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GUIDE TO PEOPLE MANAGEMENT Introduction The Guide to People Management provides an overview of the most common people management topics. It has been developed to assist supervisors and managers understand their people management responsibilities and to quickly and easily locate relevant people management information, contacts and resources. The Guide does not address all of the people management issues that you will face as a supervisor/manager. Please contact your HR Partner for further assistance. Topics This Guide contains the following topics. Topic Page Introduction 2 Hr Framework 3 HR @ UTS 5 NEO 6 Privacy 8 Workforce Planning 10 Managing and Leading Change 12 Appointments 14 Filling a Vacant Position 17 Casual and Short Term Contract Staff 20 Inducting and Managing New Staff 23 Leave 25 Hours of Work, Workload & Outside Work 28 Performance & Development 30 Recognition, Reward & Retention Practices 32 Managing Performance & Conduct 35 Grievance/Complaints Handling 37 Industrial Disputes 39 Equity and Diversity Unit 42 SHOUTS: Sex-Based Harassment Out of UTS 44

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HR FRAMEWORK What is the HR Framework? The ‘Human Resources (HR) Framework’ is informed by State and Federal legislation, industrial awards, the UTS enterprise agreements, and UTS policies, directives, procedures and guidelines. Together, these define and clarify the relationship (obligations, responsibilities, expectations, and interactions) between UTS and its staff. The HR Framework consists of a hierarchy where the documents at the top of the hierarchy will take precedence over those at the lower level where they cover the same information and there is any inconsistency between them. In terms of the key documents within the HR Framework, this hierarchy is as follows (from highest to lowest in the hierarchy):

• legislation and enterprise agreements (an enterprise agreement can override some State legislation but not Commonwealth legislation)

• modern awards (these have been displaced by the UTS Enterprise Agreements) • register of standing delegations • policies • directives (Vice-Chancellor’s Operational Directives) • procedures (Standard Operating Principles and Procedures) • guidelines

What do I need to know? For supervisors, the key reference documents within the HR Framework are the enterprise agreements, delegations, and policies, directives, procedures and guidelines within the HR Manual and the GSU Legislation, Rules and Policies website. These documents incorporate within them any legislative responsibilities that a supervisor might have, so that those requirements can be understood within the UTS context. Why do I need to know? Supervisors are responsible for ensuring that the provisions of the documents within the HR Framework are implemented appropriately. When supervisors do not comply with HR Framework documents (either through their action or inaction), they personally may be in breach of those requirements or they may expose the University to a breach. This may negatively impact on the relationship between the staff member and supervisor, and may result in grievances, disputes and/or legal action. These can be costly to the University and the ‘costs’ can include:

• Loss of productivity within the work unit. The staff member or members may not complain but may feel aggrieved about the way they have been treated. Lost productivity could be caused by reduced efficiency through lower work output and decreased effort, decline in work quality and increased errors, reduced creativity and innovation, unsafe work practices, etc.

• Loss of time through management of grievances or disputes (ie you, your manager, HR Partners and Specialists, union delegates).

• Expensive legal advice and support in relevant court and tribunal actions. • Penalties imposed by courts, tribunals or government agencies. Such penalties may be

imposed on UTS as well as individuals (even you personally!). • Reputational damage for UTS.

It is possible to avoid such costs by understanding your role and following the processes set out in any of the documents within the HR Framework.

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How do I know if the information is up to date? Whilst all efforts are made to keep the HR Manual and the GSU Policies and Directives website up to date, there can be a time lag between changes to documents in the different levels of the hierarchy and the flow through of those changes lower in the hierarchy. The current enterprise agreements are the Academic Staff Agreement 2010, Support Staff Agreement 2010 and Senior Staff Group Collective Agreement 2007. If you see references to previous staff agreements in guidelines or other documents, you may need to check the content of the relevant enterprise agreement to ensure there have been no changes to the arrangements applicable. Resources/Links

Enterprise Agreements www.hru.uts.edu.au/manual/2ea/index.html

HR Manual Index www.hru.uts.edu.au/manual/manual.html

GSU Legislation, Rules and Policies website

www.gsu.uts.edu.au/lrp.html

Contact for assistance/further information: Human Resources Unit: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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HR @ UTS

HRU works in collaboration with University management and staff to maximise our people and organisational performance to achieve UTS's vision.

Key aspects of the role of Human Resources at UTS include:

• strategy development - supporting UTS's success and sustainability through our people • organisational culture and capabilities - defining, developing and reinforcing our values and

promoting UTS • partnering with and advising managers on managing people, performance and change • supporting staff and supervisors with information and advice • providing specialist HR advice and services • tracking organisation and staff performance and developing plans and strategies based on

these indicators

Key relationships Supervisor and managers who need advice or support can contact their HR Partner in the first instance. If specialist advice or support is necessary, this can be arranged through the HR Partner. Individual staff who want advice or support should contact HR on ext 1060.

The HRU Service Charter explains HRU’s approach to the continual development and improvement of its services.

Resources/Links

HRU Service Charter

www.hru.uts.edu.au/docs/services/hru-charter.pdf

Contact for assistance/further information: All HRU staff http://datasearch2.uts.edu.au/hru/services/all.cfm

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NEO What is Neo? Neo is the University’s HR/Finance system. It is designed to assist you in many of the HR and Finance administrative functions such as expenses, payslips and managing your employment related information.

What is Neo used for?

• expenses and credit cards • procurement • staff can view their payslip • staff can update their personal details • managers/supervisors view employment details of their team • view qualifications • leave management • staff can enrol in UTS-wide learning and development activities through online learning

management (OLM)

Types of Neo Alerts Alert Timing Action New Staff receipt of contract and

supporting documentation Prepare for new staff member’s arrival – see Inducting and Managing New Staff.

Probation 6 weeks prior to probation end date

Finalise probationary report and forward to HR.

Contract ending - Casual - Fixed-term

8 weeks prior to contract end date

Advise staff member of end of contract, or rehire (issue further contract). Check with your HR Partner re: offer of new appointments.

Visa Expiry Up to12 weeks prior to visa (depending on visa type) expiry date

Advise HR Partner. Seek new visa details from Staff member.

Annual Leave When a staff member’s annual leave exceeds 35 days and 40 days

Take action to seek to reduce the staff member’s leave balance to below 40 days - see Leave.

Performance Review for incremental progression for support staff

Prior to Unit Increment Date of 1 April or 1 October

Review performance, make recommendation in relation to incremental progression and prepare workplan for next period. See Recognition, Reward & Retention Practices

Approval within Neo Staff submit leave requests through the Neo Employee Self-Service. Types of requests are: sick, annual, personal, community leave. Staff submit on-line pay claims for work performed each fortnight through Neo. Types of on-line pay claims are: casual timesheets, overtime, shift allowances. Staff submit online expense claims for reimbursement of purchases associated with their position.

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Notifications will be sent to the approving supervisor via email for action. Your notifications will also be listing within the “Awaiting Action” screen in Manager Self-Service. If you receive a notification please action promptly.

Manager Self-Service

When on leave, ensure you make arrangements for Manager Self-Service access to the appropriate staff member (usually the staff member relieving your duties/responsibilities). To do this, complete the User Access form. Also, advise your HR Partnership team of the change in supervisor for your staff for any short-term, long-term arrangements and complete the Change in Supervisor form.

