Refining the HR Policy Framework to Support the Vision
Table of Contents
2.1The environment we will be working in3
2.1.2Internal decisions and factors4
2.1.3The HR policy imperatives5
2.2Where we are now5
2.2.1Our current staffing profile5
2.3.1The goals of Growing Esteem 20108
2.3.2Supporting this vision through a refined HR Strategy9
3The refined HR policy framework9
3.1Consultation and Feedback10
4Priority areas for reform10
4.1Improvement of the performance development framework11
4.2Clarifying performance expectations12
4.3Align work activity to ‘work focus categories’ and link these to performance expectations13 4.4Supporting early career staff15
4.5Classification issues - broad banding of professional staff classifications16
5Other policy issues17
5.1Building flexibility - Classification issues17
5.2Attracting and retaining highest quality staff17
5.3Aligning performance – Probation and confirmation17
5.4Investing in staff - Leadership and management development18
6.1Governance of the implementation project18
6.2Plan for areas of further work19
Appendix 1: Schematic diagram of the refined strategic HR Policy Framework20
We are all part of an institution with a proud record of scholarship and achievement. The University of Melbourne has a well deserved international reputation for research excellence and quality of student outcomes and we have demonstrated our capacity to innovate and lead higher education nationally. Melbourne’s international standing and research prominence has enabled us to attract fine students and staff.
We seek to lead through research, to educate for excellence and to connect and contribute through engagement. Substantial progress has been made towards achievement of our vision to be one of the world’s finest universities and we will need to continue to adapt and improve in pursuit of this vision. The University’s strategy document Growing Esteem 2010, states: “For the University to realise the ambitions of a refined Growing Esteem strategy it needs people who share the vision and can achieve the actions required.“ Over the coming years we need to ensure that our research and teaching reputation remain among the best in the world in the face of increasing competition; to adapt our approach, to both teaching and our general interactions with students to support a greater proportion of graduate students; and to diversify our sources of revenue to support our endeavour.
It is in this context that we seek to articulate our HR strategies and refine our HR Policy Framework so that we can support and develop our staff to achieve the excellence in performance that provides individual satisfaction and collectively will maintain and grow Melbourne’s standing.
This paper identifies the major strategic and policy issues which need to be addressed to position us for the future through a refinement of the current HR management framework over the next three years. This paper provides a blueprint for action to guide HR policy development over the next three years. From this framework, detailed policies and procedures will be specified, and there will be opportunity for staff and other stakeholders to provide further input to these as they are progressively developed.
These policies will be implemented at the local level within the University and therefore the support that will be provided to our supervisors and managers who are responsible for the day to day interactions with our staff will be vital to their success in bringing about the required changes.
1 The environment we will be working in
The environment we will operate in over the next...