 |
 |
 |
|
 |
|
 |
![[Undergraduate Handbook]](http://www.unimelb.edu.au/img/sitebar/fill.gif){kind=small} |
|
Personnel Policy and Procedures Manual 12. Staff Development, Education, and Training |
|
|||||||||
|
|
|
||||||||
[? Search] [Top] [Contents]
[Prev: 11. Environment, Health and Safety]
[Next: 13. Outside Work, Company Directorships, Board Members]
- 12.1. Introduction
- 12.1.1. Overview
- 12.2. Staff Education Scheme: Professional Staff
- 12.2.1. Overview
- 12.2.2. References
- 12.2.3. Policy
- 12.2.4. Procedures
- 12.3. Work Experience Employees
- 12.3.1. Overview
- 12.3.2. Reference
- 12.3.3. Procedures
- 12.4. SSP(Short) and Other Absences on Academic Duty: Academic Staff
- 12.4.1. Overview
- 12.4.2. Policy
- 12.4.3. Procedures
- 12.5. Special Studies Program (Long): Academic Staff
- 12.5.1. Overview
- 12.5.2. References
- 12.5.3. Policy
- 12.5.4. Procedures
- 12.6. Performance Development Framework
- 12.6.1. Overview
- 12.6.2. References
- 12.6.3. Policy
- 12.6.4. Procedures
- 12.6.5. Performance Improvement Measures
- 12.7. University Fee Discount Policy
- 12.7.1. Overview
- 12.7.2. References
- 12.7.3. Definitions
- 12.7.4. Policy
- 12.7.5. Procedures
(Updated: July 2006)
The University recognises that organisational and individual excellence are best attained by training, development, and educational activities which build upon individual strengths and are forward looking. It also recognises that responsibility for performance and development lies jointly with the individual staff member and the University.
The individual staff member's responsibilities are to:
take ultimate responsibility for his or her career;
seek and use opportunities for development.
The Deans, Heads of Departments, and senior officers' responsibilities are to:
discuss development needs with individual staff member;
influence performance with coaching and support;
provide feedback on performance and potential for career development.
The University's responsibilities are to:
identify human resource requirements;
formulate and assign job roles;
provide definitions and guidelines on performance expectations;
establish training and development to advance levels of academic, technical, and administrative effectiveness in the University.
To this end, training programs have been developed for General Staff, which relate to the employment of an individual at the University, from orientation to pre-retirement. These are listed in the Development Opportunities for University Staff, and included in this booklet is information about courses run by the Safety, Health, and Risk Management Unit, the Equal Opportunity Unit, and the Counselling and Advisory Service. The Staff Development and Training Unit, Human Resources, has further information about training and development.
A separate publication, giving details of their courses, is issued by Information Technology Services, and further information about these courses is available from ITS.
Information about external training and development courses is displayed in the 2nd floor foyer of the Raymond Priestley Building.
(Section 12.2 - Last amendment: September 2001)
The University is committed to the development of a skilled and motivated workforce. Staff development is seen as a vital aspect of the growth and effectiveness of both the individual employee and the University as a whole and is designed to assist staff to meet new workplace demands. Resource allocation to staff education is normally directed towards educational activities that will further the strategic aims and goals of the University. This entry sets out details of the scheme and the criteria for eligibility to participate in the scheme.
Council Minutes, May 2001
The object of the University's Staff Development Program, and Performance Management Program is to link the aims and objectives of all University positions to the aims and objectives of the University, as set out from time to time in Strategic Plans. Within this context, the University offers the Staff Education Scheme for general staff. The Staff Education Scheme: Professional Staff is for staff who are studying an undergraduate or postgraduate course or subjects. Under the scheme, the approved staff member is entitled to leave to study. This scheme has been established, primarily, to encourage staff who do not hold an undergraduate degree to complete an undergraduate degree but can be used for other approved courses.
Professional staff who:
are full-time members of staff: or
are fixed-term members of staff with at least 12 months service and at least a further 12 months appointment in prospect; and
have completed their probation period,
are eligible to apply for study leave.
Part-time staff are eligible for pro-rata study leave.
Casual staff are not eligible for any study benefits.