Resources/Links

Neo www.neo.uts.edu.au/ Neo Tutorial (Manager Self-Service) www.neo.uts.edu.au/onlinehelp/mssindex.html Neo Support www.neo.uts.edu.au/support/index.htm User Access form www.neo.uts.edu.au/support/hr.htm Change in Supervisor form www.hru.uts.edu.au/docs/conditions/supervisor-change.doc UTS Enterprise Agreements Support Staff Agreement 2010 Academic Staff Agreement

2010 Senior Staff Group Agreement

2007

www.hru.uts.edu.au/manual/2ea/index.html

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm Neo help ITD Support Centre https://servicedesk.uts.edu.au/CAisd/pdmweb.exe

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PRIVACY Privacy Obligations UTS is covered by the Privacy and Personal Information Protection Act 1998 (NSW) and the Health Records and Information Protection Act 2002 (NSW). Supervisors are obliged to ensure they are aware of their privacy obligations in relation to the collection, storage, use and disclosure of personal and health information relating to potential, current and past staff members. Supervisors have access to personal information through NEO, Careers at UTS, external employment agencies, personnel records accessed through HRU, as well as records held locally in the Faculty / Unit. Collection of personal Information Supervisors should only collect personal information about staff members where it is relevant and necessary to manage the staff member. Where personal information is collected, it must be in an open manner and the person concerned should be aware of why the information is being collected and how it will be used. Storage and retention of personal Information Where a supervisor holds records locally on their staff members, it must be kept secure and not be accessible to other staff within the area (this includes where copies of personal information is kept on hard drives or shared drives). Personal information should only be kept for as long as required. Duplicate records (i.e. copies of official records kept by HRU or FSU) may only be needed while the staff member is employed by the area. Whereas other records kept locally which are not held by HRU or FSU, may have additional retention requirements and will need to be authorised for destruction. University Records can provide advice in such cases.

If you are destroying personal information, use a shredder or locked security bin. Access to personal Information Staff have the right to know what information is held about them by the University. They also have the right to request the correction or a notation where inaccurate information is held. It is important that areas are aware of what records are kept on staff members. Where original records are kept locally, they should be captured as official files. Use of personal information Personal information kept by a supervisor about staff members can only be used in relation to managing the staff member, not for any other purpose. For example, using a staff member’s personal information to contact them outside work about a non-work related matter would not be considered an appropriate use of personal information unless the staff member consents. Disclosure of personal information Personal information about a staff member cannot be disclosed externally to the University, or internally to other areas where it is not necessary for that area to collect the information. This is particularly important in relation to health information. The disclosure of personal information needs consent from the staff member before it can be disclosed, unless there is a legal requirement to do so (such as complying with a subpoena). This includes disclosure to family members or friends. If in doubt, gain consent from the staff member.

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Resources/Links Privacy at UTS website www.gsu.uts.edu.au/privacy/index.html

University Records website www.records.uts.edu.au

Contact for assistance/further information: UTS Privacy Officer www.gsu.uts.edu.au/privacy/index.html#furtherinfo

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WORKFORCE PLANNING What is workforce planning? Workforce planning is about determining actions we need to take today to provide the workforce we need for tomorrow. It is a continuous process of matching the workforce and environment to UTS’s objectives and strategies. Workforce planning is not:

• a commitment to future decisions • something that is done once and forgotten about – “a box to tick” • a report to go on a shelf • something done just by HR • the way to fill vacancies today – ie staffing or budgeting • an analysis of every role and workforce issue across the organisation • a perfect prediction of future workforce needs (especially numbers).

Why do workforce planning? Australia’s ageing workforce, low unemployment, UTS’s mature age profile, declining number of postgraduate students and the shrinking number of those who intend to pursue an academic career make it imperative for UTS to effectively address its talent and succession management. The Vice-Chancellor has identified the attraction and retention of staff as one of the biggest challenges facing both the higher education sector and UTS. Any organisation which develops integrated workforce planning and HR strategies will have a competitive advantage in this environment. UTS Workforce Plans In 2009 UTS worked with divisions and faculties to develop a UTS-wide workforce plan and separate faculty plans to 2014. These plans identified workforce demand to 2014, workforce gaps/ risks and strategies to address these risks. The process followed is shown below.

In 2011 the UTS-wide plan has been updated to reflect a forecast increase in students. Faculty plans will be updated as part of the University’s annual planning and budgeting process. The following simple steps are suggested to help review workforce needs.

1. Assess strategic direction, plans and priorities (both at University and local level). 2. Scan the environment to identify opportunities and risks (e.g. student demand, research

opportunities, competitors).

Planning assumptions

Supply forecasting

Demand forecasting Gap analysis Strategy

development

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3. Analyse current workforce profile (level, continuing/fixed-term/casual, full/part-time, age,

length of service, end of contract dates, superannuation scheme membership, turnover rates, retirements, promotions, reclassification, job roles and skill levels, equity group representation, student/staff ratios, workforce cost to operating revenue). Note: Your relevant staff data is provided in the Cognos budgeting tool and UTS’s BI system (refer below).

4. Determine future workforce needs (include contractors, consultants, outsourcing, and staff) based on UTS/faculty/unit priorities, strategies and budget allocation.

5. Match the staff available (step 3) with future needs (step 4) and identify any new positions, positions that need to change, excess positions or positions you can no longer afford.

6. Identify or determine your strategies to create the desired profile include/incorporate your strategies in your faculty/unit action plan.

Resources/Links PQU website: Action Planning: Guidelines FSU website: Budgeting and Forecasting

www.planning.uts.edu.au/quality/action_planning/index.html http://www.fsu.uts.edu.au/

Contact for assistance/further information: Supervisors your HR Partner - http://datasearch2.uts.edu.au/hru/services/ms.cfm

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MANAGING AND LEADING CHANGE Introduction To remain competitive in today’s environment all organisations need to be prepared to identify, evaluate and implement change initiatives as part of their continued improvement processes. Organisational change is primarily directed towards ensuring the quality of what we do. It can include re-organising or restructuring work processes or may involve changes in staffing arrangements or even changing the way we think and work. Change can stem from external pressures such as shifts in funding or student demand or the introduction of new technologies. Consultation Managers and supervisors have a responsibility for ensuring that staff are informed of and consulted about changes at the local workplace level. When a proposal for change is identified, the University will initiate a consultative process with all affected staff about the need for the change. Such consultative process will be initiated in a timely manner and will involve one or more meeting(s) to which affected staff will be invited to allow discussion of issues. The University will provide relevant information to the affected staff as part of the consultation process. Consultation will occur with all relevant staff, and will cover:

(a) the nature of and rationale for the change (b) the potential benefits for staff or possible adverse effects on staff, if any (c) suggestions for avoiding or mitigating any potentially adverse effects on staff including any

workload implications (d) the timeframe for the proposed change process; and (e) whether a post implementation review is appropriate.

Managing Change in the Workplace The University and staff recognise that change will occur as the University evolves over time and as circumstances require. Many changes that take place in the workplace can be relatively minor and, as a consequence, will be addressed at the workplace level through direct local discussion and consultation with individual staff and/or the work group. The University and its staff will pursue ongoing improvements in the quality and cost effectiveness of University programs and support services, and in support of the University’s strategic objectives. The sound management of workplace change is enhanced by the involvement of the people who will be affected by that change. The University seeks to manage change in a proactive, transparent and constructive manner, which minimises any adverse effects on the University workplace community while ensuring that the University is able to adapt appropriately to changing circumstances. If you are contemplating a change of any sort, please refer to the relevant enterprise agreement(s) (see resources below) and contact your HR Partnership team.

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Resources/Links

UTS: Change Management Resources

www.hru.uts.edu.au/for/managers/change.html

UTS Enterprise Agreements Support Staff Agreement 2010,

Clauses 14, 16 Academic Staff Agreement 2010

Clause 14, 16 Senior Staff Group Agreement

2007, Clause 9

www.hru.uts.edu.au/manual/2ea/index.html

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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APPOINTMENTS

Introduction People can be appointed or engaged by UTS as the following:

• staff, that is, academic staff, support staff, senior staff (including academic managers) and senior executive staff

• external agency workers; for example, temporary workers from recruitment agencies, workers performing outsourced services

• contractors or consultants • honorary appointees • volunteers, for example, students undertaking work experience

Regardless of the type of appointment an “instrument of engagement” must be in place before the person starts working or providing services to UTS. Appointments An “instrument of engagement” will take the form of an agreement, contract or record of the appointment and associated arrangements. It must be in place before a person/s starts working or providing services to UTS so that there can be no confusion as to the relationship between UTS and the person/s concerned or the associated terms and conditions. The relevant instrument of engagement is specified below for each type of appointment: Type Instrument of Engagement Staff Appointments Appointments made in accordance with UTS Recruitment and Appointment Directive on:

a) continuing, fixed-term or casual basis and through one of the following mechanisms: i) competitive recruitment and

selection processes; or ii) appointment by

nomination/invitation b) secondments or exchanges c) relieving appointments.

