Human Resources Enabling Plan

Human Resources Enabling Plan Introduction The Human Resources Enabling Plan (HREP) is a strategic human resource plan for Charles Sturt University (CSU). It has been developed to support and facilitate the achievement of the University Strategy 2011-2015. People are the key to CSU s future. People management is not the exclusive function of one division or cohort. It is a shared responsibility that enables Charles Sturt University to move towards the strategic direction set down in the University Strategy 2011-2015. The Division of Human Resources will provide leadership to the Human Resources Enabling Plan. The Division will work within its functions and ensure implementation of the HREP is well-timed and effective. As part of this leadership role, the Division of Human Resources will report quarterly to the Senior Executive Committee on the implementation of the HREP. The future development of an implementation plan with timeframes and key performance indicators will facilitate and support progress of the strategies of the Human Resources Enabling Plan. CSU Strategic Direction The University Strategy 2011-2015 is the statement of strategic direction for CSU. This Strategy outlines a commitment to excellence, integrity and sustainability in teaching and research for our students, professions, communities and staff. The Strategy will be achieved through three University Plans; the Student Experience Plan, the Course Profile Plan and the Research Plan. Each sets out steps and expected outcomes to steer academic activity at CSU. The three University plans which form the University Strategy are underpinned by four enabling plans that cover: financial management, infrastructure, strategic initiatives and human resources. Each enabling plan plays a role in providing the environment and the infrastructural support to progress the University Strategy. They create an alliance across academic and general services to ensure the whole University is progressing in the same direction to meet common strategic goals. The University Operating Context Like other higher education institutions, CSU faces challenges from forces operating in the economy, the workplace and the wider environment. These include lower trade barriers, the impact of globalisation and internationalisation, the evolution of technology, changes in the higher education market and an increased focus on quality and benchmarking of university performance. The Federal Government s responses to both the Bradley Review of Higher Education and the Cutler Review of the National Innovation System have established the future operating environment for

Australian higher education. This involves a more student-driven model of funding for universities and a greater focus on access for traditionally under-represented students. The introduction of the Excellence in Research for Australia (ERA) initiative means that the research quality of every university will now be externally and publicly assessed. Similarly, the availability of data through the My University website will increase comparability across Australian universities. The newly established Tertiary Education Quality and Standards Agency (TEQSA), will increase the accountability of quality higher education. A focus on quality of learning, teaching and research has resulted in a higher education sector that is required to be increasingly competitive, learner centered and entrepreneurial. This exacerbates the tension between public access and equity principles and commercial realities. Student expectations have changed with a demand for more flexible and customised learning approaches, pathways and information technology solutions. At the same time there is an inherent need to retain a skilled workforce with the need for increasing skill formation and more targeted professional development. An Overview of Charles Sturt University CSU is a complex institution with diverse course offerings and research foci. Size, geographic dispersion, and a diversity of stakeholders give rise to an inherent complexity in serving our various communities. In 2012, over 38,000 students are enrolled in a range of undergraduate and postgraduate programs, available at various locations and through multi-modal delivery. To support these students, CSU employs over 2,000 staff in academic, administrative, professional and trade based roles. Sector-wide external changes are driving internal pressures and challenges for CSU. The University has identified workforce capability as a high-level corporate risk. An aging demographic has heightened the need for workforce and succession planning, performance expectations are changing and tighter budgets are creating pressure for faculties and divisions to contain business and staffing costs while enhancing productivity. These issues, while presenting challenges, should also be seen as opportunities for the University to improve its people management through effective human resource planning. CSU Strengths CSU has many strengths. The Climate Surveys in 2003, 2006 and 2010 identified team work and collegiality as extremely positive at CSU. Team work contributed to high levels of staff satisfaction, and this is significantly linked with student satisfaction and the ability of the University to provide a rewarding student experience. A further major strength in the CSU culture is that staff identified a strong affinity with CSU and have a firm commitment to the University. Our learning and teaching and our research are achieved through collaborative professional relationships and provision of high quality services. How we manage our staff and how we interact with our students, the culture we have and the collegiality we share has contributed to building the CSU reputation and achieving the successes of the University to date. Over the years we have seized opportunities to grow our course profile and geographic reach, and contributed to the development of the professions. We are the largest single provider of online and distance education and offer the most comprehensive range of distance education programs of any university in Australia. We are a national and international leader in the development of collaborative