Courses normally approved for the Staff Education Scheme are those that lead to a recognised qualification from an institution acceptable to the University such as:
a university;
a TAFE college;
any other accredited course at a tertiary institution or professional organisation.
Courses may include any special or bridging course provided by an acceptable institution.
Courses may be undertaken by
course work, i.e. face to face instruction; or
distance education; or
web-based learning.
Application should be made for courses offered by this University, unless the applicant fails to gain a place or the course is not available here.
Staff who wish to study, even though the course or subjects are not directly related to their work, may apply for study leave to pursue those studies. Staff who have obtained approval to study are allowed
up to 4 hours of paid leave per week for lectures, or
up to 4 + 2 hours of paid leave per week if practical classes are involved, and
examination preparation leave of 4 hours of paid leave per examination.
Study leave is available:
during semester time;
for intensive courses run outside of normal semester time;
official summer schools.
Study leave is not available after the last day of classes. Staff who find these times incompatible with the subjects offered or method of teaching should discuss the problem with their supervisor or staff in Human Resources.
Where classes are available outside normal working hours, staff members are expected to attend them in their own time.
Study leave that falls on a public holiday is forgone.
If an emergency situation arises, study leave may be cancelled in order to meet the requirements of the work unit.
Study leave is only available for a failed subject if no prior study leave has been approved for that subject or if the member of staff can prove that the reasons for not passing the course at first attempt were outside of his/her control.
Staff who have approval to undertake recognised (see see Section 12.2.3.3) courses by distance education, web-based learning, compulsory residential school, or practical sessions, may be granted study leave of 2.5 days per subject up to a maximum of 5 days per semester, in lieu of weekly study leave.
In the case of predominantly research based degrees (that is, at least 50% of the course requirements being met through original research and the production of a thesis) employees are entitled to 5 days study leave per semester for the research component of the course.
Any additional leave required for study purposes is to be charged against the staff member's annual or long service leave or flexitime credits or leave without pay.
Study leave is available for:
attendance at compulsory lectures, tutorials, residential schools, field days, etc., where these are held during working hours; and/or
necessary travel during working hours to attend lectures, tutorials, etc. held during or outside working hours; and/or
private study associated with examination preparation or research leading to a thesis.
Staff may, with the approval of their supervisor/head of school/unit, vary their working arrangements to allow for study leave to be taken in normal working hours in addition to time granted as study leave. The additional time taken in this way will be made up at times agreed with the supervisor/head of school/unit.
Making up time is not permitted during a lunch break.
The following guidelines should be used when a Head of Department is considering Staff Education Scheme applications. The course should:
assist the individual's professional development and/or career development needs (this could include the completion of a generalist undergraduate degree);
meet the University's skill development needs;
develop the individual's skills relevant to the higher education sector.
In approving applications for study leave, Heads may also take into account the operating efficiency of the Department.
In order to ensure full consideration of all applications, Heads may consider calling for applications late in the year before study leave is to be granted.
Staff are responsible for notifying their supervisor immediately if they discontinue a course or subject for which study leave has been granted. Any study leave taken after discontinuing a course is to be charged to annual leave, flexileave or long service leave or taken as leave without pay.
A member of general staff wishing to participate in the Staff Education Scheme should apply in writing at least three months before the course commences to the Head of Department requesting approval. The application should include details of:
length of service with the University
name of course;
institution;
a copy of the completed course application form;
name of subject/s;
year of course;
a statement regarding the applicability of the degree to their job;
study leave requested.
The Head of Department has the delegation to approve Study Leave.
(Updated: July 2006)
University departments are often approached by secondary school students wishing to gain work experience. Work experience is a school-based program which places students in the workplace. Work experience is part of work education which gives students the opportunity to learn about work and organisations as part of their total education.
Departments may also be approached by tertiary colleges, or State or Commonwealth Government-assisted adult education programs, seeking work experience for their mature-age students. Periods of work experience vary. Some colleges require 1 day per week for a block of 10 weeks, others require a fortnight's experience, and some organisations wish to place students full-time for up to 5 weeks. These students have already been in the workforce, either in this country or in another, and are usually very competent.