• continuing or fixed-term academic and support staff and senior staff - contract of employment prepared by HRU

• casual support staff - contract of employment prepared by HRU

• casual academic staff - contract of employment generated through Neo

• internal secondment - Secondment Agreement Form

• external secondment – agreement prepared in consultation with UTS Legal and HRU

• relieving/additional duties form-based agreement

External agency workers Generally, external agency workers can be categorised as: a) administrative/specialist workers

from recruitment agencies engaged to perform functions on a temporary basis, often to fulfil an urgent need; or

b) specialist service workers performing outsourced functions (eg security staff). The outsourcing of UTS services and functions must be undertaken in accordance with the managing change provisions of the relevant enterprise agreement.

It is important to note that any agreements or terms of business must be negotiated and in place prior to managers accepting any applicant CVs or conducting interviews. The engagement of recruitment/search firms to assist with the recruitment of positions must be undertaken in accordance with UTS Procurement Policy and UTS Recruitment & Appointment Directive. For all SSG roles excluding SSS roles the Director, Human Resources or nominee must approve the engagement of any recruitment/search firm. For all academic, support and SSS roles, the Hiring Manager can engage a recruitment/search firm in line with their financial delegations (refer to Section 1.2 of the Register of Standing Delegations).

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Contractors and consultants Like external agency workers, contractors or consultants can perform work for UTS but they are not employees of UTS. Contractors or consultants will usually charge a fee for service instead of receiving remuneration. The Australian Tax Office (ATO) has strict rules in respect of whether a worker is an employee or contractor.

A written contract must be developed by UTS Legal and signed by the contractor and an appropriately authorised officer of the University. If a contractor provides a written contract then it should be reviewed by UTS Legal before it is signed. UTS Legal can be contacted on extension1926.

Honorary appointments Honorary appointees are recognised academic, business or community leaders who associate themselves with UTS to collaborate with, assist and/or advise the Faculty to which they are appointed. They are not staff and are not paid remuneration for activities associated with their honorary appointment.

A letter of appointment is prepared by HR following the completion and approval of the relevant Honorary Appointment Form. Overseas Honorary Appointees are required by the Department of Immigration and Citizenship to obtain a valid visa before entering Australia.

Volunteers Volunteers are often students seeking to undertake work experience. They must not be engaged to perform the work normally undertaken by paid staff.

The manager of the work unit accepting the volunteer will need to prepare a record of the volunteer work. A copy of this document must be provided to the volunteer and retained by the work unit. This is required primarily for insurance purposes.

Resources/Links

Type of appointment www.hru.uts.edu.au/recruitment/appointments/index.html Recruitment and Appointments

www.hru.uts.edu.au/recruitment/index.html

Recruitment & Appointment Directive – HR Manual 3.4

www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.4

Enterprise Agreements www.hru.uts.edu.au/manual/2ea/index.html Form-based contracts http://www.hru.uts.edu.au/manual/forms/recruitment.html Contractor or Consultants www.hru.uts.edu.au/recruitment/appointments/contractors.html Casual Academics http://www.hru.uts.edu.au/for/academics/casuals.html

www.casualacademics.uts.edu.au Secondments/Exchanges HR Manual 6.14

http://www.hru.uts.edu.au/manual/6man_dev/mandev.html#6.14 www.hru.uts.edu.au/manual/forms/professional.html

Relieving Appointments Directive & Form – HR Manual 3.14

http://www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.14 www.hru.uts.edu.au/manual/forms/conditions.html

Honorary Appointments Directive - HR Manual 3.15 & Process

www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.15 www.hru.uts.edu.au/recruitment/appointments/honorary.html

Volunteers www.hru.uts.edu.au/manual/forms/recruitment.html

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Contacts for assistance/further information: Staff appointments & External agency workers/Volunteers: your HR Partner - http://datasearch2.uts.edu.au/hru/services/ms.cfm Honorary Appointments: Ext 1060- http://datasearch2.uts.edu.au/hru/services/ss.cfm Contractors/Consultants:

UTS: Legal on x1926 - www.legal.uts.edu.au/

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FILLING A VACANT POSITION Introduction Recruiting the right staff is crucial in creating the workforce you need to achieve your work area’s objectives and it takes careful planning and consideration to recruit successfully. Please note: This section refers to filling a new or vacant position which is continuing or fixed-term greater than 12 months. Details on the employment of casual and short-term staff are contained in a separate section. Recruitment and Appointment Vice-Chancellor’s Directive www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.4 This Directive sets out the principles, requirements and processes that apply to recruitment and selection and appointment by invitation at UTS. You should familiarise yourself with this Directive before embarking on a recruitment, selection and appointment process. Merit-Based Recruitment www.equity.uts.edu.au/equal-opportunity/employment/recruitment/index.html Merit-based recruitment is integral to UTS’s recruitment and selection practices. A merit-based process ensures openness and transparency, allows greater confidence in the recruitment outcome and results in the appointment of the best applicant. These web pages provide an overview of the key principles and issues relating to merit-based recruitment. Contact the Equity & Diversity Unit for more information. Recruiting Staff Website www.hru.uts.edu.au/recruitment/recruiting/index.html This website takes you through each stage of the recruitment process and provides information and tools to help you get the best person for your job. Stages in the Recruitment Process Planning to Recruit Creating a plan for your recruitment and selection process will help guarantee an efficient and effective experience for all stakeholders. Take time before you commence recruiting to consider and prepare for the tasks and steps outlined in the Recruiting Process Overview on the Recruiting Staff website. Remember to consult with your approving manager to ensure you have considered all elements of your area’s workforce and budget plans, and have confirmed their support of the recruitment. Defining the Position This process determines what skills, experience, qualifications, knowledge and attributes are required of the person to successfully perform the job. The process of defining the position is essential to:

• clarify and describe the job role, functions and reporting relationships • provide a basis for developing selection criteria • evaluate the position or update the position description and determine the remuneration

level • provide a basis for managing job performance.

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Attracting Applicants Strategies used to attract applicants will depend on the position. Consider whether there are likely to be potential applicants within UTS, including redeployees, and if internal recruitment may be appropriate. If you need to attract external applicants, attraction strategies may include networking through internal and external connections, leveraging social media or searching the iRecruit database, as well as advertising through industry specific networks, on job boards or in print. For information regarding equity programs and targeted recruitment options for people from Equity Target Groups, the Equity & Diversity Unit should be contacted. When writing advertisements it is important to articulate the attractions of the role from an applicant’s viewpoint, rather than solely focusing on the Selection Criteria and UTS’s requirements. Selecting an Applicant A poor appointment is time consuming for you and costly for your Faculty/Unit and the University. Research shows that using a variety of selection tools, combined with behavioural and competency based interview techniques, significantly reduces the risk of appointing the wrong person and increases the predictive validity of your selection process. In addition to reviewing CVs, consider using selection tools such as behavioural interview techniques, work related assessments, psychometric profiling. Reference checks are always required. Appointing the Applicant The Convenor of the Selection Panel is responsible for obtaining and documenting a minimum of two oral reference checks that confirm the suitability of the recommended applicant(s). If these checks reveal information that raises questions about the suitability of the applicant for appointment please contact the Recruitment Team. Following reference checks, you must obtain approval to appoint. Only after the approval can you offer the position and negotiate salary arrangements. You must not commit UTS to any remuneration or terms and conditions that have not been approved or that are outside the control of UTS (eg the issuing or timing of visas or permanent residence). The selected applicant must not commence work until the written contract of employment is in place. This avoids any confusion and disputes regarding remuneration, terms and conditions of employment. Work Rights and Sponsorship The selected applicant must have the right to work in Australia. If the applicant does not have this right, the University may be able to offer sponsorship. Sponsorship may only be requested where there is sufficient benefit to the University to justify the appointment being made and the costs. See HR Client Services for assistance. Applicant Feedback Once the offer has been accepted you should notify the unsuccessful interviewees. Verbal feedback to internal applicants is mandatory. Resources/Links

HRU Website: www.hru.uts.edu.au/

Recruitment and Appointment www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.4

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Directive Delegations Register (for information about who is authorised to approved recruitment and appointment)

http://www.gsu.uts.edu.au/delegations/

Recruiting Staff (aimed at Hiring Managers):

www.hru.uts.edu.au/recruitment/recruiting/index.html

Merit-Based Recruitment Website: www.equity.uts.edu.au/equal-opportunity/employment/recruitment/index.html