pathways between vocational and higher education and our research is designed and delivered in close collaboration with users in industry, government and the community. CSU is among the largest economic players in our regions and produces high numbers of graduates who join the workforce of regional Australia. We are proud of the fact that many of our students are the first in their families to gain a university education and as a result, CSU contributes to improving socio-economic outcomes for many traditionally under-represented students. The Function of the Human Resources Enabling Plan This HREP builds on work in the areas of workforce planning, institutional and leadership development undertaken in the previous University Strategy. University managers at all levels have a significant role in people management. This is seen in interactions between staff, students and visitors. The aim of the Human Resources Enabling Plan is to focus and enhance the University s people capability and people management capacity in support of the University Strategy. The key objectives of the Human Resources Enabling Plan are to: 1. Enhance Workforce Capability with the integration of a workforce modeling tool into planning, effective attraction, recruitment and induction strategies and tailored professional development 2. Facilitate Change by fostering an understanding of the holistic impact of change, building an active focus on change and increasing the awareness and responsiveness to workforce generational transition 3. Create Workforce Sustainability with the enhancement of people management, an increased focus on the future workforce and the promotion of staff well being 4. Promote Quality of People Management Practice by benchmarking and reviewing the University s people management performance.

Relationship of the University Strategy to the Enabling Plans University Strategy 2011-2015 Course Profile Plan Research Plan Student Experience Plan Finance Enabling Plan Strategic Initiatives Enabling Plan Human Resources Enabling Plan Infrastructure Enabling Plan Enhance Workforce Capability Create Workforce Sustainability Facilitate Change Promote Quality People Management Practice The Role of Charles Sturt University Managers and Supervisors The responsibility for people management lies predominantly with the working throughout CSU. A large part of people management takes place within each division, department, faculty and school and is undertaken by local. This is reflected in the accountabilities and responsibilities of each manager and supervisor. A range of policies, processes, resources and tools are provided to guide people management across the University. The quality of people management and the outcomes delivered are frequently dependent on the skills and capabilities of individual managers. It is the responsibility of to ensure that their people management aligns with policy and that it is fair and consistent. It should model good practice for staff in their interaction with each other and with students, and contribute to a culture that is reflective of the values articulated in the University Strategy 2011 2015. The Role of the Division of Human Resources Through its dealings with each faculty, division and office of the University, the Division of Human Resources has an understanding of the overall operations of the institution, both as an educational institution and as a business entity. Staff of the Division of Human Resources work in professional partnership with managers, supervisors and the University community as a whole to enable optimal people management and the development of a culture reflective of CSU values.

The Division has four (4) main functions. 1. Strategic Frameworks and Systems The Division of Human Resources has a leadership role to ensure that contemporary and strategic frameworks, policies and systems are developed and implemented to align and guide the delivery of people management. These frameworks and systems ensure coordination, limit duplication, align policy and articulate linkages across different aspects of people management. 2. Liaison and Specialist Services The Division of Human Resources provides liaison services that foster and sustain the provision of quality people management by others. These services are provided by professional experts with the ability to coach and influence laterally. In addition, the Division manages more specialist functions such as human resource information systems, occupational health and safety, equity and diversity, strategic recruitment, change management and workforce planning. The Division also has a significant role in activities such as enterprise bargaining and coordinating responses to industrial issues. 3. Direct Service Delivery The Division delivers a range of direct services. These include centralised and streamlined services such as salary and leave administration, and the logistics of recruitment. A range of online services are provided for managers, supervisors, staff and prospective staff. 4. Monitoring There is a wide range of people management occurring on all campuses of the University on a daily basis. A role of the Division is to observe and track elements of this work to ensure compliance with legislative and statutory requirements. This facilitates the identification of trends, informs the development and revision of policy and the adoption of best practice. Monitoring includes the use of benchmarking and periodic surveys, such as the Climate Survey.