Work Experience: An Employer's Guide. Ministry of Education, Victoria, 1989
Students are eligible from any category of secondary school as long as they are aged between 13 and 21 years, inclusive. The following rules apply to secondary school students:
a student cannot be given work for more than 12 days per term;
a student cannot be placed in the same area more than once in 1 year;
students may participate in work experience at any time except for their school's summer vacation period;
with the exception of wages, students on work experience should work according to the hours and conditions specified under The University of Melbourne Enterprise Agreement 2006;
in the workplace, the ratio between a work experience student and staff must be not less than one student per three full-time employees;
a Work Experience Arrangement Form must be signed by the student, the parent, the school principal and the employer, and be in the hands of the school principal before the student begins work.
The university is not compelled to pay the $5 per day travelling allowance, but departments are encouraged to do so.
Please make it clear to the student and the student's school, before the student commences the period of work experience, if the Department is not willing to pay the student.
A Work Experience Arrangement Form, to be signed by the school principal, parent and student, will be forwarded to the department. The Head of Department or Departmental Manager can sign this form on behalf of the University. This ensures that the student is insured while on work experience, provided adequate health and safety precautions operate within that workplace.
The documentation covering these students varies, but it is essential that any department accepting a person for work experience should sign a form, assigning responsibility for that person to the college or organisation teaching that person. The university is not required to pay mature-age students on work experience.
On commencement the work experience student must:
complete a HR20P Contract of Employment - Casual Professional Staff form; or
provide the blue copy or a photocopy of the Work Experience Agreement to the Department; and
complete an Employment Declaration Form (Tax form).
The University does not deduct tax from payments. However, the Taxation Office requires an Employment Declaration form to be completed for work experience students.
The Department must complete:
a HR26 Employee Payment Request form clearly stating that the form relates to a work experience placement.
Please forward the completed HR20P (or the copy of the Work Experience Agreement), the Employment Declaration Form and the HR26 to Human Resources for payment.
Note: Forms available from http://www.hr.unimelb.edu.au/benefits/forms.
The Rates of Payment for work experience placements are listed in Section 16.2.1.2.3-Salary Scales and Rates of Payment.
(Section 12.5 - Last amendment: November 1999)
Academic staff development involves keeping abreast of developments in the staff member's discipline or subject, and fostering scholarship and creative work by contact with leading academics and professionals outside the University. Approval may be granted for Academic Staff to work away from the University for this purpose for periods of less than two months. This entry covers the policy and procedures for such purposes as:
participation in Special Studies Programs (SSP) of less than 2 months;
attendance at conferences;
absences on research field work for up to 2 months, necessary for access to a research facility or research material not available locally;
absences for special training purposes;
Policies and procedures for academic staff to participate in periods of SSP(Long) (periods of more than two months) are covered in Section Section 12.5.
Full-time and part-time Academic Staff are eligible to apply for absence on academic duty, as defined in Section 12.4.1. Applications are considered on merit.
Under certain circumstances, an assistance grant may be paid to a staff member whose application for absence on academic duty has been approved. Payment is normally restricted to once in any 1 year for either conference leave, whether within Australasia or overseas, or an SSP of between 2 weeks and 2 months. However, Deans have the discretion to provide assistance more than once in a year.
The level and source of financial support will be determined by the Head of Department or Dean. Normally, the extent of support given for absences of less than 2 months abroad is 60% of the most economical return air fare. For absences of less than 2 months within Australia, the normal level of support is 75% of the most economical return air fare, plus living expenses for up to 3 days at the APS Incidentals Allowance specified in Section 14.1 .
Partially funded travel is paid through Human Resources and, in all cases, appears on group certificates.
In some cases Faculties may cover all expenses. In these situations the Travel Associated with University Work (Section 14.1) policy applies.
Details of the University of Melbourne Travel Insurance Policy is available at the InsuranceOffice website at the following address: http://www.unimelb.edu.au/corposerv/insurance.
Applications for absence on SSP of less than 2 months, conference leave, research field work and special training should be made to the Head of Department. There is no requirement for such absences to be centrally recorded. However, Departments or Faculties may wish to keep a note of absences in their Faculty or Departmental records.
When applying for funding please follow these procedures:
complete the Partially Funded Travel Claim form;
have the application approved by the Dean, Head of Department or Authorised Officer;
send the authorised form to Human Resources for processing.