Writing Position Descriptions: www.hru.uts.edu.au/recruitment/job/writing.html Careers at UTS portal www.hru.uts.edu.au/jobs

Contact for assistance/further information: Recruitment Team http://datasearch2.uts.edu.au/hru/services/ms.cfm Equity & Diversity Unit www.equity.uts.edu.au/

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CASUAL AND SHORT TERM CONTRACT STAFF Introduction Casual and short term fixed-term staff (less than 12 months duration) play an important part in the quality of UTS’s teaching, research and support functions. Supervisors/managers are responsible for employing the most suitably qualified and experienced casual and fixed-term staff, and for ensuring they are provided with adequate information, development and support. Employment by Invitation Casual and short term fixed-term staff can be employed by invitation rather than through a competitive recruitment and selection process. However, it is important that any applicant(s) are assessed against the selection criteria and requirements for the vacant position. Contracts of employment Short term fixed-term (appointment less than twelve months) and casual support staff must receive a full contract prepared by HRU. For casual academic staff, form-based contracts of employment are used (these are generated through NEO). A legally binding contract of employment is made once the form-based contract has been approved by a manager with appropriate authorisation within your work unit and the applicant (staff member). For this reason, it is essential that care is taken when completing this form-based contract. Contact your HR Partner if you have any questions when completing the contract form. Appointing the Applicant

Following reference checks, which are recommended for casual and fixed-term appointments under 12 months, you must obtain approval to appoint. Approval to appoint applies to second or further short term extensions of fixed-term staff as well as new appointments on a fixed-term contract. Only after the approval can you offer the position and negotiate salary arrangements. You must not commit UTS to any remuneration or terms and conditions that have not been approved or that are outside the control of UTS (eg. the issuing or timing of visas or permanent residence). Staff must not commence work for UTS until a contract of employment is in place (whether this is a form-based contract or full contract prepared by HRU). This avoids any confusion and disputes regarding terms and conditions of employment. Work Rights Original documentary proof of work rights must be submitted with by the Hiring Manager. The following examples are accepted as proof of right to work in Australia:

• Australian birth certificate (issued pre1995) • certificate of Australian citizenship • Australian or New Zealand passport • evidence of permanent resident status • temporary visa with entitlement to work

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Severance Pay Fixed-term Staff Severance pay may apply at the end of any fixed-term appointment and the cost of this needs to be calculated into the cost of the appointment. Whether or not a staff member has an entitlement to severance pay will depend on the reason for the appointment which is specified in the contract of employment. The form-based contract of employment has been developed to capture the required information but supervisors are responsible ensuring that the information provided is accurate. Fixed-term staff must receive notice of the expiry of their existing contract, whether or not a further contract will be offered. Neo (HR/Finance System) will automatically email notice of the expiry of the staff member’s contract and terminate the staff member’s employment at the end of the fixed-term appointment unless a new contract has been issued. Casual Staff Casual staff are not eligible for severance pay at the conclusion of their appointments. The period of notice required is normally one hour for support staff or two weeks or the balance of the contract period (whichever is the lesser) for academic staff. However, if the casual, particularly a support staff casual, has been employed continuously or on a regular and systematic basis supervisors should endeavour to give casuals as much notice as possible (eg two weeks or more) that their employment is coming to an end.

www.ssu.uts.edu.au/careers/staff/studentjobs.html StudentJobs@UTS will save you time and money when recruiting! Coordinated by UTS Careers Service, this initiative allows UTS managers and supervisors to search an online applicant database for students interested in casual and fixed-term work at UTS. Launched in March 2010 the initiative aims to improve student employability skills and graduate attributes. As well as the obvious time saving benefits, the Careers Service provides a 25% subsidy to faculties and divisions who place a student in an additional or newly created role. StudentJobs@UTS is a win-win for both staff and students. Contact the Careers Service on ext 1471 for more information. Resources/Links UTS Enterprise Agreements Support Staff Agreement 2010

Clauses 42, 43, 44, 45 Academic Staff Agreement 2010

Clauses 39, 40, 41, 42 Senior Staff Group Agreement 2007

Clauses 25, 26, 27

www.hru.uts.edu.au/manual/2ea/index.html

HR Manual 3.3 Fixed-term Employment Guidelines

www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.3

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HR Manual 3.6 Employment of Casual Academic Staff

www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.6

Appointment Forms www.hru.uts.edu.au/manual/forms/recruitment.html

Student Jobs @ UTS www.ssu.uts.edu.au/careers/staff/studentjobs.html

Careers website www.ssu.uts.edu.au/careers/

Right to Work information – HR website www.hru.uts.edu.au/recruitment/rtw.html

Casual Academic website www.casualacademics.uts.edu.au/

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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INDUCTING AND MANAGING NEW STAFF What is Induction?

Appointing a new staff member is an important decision. Much of the University’s success depends on the quality of staff selected, how they are inducted into UTS and their development as staff members.

The induction process helps new staff to understand the culture and environment of UTS and how UTS operates. As a supervisor it is your responsibility to supply specific information about the work area and the job and to provide a positive role model to your staff. A good workplace induction program provides the necessary information; resources and motivation to assist a new staff member adjust to the work environment as quickly as possible.

Induction starts before an employee begins work in the organisation. Prior to the arrival of a new staff member, ensure that their workspace is prepared, for example telephone, computers, stationery. First Day/s

Welcome your new staff member and ensure they meet all the people in their work area. It may be appropriate to have someone assigned to help them settle in. The first days in a new job can be both exciting and frustrating as the staff member learns about UTS. You can help new staff by ensuring they have adequate access to both information and other staff who can help them learn about UTS, their workplace and their responsibilities. You should ensure your new staff member is given adequate time in the first few days and weeks of employment to complete Starting at UTS, the UTS online induction program. Starting at UTS provides a range of information and resources about UTS, conditions of employment and legal and ethical responsibilities.

All new staff are required to: 1. Complete Safety and Wellbeing Essentials (online) which includes information regarding

Emergency procedures, First aid, Safe Manual Handling tips and Comfortable Workstation set up

2. Complete EO Online. EO Online enables staff to explore and understand equal opportunity

issues on campus through a self-paced learning program. Module 1 “What you need to know” is for all academic and support staff at all levels. Module 2 “Managers and supervisors” is for all academic and support staff who

supervise other staff, including Deans, Directors and other senior level managers.

All Supervisors and Managers also are required to attend:

3. EHS for Supervisors and Managers which includes legal responsibilities and the UTS EHS Management System

First Twelve Months

Research shows that the first twelve months of a staff member’s employment plays a key role in their retention. New staff members can feel isolated after the initial induction period concludes and it is important to develop an induction plan that covers 12 months. Whilst each area will have its own approach, additional ideas to consider include setting up a buddy system or perhaps facilitating ongoing meetings with key contacts in the work unit and across the University to help increase the staff member’s network. It is important to meet regularly to provide regular feedback and discuss any other issues that may be of concern for your new staff member.

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New staff will be invited by the Vice-Chancellor to a “Welcome to new Staff” session. These sessions are held on a quarterly basis and it is important that they attend.

Probation

New UTS staff are normally required to serve a period of probation. Probation provides a period of time during which you can test whether the new staff member is the “right applicant for the job” and the new staff member can decide whether they fit within the University’s environment. During probation the supervisor must offer appropriate support, development opportunities and regular and frequent feedback to assist staff to move to continuing or fixed-term employment. The procedures and processes for probation are set-out in enterprise agreements and guidelines in the HR Manual. Supervisors are responsible for ensuring that the probation process is followed.

