Refining the HR Policy Framework to Support the Vision
Table of Contents
The environment we will be working in
Internal decisions and factors
The HR policy imperatives
Where we are now
Our current staffing profile
The goals of Growing Esteem 2010
Supporting this vision through a refined HR Strategy
The refined HR policy framework
Consultation and Feedback
Priority areas for reform
Improvement of the performance development framework
Clarifying performance expectations
Align work activity to ‘work focus categories’ and link these to performance expectations
Supporting early career staff
Classification issues - broad banding of professional staff classifications
Other policy issues
Building flexibility - Classification issues
Attracting and retaining highest quality staff
Aligning performance – Probation and confirmation
Investing in staff - Leadership and management development
Governance of the implementation project
Plan for areas of further work
Appendix 1: Schematic diagram of the refined strategic HR Policy Framework
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...
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