The funds will be paid through the payroll and will appear on Group Certificates.
Note: As the amounts appear on the Group Certificate as a Travel Allowance there are no statutory charges or requirements for the University to substantiate these amounts paid. However, the employee will be required to substantiate the allowance for taxation purposes with the Australian Taxation Office.
A Head of Department may approve absences of staff for other academic purposes and for which no financial support is sought (e.g. excursions for field work associated with undergraduate teaching or research, working in libraries etc.), for up to 1 week.
(Last amendment: June 2007)
Special Studies Programs (Long)(SSP(L) enable the University to provide academic staff with the opportunity to:
keep abreast of recent developments in their discipline or subject,
maintain their scholarship and/or creative work by research and contact with leading academics and/or professionals at other institutions or locations, or, in some cases,
for specific staff development or rehabilitation purposes.
Council Minutes 8 December 1992
Council Minutes, 7 July 1997
Council Minutes, 1 September 1997
Council Minutes, 6 October 1997
Human Resources Advisory Committee minutes - 28 May 2007
The outcomes of a Special Studies Program are considered in the context of the Academic Staff Assessment.
SSP (L) applications should be for periods of greater than 2 months and normally up to 6 months duration. For periods of absence less than 2 months, SSP (Short) and/or other forms of absence will apply.
Each SSP(L) application is considered for approval by the Dean of Faculty on the recommendation of the Head of Department. Approval to undertake a program is based upon a number of factors, including the programs' merit. Approval of a program should not be considered to be automatic even when the applicant satisfies the basic eligibility requirements.
Approval to undertake a SSP(L) may be granted to academic staff to carry out work which is beyond the normal expectation of their regular course of duties. Such a program would normally involve the use of facilities or resources not available at the University. Approval to undertake a program within the University would only be granted in the most exceptional circumstances.
Approval will not normally be granted for the writing up of research that has already been undertaken. An exception to this might be a major publication which requires a prolonged period of sustained uninterrupted writing which could not be accommodated in normal non-teaching periods.
While on SSP(L) and being paid from the University payroll, the staff member is subject to the normal University policies and procedures.
The maximum period granted for a SSP(L) will not normally exceed six months. An application for a longer period, up to a maximum of twelve months, may be considered where:
it is the staff member's first period of absence to undertake a SSP(L);
it is clearly demonstrated that the intrinsic nature of the project requires more than six months at another institution or location, in which case the names of two referees who are able to comment upon the planned research program must be provided;
the staff member's earlier participation in a program has been delayed by formal University duties or responsibilities above those routinely expected of staff;
the staff member's letter of appointment explicitly states that the first program following their appointment may exceed six months;
a single period of greater than six months would be more convenient to the Department and University than two or more shorter periods of equivalent total duration.
The duration of each program must be justified by the requirements of the work planned and its intended outcomes.
Normally a SSP(L) should be arranged to cause the least possible disruption to a department's teaching program and should not cross semesters.
The following are eligible to apply:
All full-time and part-time members of the academic staff who hold continuing appointments at Level A or above and are employed from University Recurrent Funding. For part-time time staff eligibility to apply for the program is on a pro rata basis and if an application were approved salary payments would be at the part-time time rate, while any Travel Grant would be calculated at the full-time rate.
Fixed-term academic staff who hold appointments at Level A or above, who are employed from University Recurrent Funding, and whose current appointment will enable them to serve the University on return for a period at least equivalent to the SSP(L), may apply for SSP(L) of up to six months' duration.
Academic staff employed from other than University Recurrent Funding sources (e.g. research funds) are eligible to apply for SSP(L) or its equivalent only if the conditions of funding permit it, or when the Department is prepared to support any required funding.
Applications to undertake a SSP(L) for periods in excess of two months and up to six months will be considered:
on completion of three years' service from the date of appointment to an appropriate classification;
on completion of three years' service from the date of return from a previous SSP(L).
Periods of absence on a SSP(L) or, unless specifically agreed, periods of leave without salary do not qualify as periods for consideration towards SSP(L) eligibility.