Neo Probation Alerts Supervisors and Managers will receive a number of notifications throughout the probation period of the staff member. These notifications remind the supervisor to complete the workplanning and/or review process. Links to the relevant forms and guidelines are contained in the alerts. Remember – if you have concerns about a staff member’s performance, be proactive and take action immediately - don’t wait for the Probation alert. Resources/Links

HRU Website: Starting at UTS

www.hru.uts.edu.au/start/index.html

HRU Website: Supervisor’s guide to workplace induction

www.hru.uts.edu.au/start/supervisors/index.html

HRU Website: Probation http://www.hru.uts.edu.au/performance/probation.html

EO Online

eoonline.uow.edu.au/

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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LEAVE Leave Overview A variety of types of leave are available to cover personal circumstances. Type of Leave Application

Process Entitlement (Continuing & Fixed-term)* Pro-rata for part-time and part-year/sessional staff

Supporting documentation

Annual Leave Neo Employee Self-Service (ESS)

20 days per annum No

Sick Leave Neo ESS 15 days per calendar year

< 4 days - No ≥ 4 days – Yes: medical certificate

Personal Leave Neo ESS 7 days per calendar year (does not accrue)

Possibly, depending on reason Yes, if caring for sick relative ≥ 4 days – medical certificate required.

Community Leave Neo ESS Varies Yes Purchased Leave Discretionary, subject to Faculty/Unit approval

Agreement form 2 weeks or 4 weeks planned in advance

Cashed out Leave (not available to SSG)

Form Varies planned in advance

Long Service Leave Completion of 10 years service

Neo ESS – full pay Form – ½ pay

44 days, then 11 days each subsequent completed year

No

Parental Leave Completion of 40 weeks continuous service Note: Supervisors should discuss research support options with academic staff who are research active and wish to maintain the momentum of their research during parental leave (refer to the Funding for Research during Parental Leave Guidelines)

Form Varies – maternity/ adoption; foster parent, partners and unpaid parental

Yes

Leave Without Pay (LWOP)_

Form Varies Possibly, depending on reason of application

Workers’ Compensation Leave

Liaise with Safety & Wellbeing, HR

Varies Yes: WorkCover medical certificate

*Casual staff rate of pay incorporates a loading of 24% in lieu of all paid leave entitlements. Casual staff may apply for worker’s compensation leave, and may be entitled to other forms of leave dependant on specific criteria. Please refer to the relevant Enterprise Agreement, or seek assistance from your HR Partner.

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Applying For Leave Staff are required to submit a leave application in respect of any absence. To apply for leave, the staff member will complete the required leave application (either online or manually, depending on the type of leave – refer to table above) where possible in advance of the period of leave and may discuss the circumstances with their supervisor. If the staff member is absent due to illness or other unplanned circumstances they need to contact their supervisor within 24 hours of normal commencement of duty, stating the reason for and the likely length of absence. On their return, staff members should formalise their absence by completing the appropriate leave request. Leave Management Supervisors are responsible for managing and monitoring the leave of their staff. When a leave application is not provided by a staff member who has been absent from duty (for any reason), the supervisor should follow up with the staff member. If the staff member is unable to (or does not) submit a leave request, then the supervisor may enter the absence on their behalf in Neo. The staff member will be notified by email if this occurs. If there is reasonable doubt your staff member is not using sick leave for its proper purpose and/or have a pattern of recurring illness, contact your HR Partner for assistance. Leave Balances Managers and Supervisors can view their staff’s leave balance in Neo Manager Self-Service (MSS). Supervisors need to pay particular attention to the annual leave balances of their staff. Planning for annual leave is part of the workplanning process (refer to section on performance and development). A staff member may accumulate up to 40 days annual leave (pro-rata for part-time and part-year/sessional staff). Neo sends out email alerts to staff and supervisors when staff accumulate 35 and 40 days annual leave (pro rata for part-timers). Supervisors are responsible for ensuring staff who accumulate more than 40 days of annual leave are given notice to take annual leave in accordance with the relevant enterprise agreement and the Annual Leave Guidelines within the HR Manual. Annual leave and long service leave balances are costed and represented as financial liability within local area budgets. The higher staff leave balances, the less funds available to spend on staff and other resources. Christmas and New Year Continuing and fixed-term staff receive three days of Christmas-New Year leave on full pay without deduction from any leave account. Combining Christmas-New Year leave with the designated public holidays (for Christmas Day, Boxing Day and New Years Day) results in the University’s closure. The University advises staff each year (via email) the allocation of the public holidays with the three additional Christmas-New Year leave during this period. Resources/Links

HRU Website: Leave

www.hru.uts.edu.au/conditions/leave/index.html

HRU Website: Hard copy forms www.hru.uts.edu.au/manual/forms/conditions.html

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UTS Enterprise Agreements Support Staff Agreement 2010,

Part C Academic Staff Agreement

2010, Part C Senior Staff Group Agreement

2007, Clauses 16-24

www.hru.uts.edu.au/manual/2ea/index.html

HR Manual 4.3-4.9 www.hru.uts.edu.au/manual/4cond/conditions.html#4.3

Neo Manager Self-Service Tutorials www.neo.uts.edu.au/onlinehelp/mssindex.html

Equity & Diversity: People with Carers Responsibilities

www.equity.uts.edu.au/carers/index.html

Funding for Research during Parental Leave Guidelines

http://www.hru.uts.edu.au/manual/6man_dev/mandev.html#6.26

Safety and Wellbeing Management: Workers' Compensation & Return to Work

www.safetyandwellbeing.uts.edu.au/workers-compensation/index.html www.safetyandwellbeing.uts.edu.au/workers-compensation/wcrtw_factsheet.pdf

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm Workers Compensation Injury Management & Return to Work Coordinator ext 1056

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HOURS OF WORK, WORKLOAD & OUTSIDE WORK Introduction The workload of all staff will be allocated in accordance with the performance and development process (see next section). Specific arrangements in relation to hours of work and workload for support staff, academic staff and senior staff are summarised below. Any staff member who undertakes work outside their UTS appointment has certain responsibilities in relation to the reporting of that work. Further information about outside work arrangements are summarised below. Support Staff All support staff work a four-week work cycle. Full-time staff will work 140 hours over the four-week work cycle. Part-time and casual staff will work a pro-rata number of hours over the four-week work cycle (eg a part-time staff member who is employed as 0.5 of full-time will work for 70 hours over the four-week work cycle). Support staff work according to one of the following three hours of work models: (1) Standard Day Work, (2) Shift Work or (3) Alternative Hours Arrangements. Staff are designated as either Standard Day Staff or Shift Workers, usually on appointment, but can be granted approval to work on Alternative Hours Arrangements on a temporary or on-going basis. Full-time or part-time support staff who work in accordance with any of the above work models may, subject to the agreement of their supervisor, work under one of two Flexible Hours Options: (1) Rostered Day Off Scheme or (2) Flexitime Scheme. Casual staff are not eligible to participate in the Flexible Hours Options. Support staff who work in accordance with any of the above work models may be required to work reasonable overtime. A supervisor must approve overtime or time in lieu of overtime normally in advance of the additional hours being worked. Some staff may be required by the University to be “on-call” outside normal working hours to perform duties. A minimum engagement period may apply to casual support staff. Casual staff have access to a fourth work model called an Agreed Hours Arrangement. Casual staff may request and be granted approval to work an Agreed Hours Arrangement to allow them to perform their work at times which suit their personal circumstances. Academic Staff Academic staff (continuing and fixed term) have their workload allocated in accordance with their Faculty / Area Workload Allocation Guidelines which are consistent with the Clause 36, Academic Workload Allocation, Academic Staff Agreement 2010. An academic staff member’s allocated workload will be such that it can be undertaken within an average of 35 hours per week (pro-rata for part-time and sessional staff). Academic staff will not be required to work more than 1610 hours per year (pro-rata for part-time and sessional staff), which allows for 140 hours of annual leave to be taken each year and for University/ public holidays. Workload will be adjusted to take into account of any additional or lesser amount of annual leave and/or for any long service leave planned to be taken each year.

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Academic staff may be granted approval to undertake teaching or other academic work which is above their approved workload allocation. This “above load” work may be in their own or another faculty/institute and may attract additional remuneration. Supervisors of casual academic staff should refer to the Employment of Casual Academic Staff Guidelines and Clause 42, Casual Academic Employment, Academic Staff Agreement 2010.

