not
commenced
Employment
Relations, Learning
and Development
Goal Description
The University will increase the number of Indigenous staff as a proportion of the total ACU workforce.
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 1415
Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES
Thematic Plan Goal No. Goal Title
Marketing 6
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
6.1 Develop a highly
respected employer
brand.
31 Employer Branding
The University will increase its capacity to attract
and retain quality staff through investment in
developing a leading and innovative employer brand
and positioning.
By 2011 the University will have experienced a
steady increase in potential applicants registering
for employment alerts.
See OPS No. 18 (Employee Value Proposition)
Develop mechanisms to collect and report on the identified
target.
Recommend
Target
adjustment
HR Consultancy
ServicesMER
Thematic Plan Goal No. Goal Title
Internationalisation 3 Learning and teaching:
Organisational
Unit Plan Strategy
No.
Operational
Plan
Strategy
No.
Operational Plan
Strategy TitleOperational Plan Strategy Description Targets Actions
Status
Update
Operational Unit
Delegation
Contributing
Organisational/
Operational
Units
3.3 Cultural
sensitivity of the
University
community
32
International Cultural
Awareness and Diversity
Training
Staff professional learning activities aimed at
understanding, respecting and valuing cultural
diversity across all aspects of the University’s
operations will be provided.
For each year in the period 2009-2011,
professional learning activities aimed at
understanding, respecting and valuing cultural
diversity will be available, promoted and accessed
See OPS No. 35 (Indigenous Cultural Awareness and
Training).
Liaise with relevant stakeholders to determine needs and
development of a program.
On Target
Learning and
Development;
Employment
Relations
SL&T,
The University will position itself as an employer of first choice for staff.
Goal Description
Internationalisation of learning and teaching is integrated and comprehensive so that ACU graduates are prepared to participate in a global cultural and economic community.
Goal Description
Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 1515
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