Upon completion of a SSP(L) a member of staff must serve the University for a period at least equivalent to the SSP(L). The whole or part of any salary, grants or allowances paid in relation to the period covered by the SSP(L) may be required to be repaid to the University should the required period of service not be served. The Dean may approve variations to this rule.
Where a member of staff has held a continuous full-time appointment at Level A or above in another Australian higher education institution immediately prior to taking up appointment at The University of Melbourne, some credit, although not necessarily full credit, may be given when the staff member applies for a SSP(L) at this University, subject to the following provisions:
no more than two months has elapsed between the cessation of employment with the releasing institution and commencement with The University of Melbourne;
that the category of previous employment is one for which The University of Melbourne would ordinarily grant a SSP(L);
the staff member should normally have completed a minimum period of two years' service in this institution;
previous absences on SSP(L) granted by a former institution will be taken into account;
the period of leave approved shall not exceed six months unless the applicant's terms of appointment explicitly state otherwise.
Before approving a SSP(L) the Dean must be satisfied that:
the planned specific outcomes of the SSP(L) will enhance the contributions of the member of staff to research, teaching or scholarship and provide significant benefit to the University;
the planned program will substantially add to the expertise and knowledge of the staff member;
the applicant has a proven and sustained record of productivity in research, teaching and scholarship or shows considerable promise. The Committee will take into account the applicant's recent publication record and the demonstrated outcomes of previous study programs.
the proposed program justifies the period requested and that it could not be undertaken at this University (e.g. through rearrangement of duties in the Department).
Where the University requires a member of staff to defer an application for a SSP(L), a period of time equal to the duration of the delay may be considered as a credit towards meeting the staff member's SSP(L) service requirements for their next SSP(L) application. Where the member of staff delays for personal reasons, no additional credit towards service requirements will be available.
Whilst undertaking a SSP(L), an employee shall be paid at their normal salary rate however, if the program is to be undertaken overseas half their normal salary may be paid as salary and up to half as a Travel Allowance, subject to indemnity and appropriate adjustments (e.g. maintenance of superannuation at the full rate). The Travel Allowance component may be paid in a lump sum up to six weeks before departure date. Staff members receiving a Travel Allowance must make judgments in relation to the taxation implications of allowance and observe University and Taxation Department requirements for the documentation and recording of activities and expenses. Travel insurance is the responsibility of the staff member.
A Dean of Faculty is responsible for the allocation of travel grants to members of staff proceeding overseas on a SSP(L). These grants should normally be in accordance with Appendix 1, Table 1. (Section 12.5.4.5).
Deans are accountable for ensuring that the allocation of funds for SSP(L) are allocated effectively and fairly and in accordance with University policy.
Reports on expenditure on SSP(L) will be presented to Planning and Budget Committee annually.
The Dean will take into account funds received from other sources during the SSP(L) when determining the amount of the travel grant to be distributed to staff members.
Under no circumstances may a per diem allowance (apart from Travel Allowance as above) be paid to a staff member on SSP(L) except with the express authority of the Vice-Chancellor.
In special circumstances and subject to the approval of the Dean, who will take into account all sources of income associated with the SSP(L), a Head of Department may supplement the SSP(L) travel grant of an academic staff member with a grant of no more than the University grant. In any event, the value of the combined grants must not exceed legitimate documented expenses of the SSP(L).
Details of the University of Melbourne Travel Insurance Policy is available at the Insurance Office website at the following address: http://www.unimelb.edu.au/corposerv/insurance. Travel insurance shall be used for work related overseas trips that leave and return to Australia within 12 months. Departments need to ensure that expatriate insurance is provided for overseas travel that extends this time frame. For information and advice regarding expatriate insurance please contact the Insurance Office.
During a SSP(L) the staff member is on normal University duty. With the exception of 'one-off' paid lectures and seminars, the normal rules for approval and reporting of outside work continue to apply.
Not less than the pro rata annual leave accrued during the program must be taken within the duration of the program. Staff members should consider any Fringe Benefits Tax implications prior to submitting applications for annual or long service leave (Refer to Section 14.1.6.6).
Applications will normally be called for twice each year: normally in March for the first six months of the following year and September for the second six months of the following year. The consideration of exceptional cases out of time will be at the discretion of the Dean.