Outside Work – applies to all staff All staff have a primary employment obligation to UTS. Under certain circumstances, staff may be granted approval to undertake paid or unpaid outside work. Such commitments must not impinge on obligations to UTS, take improper advantage of UTS appointments, or result in conflicts of interest or intellectual property issues with UTS. Supervisors must ensure that they their staff seek formal approval for any outside work being undertaken. Resources/Links UTS Enterprise Agreements

Support Staff Agreement 2010, Part D and 44.5 (Casual employment)

Academic Staff Agreement 2010, Clause 36 (Academic Workload Allocation) and Clause 42 (Casual Academic Employment)

Senior Staff Group Agreement 2007, Clause 29

www.hru.uts.edu.au/manual/2ea/index.html

HRU Website: Hours of work and workload

www.hru.uts.edu.au/conditions/hours/index.html

HR Manual: Hours of Work for Support Staff Guidelines

http://www.hru.uts.edu.au/manual/4cond/conditions.html#4.1

HR Manual: Employment of Casual Academic Staff Guidelines

http://www.hru.uts.edu.au/manual/3rec_sel/recruit.html#3.6

HR Manual: Above Load Teaching by Continuing and Fixed-term Academic Staff

http://www.hru.uts.edu.au/manual/5rem/remun.html#5.10

HR Manual: Outside Work Vice-Chancellor’s Directive

http://www.hru.uts.edu.au/manual/7leg/legal.html#7.8

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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PERFORMANCE & DEVELOPMENT Introduction As a supervisor, you are responsible for providing an environment and opportunities for all staff to be the best that they can be. To achieve the highest level of performance by staff members you need to set clear performance expectations and provide ongoing coaching, feedback and developmental support. Performance and Development The Performance and Development process helps staff and supervisors to clarify expectations, plan and review work, review performance, and identify development needs. It also helps staff make connections between their work and the objectives of their faculty or unit and the University. The Performance and Development process is a compulsory part of the work of all UTS staff, including staff on fixed-term and casual contracts and staff on probation. A critical part of a supervisor’s role is to guide, coach, monitor, support, review and develop staff. As part of their own workplanning, supervisors are expected to devote adequate time to reviewing and developing the staff they supervise. It is important that staff be given regular feedback throughout the year in addition to feedback provided in the annual review. Supervisors are responsible for initiating and implementing the Performance and Development process for all their staff. They must ensure that the planning and review discussions are undertaken in accordance with the time-frames appropriate to faculty/unit’s Performance and Development Cycle. They must ensure documentation is completed and filed. Values in Workplans Everyone has a role to play in bringing the UTS values (DEEDS) into our everyday work life. The first step is to create opportunities for staff, supervisors and leaders to have constructive conversations about how the UTS values are interpreted and enacted in each local context Managers and supervisors are responsible for conducting conversations with their staff, as part of the workplanning and review process, and leading team activities that identify the behaviours relevant to the work area. The relationship with direct reports is the key to high performance and setting clear expectations of how objectives are achieved is a crucial element of a productive relationship Neo Performance Review (Support Staff) Alert This alert is sent to Managers of Support Staff prior to the Faculty/Work Unit nominated Unit Increment Date (1 April or 1 October). This alert reminds the Manager to submit performance reviews and workplans. Links to the Performance review process and forms are contained in the Notification. Neo Performance Pay Review (Senior Staff) Alert This alert is sent to Managers of Senior Staff prior to the performance pay review held annually in March. This alert reminds the Manager to conduct performance reviews for SSG staff in January/ February and to submit performance reviews and a performance pay recommendation in NEO. Links to the Performance review process and forms are contained in the Notification. Remember – Performance and development is an ongoing process and if you have concerns about a staff member’s performance, be proactive and take action immediately - don’t wait for the alert!

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Resources/Links UTS Enterprise Agreements (probation, performance and development)

Support Staff Agreement 2010, Clauses 46, 47

Academic Staff Agreement 2010, Part D Senior Staff Group Agreement 2007,

Clauses 11, 12

www.hru.uts.edu.au/manual/2ea/index.html

HRU Website: Performance and Development

www.hru.uts.edu.au/performance/index.html

HRU Website: Probation

www.hru.uts.edu.au/performance/probation.html

Values in Workplans http://www.hru.uts.edu.au/performance/workplanning/values.html

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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RECOGNITION, REWARD & RETENTION PRACTICES

Introduction UTS is committed to fostering a positive, productive and rewarding environment for all staff. Fundamental to this is the use of constructive recognition, reward and retention practices by managers. These practices are important for the following key reasons:

• they help to fully engage staff members • they lead to increased productivity • engaged and highly committed staff try 57% harder and participate more willingly and

effortlessly • recognition allows your staff to know that their contribution is valued and why • engaged staff are 87% less likely to leave than employees with low commitment, thereby

reducing recruitment and training costs as well as minimising loss of corporate knowledge • disengaged staff can negatively impact those around them, lowering the morale and the

productivity of the team

Recognition, reward, feedback and celebration of achievement should be a daily occurrence amongst your workgroups. In addition to the examples given below your HR Partnership team will be happy to discuss the many different approaches available to you and can provide advice on tailoring recognition, reward and retention strategies to suit your needs and desired outcomes. Remuneration and Incremental progression Support staff: Support staff are appointed on a salary point on a classification level relating to their position at UTS within the Support staff rates of pay. They are eligible for incremental progression on their area’s Unit Increment Date (UID), providing they are not on the maximum step for their classification level. Recommendations about whether eligible support staff will receive a salary increment on their area’s UID are based on how well the staff member has performed in their role for the past review period. Salary rate increases also apply in accordance with the Support Staff Agreement which applies at the time of their employment (currently twice annually). Academic staff: Academics are appointed on a salary point on a classification level relating to their position at UTS within the Academic rates of pay. They are eligible for incremental progression on the completion of 12 months’ service, providing they are not on the maximum step for their classification level. If the staff member’s performance during the 12-month period is rated as satisfactory, they will receive incremental progression to the next salary step within the classification. Salary rate increases also apply in accordance with the Academic Staff Agreement which applies at the time of their employment (currently twice annually). Senior staff: Senior staff are appointed on a salary point within a range allocated to a classification level relating to their position at UTS. The base salary is determined by the supervisor in consultation with HR. HR offers advice on how to structure a total remuneration package for the staff member based on market and internal relativities commensurate with the position classification and the candidate’s experience and qualifications. There are no increments in the range and salaries are reviewed annually by the Vice-Chancellor’s Remuneration Advisory Committee (see performance pay for Senior Staff).

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Accelerated Incremental Progression for Support Staff When a Support staff member’s performance has been rated by their supervisor as “exceeds expectations”, they may be eligible for accelerated incremental progression (progression by two steps in a salary level). A supervisor may recommend accelerated progression if the staff member’s performance is consistently at a high level and represents a sustained contribution to the work of the area. Career and Professional Development Awards for High Performing Support Staff Each year in March the Vice-Chancellor invites managers and supervisors to nominate their high performing support staff for a CAP Development Award. These Awards, held annually, recognise and reward high performing support staff through professional development opportunities. The eligibility criteria are aligned to the University’s strategic priorities and reflect the behaviours considered critical for the University to be able to achieve its priorities. Refer to the Career and Professional Development Awards Guidelines. Academic Promotion Each year the University invites eligible academic staff to apply for promotion on the basis of personal merit to Senior Lecturer, Associate Professor and Professor. Refer to the Academic Promotion Directive for eligibility criteria. Academic Progression UTS recognises that academics at the early stages of their careers have special needs in relation to the support and development required to grow into their roles and pursue a fulfilling career. All full and part-time level A academic staff with 12 months continuous service at UTS (excluding casual service and leave without pay), or six months continuous service following the date of notification of an unsuccessful application, may be eligible for progression to level B. Performance Pay for Senior Staff The Senior Staff Group Collective Agreement 2007 notes that remuneration reviews for senior staff are based on assessment of performance undertaken in accordance with the performance review process which is based on the calendar year. Salary recommendations are submitted by the senior staff members’ supervising managers to the Vice-Chancellor’s Remuneration Advisory Committee annually and approved adjustments take effect in April each year. Superannuation Under the UTS Collective Agreements, membership of UniSuper is compulsory for staff employed in fixed-term or continuing positions and UTS makes employer contributions on a fortnightly basis. Employer contributions will include compulsory Minimum Superannuation Contributions, which are the level of superannuation contributions UTS is required to make according to relevant legislation. The level of employer contributions increases once the employment relationship with UTS exceeds 12 months’ continuous service. . Faculty and Unit Awards Schemes Outcomes of the annual performance and development review can also inform Faculty and Unit-based reward and recognition schemes. For more information contact your faculty or unit.