Human Resources Enabling Plan - Objectives, Strategies and Responsibilities 1. Enhance Workforce Capability Objective Strategies Responsibility 1 Integrate a workforce modeling tool into planning 2 Deliver effective attraction, recruitment and induction strategies Develop an effective workforce planning tool Integrate tool into current planning activities Deans, executive directors, directors, heads of schools, Review and update strategic and operational tools and processes Review manager/supervisor implementation of tools and processes 3 Facilitate tailored professional development Identify poor recruitment and induction outcomes Division of Human Resources in partnership with deputy vice-chancellors, deans, executive directors, directors, heads of schools, managers and supervisors Develop overarching professional development plan Develop tailored professional development pathways for specific cohorts Develop second stage senior leadership programs to build on past activities Integrate professional development pathways and leadership programs into development planning # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

2. Facilitate Change Objective Strategies Responsibility 1 Foster an understanding of the holistic impact of change Build change process into managers professional development Utilise a range of coaching, mentoring and peer support options to support change processes 2 Build an active focus on change Integrate change concepts into tools, staff agendas and CSU fora managers and supervisor Review and evaluate the effectiveness of changes undertaken managers and supervisor 3 Increase the awareness and responsiveness to workforce generational transition Develop strategies to identify generational differences and highlight changing workforce profile Review organisational processes and management practice to adapt to impact of generational change Adapt internal processes to align with new workforce profile and different generational orientations # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

3. Create Workforce Sustainability Objective Strategies Responsibility 1 Enhance people management practices Include responsibility for managing performance in all relevant position descriptions, development plans and other people management processes Develop performance management skills over time through development planning, manager coaching and peer support Report on faculty, school, divisional and section progress and identify achievements and ongoing restraints Develop tools and initiatives to streamline and enhance performance management understanding and skills Review and update performance management policies against human resources best practice to ensure fit with University setting Integrate discussion and development of people management practices into staff/team meetings and CSU fora Recruit, develop and retain the right people to meet changing workforce requirements Deputy vice-chancellors, deans, executive directors, directors, heads of schools, managers and supervisors 2 Increase focus on future workforce Develop a talent management initiative to develop future leaders 3 Maintain the promotion of staff well being Support talented staff and encourage full participation in schemes and programs Continue to fund and deliver rewards program; promotion, awards and study programs to promote retention Division of Human Resources, vice-chancellor and deputy vice-chancellors Review and re-launch coaching and mentoring programs Increase awareness of the flexible options available in the workplace and the integration of staff well being into people management practice

Objective Strategies Responsibility Integrate the Equity, Indigenous Employment and Disability Plans into business and operational planning to embed equity principles into CSU s culture # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.

4. Promote Quality People Management Practice Objective Strategies Responsibility 1 Monitor CSU people management performance 2 Conduct regular employee surveys and develop strategies to address irregularities 3 Maintain quality of human resources partnerships Continue participation in existing benchmarking programs to identify trends and monitor performance against other institutions Continue delivery of climate survey series as a useful tool to inform the effectiveness of people management Provide quarterly reports to Senior Executive Committee on Human Resources Enabling Plan Review data trends on a regular basis to inform enhanced people management practice Monitor CSU s adherence to legislative, statutory and industrial requirements to mitigate risk for the University Use climate, induction and exit surveying data to inform development of policy processes and systems Use climate, induction and exit surveying data to inform people management practice Maintain a human resources service infrastructure to underpin core people management activity Pilot potential introduction of a principle based approach to policy development Executive Director, Human Resources Division of Human Resources in partnership with vice-chancellor deputy vice-chancellors, deans, Review best practice to inform people management practice at CSU Lead the negotiation and implementation of a new CSU Enterprise Agreement Ensure the timely management of complex issues by seeking advice from the Division of Human Resources at an early stage # Where responsibility is assigned to the Division of Human Resources, this responsibility would be exercised with input and consultation from the respective stakeholders as appropriate.