The Head of Department makes a recommendation to the Dean to approve an SSP(L) application. The Head should indicate unequivocally whether appropriate arrangements can be made to carry out the work of the Department during the absence of the member of staff. The Head must comment on the aims of the planned program and their relevance to the work of the Department and to the capacity of the applicant to carry out the program successfully.
Approval for an SSP(L) is the responsibility of the Dean who will take into account the past history and outcomes of academic leave taken by the applicant. The comments of the Head of Department must be seen by the applicant.
SSP(L) will normally be approved at least six months in advance. In exceptional circumstances approval may be given up to eighteen months ahead. Until the applicant has received final approval in writing, such approval should not be assumed.
When an application for SSP(L) has been approved by the Dean, the application should be attached to a completed SSP(L) Advice and Action Form. This should be forwarded to the Department of Human Resources no later than eight weeks prior to the commencement of the SSP(L). The SSP(L) Advice and Action Form includes details of the program, leave dates, and details of the payment of a travel grant and/or travel allowance. The SSP(L) Advice and Action Form requires the approval of the Head of Department and Dean.
Variations in itinerary, organisational matters and matters of substance ie: to the purpose of the program and its intended outcomes which comply with this policy may be approved by the Dean on the recommendation of the Head of Department. Where such changes may entail an increase in the Travel Grant the request for the variation must be approved by the Dean who shall decide, in the light of funds available, whether the Travel Grant can be increased.
Deferral of a program will only be recognised where the Head of Department advises the Dean in writing that a member of staff has been required to defer for departmental convenience.
On return, the staff member will normally conduct a seminar or otherwise report to the Department. A written report would normally be submitted to the Faculty through the Head of Department. The Head of Department should comment on the report for the benefit of the Dean. The Dean will consider the comments when assessing future applications particularly in respect of the extent to which the staff member fulfilled the aims of the approved program. Upon return the staff member must also submit a copy of the written report to the relevant Human Resources Officer in the Human Resources Division http://www.hr.unimelb.edu.au/aboutus/client_services). Reports will be placed in personnel files.
The outcomes of a Special Studies Program are considered in the context of the Academic Staff Assessment.
Human Resources will provide an annual report on usage to the Human Resources Committee for information.
If a Head of Department does not support an application for a SSP(L) the Dean should review the application. The applicant should see the comments of the Head before it is forwarded to the Dean and be given the opportunity to make further comment. Where an applicant has a concern about the process or outcome of a Dean's decision, they should outline their concerns in writing to the Provost or Deputy Vice-Chancellor , who may discuss the matter with the Dean or, where appropriate, refer the matter to a nominated person for review and recommendation.
APPENDIX 1
These rates are subject to periodic review.
Note: Travel allowances are calculated to the number of days for periods of SSP(L) leave between two and three months. For periods greater than three months, the travel allowance is rounded down to the nearest month as per the two tables shown below.
To assist in calculating the relevant travel allowance, a travel calculator is available at http://www.hr.unimelb.edu.au/development/career_development/academic_careerdevelopment/ssp_long
|
Allowances of up to $200 to assist with incidental costs may be granted for each dependant (up to a maximum of four) accompanying the applicant overseas. Dependants are persons who are economically dependant on the staff member for the duration of the SSP(L).
|
For SSP(L) to be taken within Victoria, a travel grant is not applicable, although in special circumstances (e.g. involving travel as part of the research program) an allowance of up to $75 per week may be granted.
TRAVEL GRANTS FOR COMPOSITE PROGRAMS
In cases where a program of SSP(L) is proposed which comprises a combination of interstate and/or overseas destinations, the applicable grant will be calculated as follows:
where a component period is three months or longer, the applicable amount for each component period will be as given in the relevant table(s) shown above;
where the component period is less than three months, the grant for that period will be calculated as follows:
(grant applicable for over 2 and up to 3 months) x (no. of days' stay at destination) divided by 61 days
Except where an international component as defined above is involved, the minimum grant payable shall be $2,000.
The maximum eligible grant is that applicable for a six month period.
In the case of a composite program exceeding six months in duration, the grant will be calculated on the basis of the highest applicable figure for any six month period within the program.