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Resources/Links

UTS Support Staff Agreement 2010, Clause 19 (Incremental Progression)

www.hru.uts.edu.au/manual/2ea/index.html

UTS Academic Staff Agreement 2010, Clause 20 (Incremental Progression)

www.hru.uts.edu.au/manual/2ea/index.html

UTS Enterprise Agreements – Rates of Pay www.hru.uts.edu.au/conditions/pay/rates.html

HR Guideline 5.25 Career and Professional Development Awards

www.hru.uts.edu.au/manual/5rem/remun.html#5.25

Academic Promotion Vice-Chancellor’s Directive

www.gsu.uts.edu.au/policies/promotion-academic.html

HRU Website: Academic Progression www.hru.uts.edu.au/for/academics/progression.html

Performance Pay for Senior Staff www.hru.uts.edu.au/manual/5rem/remun.html#5.26

HRU Website: Retention www.hru.uts.edu.au/professional/retention/retention.html

HRU Website: Superannuation www.hru.uts.edu.au/conditions/superannuation Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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MANAGING PERFORMANCE & CONDUCT Managing Unsatisfactory Performance Supervisors are expected to provide their staff with regular feedback on their performance, as part of the performance review processes at UTS, and to deal promptly and fairly with issues that may arise. Supervisors will provide guidance and counselling and, where appropriate, staff development, to help staff to address performance issues when these are identified. There may be times when you will need to address a staff member’s performance that is below expectations or established standards. Often this can be done informally by having a discussion with the staff member concerned. If this does not resolve the issue, then it will be necessary to move to a more formal stage. The formal procedures for managing unsatisfactory performance are set out in the relevant enterprise agreement and should be initiated in such circumstances. Contact your HR Partner prior to initiating action in accordance with the enterprise agreement. Ideally, by following the procedures the staff member’s performance will improve to the required standard. If this does not occur, the procedures allow for appropriate disciplinary action to be taken by the University. Remember, performance problems do not go away if they are ignored. [Note: if the staff member is still within their probationary period then the procedures relevant to probation will apply] Misconduct / Serious Misconduct Supervisors should, where appropriate, seek to resolve instances of possible misconduct through guidance, counselling or informal warning, before moving to the more formal process for managing a staff member’s conduct. The University’s formal procedures for misconduct/serious misconduct are set out in the relevant enterprise agreement. In some cases, (such as sexual harassment) it may not be appropriate to use informal processes to address the issue with the staff member. Contact your HR Partner prior to initiating action in accordance with the enterprise agreements. Code of Conduct The Code of Conduct sets out general principles of conduct expected of staff in the performance of their duties to maintain integrity and professionalism. This is an extremely important policy of the University, with which every supervisor must be familiar. If a supervisor is of the view that a staff member may have breached the Code, they should contact their HR Partner to seek advice regarding an appropriate course of action. Breaches of the Code which affect or impact on others can have serious consequences on their health and well being (refer to Legal Responsibilities under NSW Work Health and Safety Act, and the Safety and Wellbeing Section of this booklet). Inappropriate Workplace Behaviour The Workplace Behaviour Statement elaborates on the Code of Conduct and identifies linkages between the Code and other policies, directives, procedures and guidelines. The statement provides examples of unacceptable workplace behaviour and explains options for dealing with behaviour or conduct which is considered to be inappropriate. The statement will assist staff, supervisors and managers to recognise workplace behaviour or conduct that is not appropriate and to take action to address the behaviour.

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Resources/Links

Code of Conduct www.hru.uts.edu.au/manual/7leg/legal.html#7.3

UTS Enterprise Agreements (Managing Unsatisfactory Performance, Disciplinary Action for Misconduct) Support Staff Agreement 2010,

Clauses 53, 54 Academic Staff Agreement 2010,

Clauses 48, 49 Senior Staff Group Agreement

2007, Clauses 32, 33

www.hru.uts.edu.au/manual/2ea/index.html

Workplace Behaviour Statement www.hru.uts.edu.au/manual/7leg/legal.html#7.4

Monitoring and Reviewing Performance www.hru.uts.edu.au/performance/reviewing/index.html

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm Staff Ext 1060 http://datasearch2.uts.edu.au/hru/services/ss.cfm

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GRIEVANCE/COMPLAINTS HANDLING What is a Grievance/Complaint? In a large and complex community like UTS, interactions between staff and students are many and varied. Staff and students may sometimes feel they have experienced unreasonable treatment, disadvantage or distress which they would like to complain about. A statement of concern becomes a grievance when it is reported to a person in authority at UTS, and requires action or response under UTS policies and procedures. A grievance can be about a situation, a process, a person or people. The initial approach to dealing with a grievance is to try and resolve it at the lowest appropriate level of management within UTS. Raising a Grievance/Complaint A key principle in the UTS complaint resolution process is that complaints are resolved wherever possible at the most appropriate level of management for that issue or concern. Staff are encouraged to raise their complaint in the first instance directly with the person concerned. This is appropriate in matters where the staff member feels comfortable about making a direct approach, or where the complaint does not relate to allegations of unlawful behaviour (e.g. assault, illegal discrimination or harassment, corruption). Where it is not appropriate for the staff member to raise the issue directly with the other person/s, they can make a complaint to a manager or another person in authority at UTS. Principles for Complaint Resolution at UTS The University's grievance resolution procedures cover all types of complaints and are based on confidentiality, impartiality, protection from victimisation and prompt resolution. • managers and supervisors have the responsibility to identify and attempt to prevent or redress

problems in the university • where possible, grievances are resolved at the lowest appropriate level of management • complaints are responded to as quickly as possible in the circumstances • procedural fairness is observed for each party in all aspects of handling a complaint • no grievance is pre-judged • confidentiality is respected • resolution of the grievance takes into account wherever possible the preferred process of

resolution of the person who made the complaint. However, there may be instances where a complaint is of such a serious nature that formal action is required.

• staff and students have a responsibility not to pursue grievances with a mischievous or malicious intent

Types of Complaints An equity-related grievance is when someone believes they are being discriminated against or harassed in their work or study because of their sex (including pregnancy), sexual preference, transgender status, race, colour, ethnic or ethno-religious background, descent or national identity, marital status, disability, age, political conviction or religious belief. Complaints that do not involve allegations of unlawful discrimination or harassment on one of the above grounds are not equity-related. These other complaints could include interpersonal conflict, unfair or differential treatment, performance issues, industrial matters, or academic issues.

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Resources/Links UTS Grievance Handling Procedures

www.hru.uts.edu.au/conditions/grievance/

Handling Staff Grievances Vice-Chancellor’s Directive

www.hru.uts.edu.au/manual/6man_dev/mandev.html#6.12

Handling Staff Grievances-Supervisor’s Guidelines

www.hru.uts.edu.au/manual/6man_dev/mandev.html#6.13

Equity Related Complaints www.equity.uts.edu.au/complaints/index.html

Contact for assistance/further information: General/Employment Conditions: HR Partner: http://datasearch2.uts.edu.au/hru/services/ms.cfm#partner Unlawful discrimination or harassment: Equity & Diversity Unit (x1084) Personal safety: Security Services: www.fmu.uts.edu.au/security/ Health and Safety: : http://datasearch2.uts.edu.au/safety-wellbeing/staff/list.cfm

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INDUSTRIAL DISPUTES

Supervisors Supervisors have an important role to play in the proper application of the UTS Enterprise Agreements, and in minimising and settling disputes regarding the Agreements in a timely manner. As far as possible a dispute regarding the application of the Agreement should be resolved at the level at which it arises and by the staff directly involved in the dispute. This may mean that supervisors will need to take steps to ensure that the dispute resolution procedures are carried out as quickly as is reasonably possible. Staff Members A staff member who wishes to notify a dispute will need to provide the supervisor with written notice outlining the dispute. If a dispute is of a nature that it cannot be resolved at the local level it should be referred to the next level of management. Because a dispute can have broader implications, it is important to consult with your HR Partnership Manager before proceeding to deal with the issue. Resources/Links UTS Enterprise Agreements (Resolving Disputes) Support Staff Agreement 2010, Clause

12 Academic Staff Agreement 2010,

Clause 12 Senior Staff Group Agreement 2007,

Clause 10

www.hru.uts.edu.au/manual/2ea/index.html

Contact for assistance/further information: Supervisors your HR Partner http://datasearch2.uts.edu.au/hru/services/ms.cfm

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SAFETY AND WELLBEING Introduction The University is committed to providing a safe and healthy workplace for staff and other workers, students, affiliates and visitors. UTS Safety and Wellbeing Management System The system is split into three levels: pan-UTS, Faculty/Unit and work area.

• At the pan-UTS level, a Safety and Wellbeing Plan is developed and monitored by the Deputy Vice-Chancellor (Corporate Services) Safety and Wellbeing Advisory Committee.

• At Faculty/Unit level, each Faculty and Unit identifies their health and safety risks and determines the procedures that suit them, rather than having a “one size fits all” procedure manual. The health and safety procedures for each Faculty and Unit are documented in their Health and Safety Plan, which also includes responsibilities and timeframes. Health and Safety Plans are developed in consultation by the Dean or Director and a representative group of staff from the Faculty or Unit.

• At the work area level, managers and supervisors are responsible to ensure that the Faculty/Unit procedures are implemented, monitored and improved.

Legal Responsibilities under the NSW Work Health and Safety Act 2011 The NSW Work Health and Safety (WHS) Act 2011 places the ultimate responsibility for the health, safety and welfare of all workers on “officers” of the University, as defined by section 9 of the Corporations Act 2001. An officer is anyone who participates in making decisions affecting a substantial part of University business. Health and safety responsibilities of supervisors and managers Supervisors and managers must do whatever is reasonably practical to ensure that both the workplace and the work they control are safe. This includes:

• ensuring that staff are appropriately trained and supervised • identifying, assessing and managing health and safety risks • consulting with staff members and affiliates:

• about issues or changes that affect their health or safety • during health and safety risk assessments • when decisions are made about the measures to be taken to eliminate or control these

risks • when reviewing health and safety risk assessments.

• implementing health and safety risk management programs relevant to their operations, teaching, research and consulting functions and work environment

• reporting (to Safety & Wellbeing), investigating and responding to all hazards, accidents, incidents and taking action to control the risk

• assisting with the development, implementation and maintenance of a return to work program for injured staff

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Hazard, accident and incident reporting All staff, students, other workers, affiliates and visitors to the University have a responsibility to report hazards, accidents and incidents to a staff member/supervisor or Security Officer. As a Supervisor, you should ensure that this notification is formalised in each instance by requesting that the staff member, other worker, student, affiliate or visitor completes a report using the Hazard and Incident Reporting Online (HIRO) system, available from the Safety and Wellbeing website. Note: Staff are able to report hazards, accidents and incidents on behalf of other staff, students, other workers, affiliates and visitors to the University. As a Supervisor you are responsible to investigate the hazard, accident or incident; assess the risk; and take action to ensure that the hazard is controlled or the incident does not happen again. You must do this in consultation with those affected by any change to the work area or work practice. Resources/Links Safety and Wellbeing Website www.safetyandwellbeing.uts.edu.au

UTS Safety and Wellbeing Plan www.safetyandwellbeing.uts.edu.au/plan/ Faculty/Unit Health and Safety Plans www.oms.uts.edu.au/ Safety & Security Website www.fmu.uts.edu.au/security

Health and Safety Management System www.safetyandwellbeing.uts.edu.au/management/ UTS Emergency Procedures, including “Escape from UTS” evacuation video

www.fmu.uts.edu.au/security/emergencies/

Laboratory, Workshop and Chemical Stores Safety Inspection Checklist (Checklist for hazardous environments such as laboratories or workshops)

www.safetyandwellbeing.uts.edu.au/environment/lab/management/

Risk Management at UTS

www.safetyandwellbeing.uts.edu.au/risk-management/

Safety at UTS - Offices and general areas www.safetyandwellbeing.uts.edu.au/environment/office/management.html

Safety & Wellbeing list of contacts

www.safetyandwellbeing.uts.edu.au/branch/contacts/areahtml

Reporting an Accident or Incident (HIRO) www.safetyandwellbeing.uts.edu.au/accidents/reporting.hml https://uts.riskcloud.net/

List of First Aid Officers

www.fao.uts.edu.au

Contact for assistance/further information: Safety and Wellbeing (02) 9514 1062/3 (02) 9514 4540 Security In an emergency, dial 6 from any internal phone, or 1800 249 559 from mobiles Broadway campus: (02) 9514 1192/93

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EQUITY AND DIVERSITY UNIT

The Equity & Diversity Unit promotes access, equity, diversity and social justice at UTS. The Equity & Diversity Unit works with faculties and central units to assist them in ensuring UTS is a fair and equitable institution which supports and celebrates student and staff diversity. Core programs

• Widening participation strategy to improve the participation of low socially and economically disadvantaged groups (low SES), including Indigenous people, in education. This includes the inpUTS Educational Access Scheme and UTS Special Admission Scheme providing university entry for students who have experienced long-term educational disadvantage and the U@Uni Schools Outreach Program targeting disadvantaged high schools

• Wingara Indigenous Employment and Career Development Strategy: to increase the representation of Indigenous Australians employed at UTS

• Women@UTS program: designed to build organisational capability and an inclusive organisational culture for all women working at UTS

• Disability Action Plan: to increase the representation of students and staff with a disability at UTS and improve the accessibility of services

Services provided by EDU

• University-wide coordination of integrated suite of programs related to the Widening Participation Strategy

• Equity-related complaint handling advice • Assistance in recruiting for diversity in employment through the Wingara strategy, work

training placements for people with a disability • Equity and diversity training and development • Assistance in the development and implementation of local level equity projects and

strategies • Advice on anti-discrimination and affirmative action legislation

Training and development

• EO Online: training for prevention of discrimination and harassment in the workplace for staff and managers

• Sex-based harassment, discrimination and bullying prevention • Australian Indigenous culture, history and heritage • Cultural diversity and anti-racism awareness • Women@UTS professional development activities • Aboriginal and Torres Strait Islander staff network and career development • Ally Program – addressing homophobia on campus

Annual reports

• Equal Opportunity for Women in the Workplace Agency Report • Multicultural Policies and Services Program report to the NSW Community Relations

Commission • Student Equity Update to the Commonwealth Department of Education, Science and

Training • Equity Appendix of the UTS Annual Report to NSW Parliament

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UTS policies/ plans with equity focus or component www.equity.uts.edu.au/policy/all.html Equal Opportunity Policy Statement UTS Code of Conduct Disability Action Plan Handling of student grievances Policy on the Prevention of Harassment Non-discriminatory language guidelines Handling of staff grievances UTS Reconciliation Statement Work, study and carer’s responsibilities Appropriate Use of Technology

Resources/Links Equity and Diversity at UTS Home Page

www.equity.uts.edu.au/index.html

Equity & Diversity Website: Help for Managers

www.equity.uts.edu.au/managers/index.html

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SHOUTS: SEX-BASED HARASSMENT OUT OF UTS UTS is committed to ensuring that all students and staff are treated fairly, and can study and work in an environment free from harassment. The UTS Policy on the Prevention of Harassment outlines the rights and responsibilities of all UTS staff, students and visitors. Discrimination, harassment and victimisation are against the law and will not be tolerated at the University. The Equity & Diversity Unit has developed a university-wide campaign called SHOUTS (Sex-Based Harassment Out of UTS). Resources include a DVD for students (view it on webpage below) and orientation information for all new staff. Resources/Links

Sex-Based Harassment Out of UTS www.equity.uts.edu.au/shouts/index.html

Handling of staff grievances www.gsu.uts.edu.au/policies/handling-grievance.html

UTS Policy on the Prevention of Harassment

www.gsu.uts.edu.au/policies/preventharass.html

Supervisors Role Supervisors have a key role to play in the prevention of discrimination and harassment by taking prompt action when instances of such behaviour come to their attention. Supervisors must also ensure their own behaviour does not contravene any relevant legislation. Contact for assistance/further information:

Equity & Diversity Unit T: 9514 1084 E: equity@uts.edu.au www.equity.uts.edu.au/