(Updated: July 2006)
The University places a high priority on individual and organisational performance and the development of staff. The Performance Development Framework supports all continuing and fixed-term staff to develop to their full potential to achieve personal and professional goals, which are congruent with the strategic and operational objectives of the University.
The Framework does not apply to casual staff members with the exception of Section 12.6.3.7. The performance of casual staff members is managed consistent with Section 12.6.3.2 (2).
Further advice on the Performance Development Framework is available from Human Resources Consultants.
The University of Melbourne Enterprise Agreement 2006 http://www.hr.unimelb.edu.au/advicesupport/eb;
The University Of Melbourne Performance Development Scheme http://www.hr.unimelb.edu.au/development/pdf;
The Framework provides a basis for:
(a) The formal encouragement of individual learning and career development of staff by their supervisors;
(b) A series of discussions and documentation of performance expectations, development activities and review of achievements over a period of time;
(c) Decision making in relation to reward and recognition for performance and decisions in regard to bonus payments, general faculty loadings, academic promotion, linked advancement, accelerated increments and incremental advancement. While PDF outcomes will be considered as part of, they will not be the sole determinant of, academic promotion;
(d) The systematic management of performance. All decision relating to probation and confirmation, performance improvement, incremental progression and disciplinary action for unsatisfactory performance must be made in accordance with the procedures defined in:
Chapter 6 Probation and Confirmation;
Section 12.6.5 Performance Improvement Measures;
Section 8.4 Increments and Accelerated Increments;
Section 10.2 Disciplinary action for Unsatisfactory Performance: Academic and Professional.
(e) Faculties or major organisational units to develop local performance development schemes consistent with the core principles and components set out in Section 12.6.
(1) Performance Management of continuing and fixed-term staff
The Performance Development Framework applies to all continuing and fixed-term staff members and to staff members.
New staff member will be introduced to the Performance Development Framework as part of his/her probation process to establish an understanding of the University's probation policy, their expected performance standards and performance support mechanisms, including professional development.
All new staff shall participate in a training program on the operation of the Performance Development Framework. Supervisors must undertake training in both the PDF process and the skills required to lead the process.
(2) Performance Management of Casual Staff
The Performance Development Framework does not apply to casual staff members (except for clause Section 12.6.3.7, Supervisor). The performance of casual staff is managed in accordance with the provisions set out at (a-d) below:
(a) The casual staff member shall enter into a performance arrangement as determined by his/her immediate supervisor at the commencement of the casual engagement. The performance arrangement will identify indicators by which performance will be assessed over the course of the casual engagement and any potential development needs that may be encouraged during the casual engagement with the University. For example, if student evaluation of teaching is to be used to assist in assessing performance, then this will be outlined at commencement. The supervisor will also discuss teaching evaluation outcomes where appropriate.
(b) The casual staff member's supervisor will monitor the staff member's performance against the indicators set out in the performance arrangement during the course of the casual engagement. Where a supervisor has concern in relation to the casual staff member's performance, these will be discussed with the casual staff member. The supervisor may recommend that the casual staff member undertake training and development as required.
(c) Good performance if expected of all casual staff. In addition, the University recognises and rewards outstanding performance which may take the form of opportunities for further employment, training and career development opportunities, additional remuneration and/or other non-monetary rewards.
(d) Where a supervisor forms the view that the casual staff member's performance is unsatisfactory, the casual staff member's casual engagement may be terminated.
Performance development schemes will be developed in consultation with staff members in Departments to ensure that they are tailored to meet the needs of local University work areas, providing that schemes developed will:
encourage an individual and work unit planning environment linked to organisational plans;
ensure clarity with respect to roles and responsibilities;
encourage productive working relationships and a focus on results;
enable discussion of broader issues which may impact on the staff member's working life;
ensure on-going feedback, coaching and support;
promote career planning and development,; and
build a culture of good performance, individual learning and career development.
In addition to the above core principles the University Performance Development scheme will include provisions for:
The development of evaluative, transparent, fair and equitable performance outputs and performance indicators and appropriate professional development activities for all staff members;
On-going discussion, feedback and coaching on performance to be provided to all staff members;
The discussion of performance issues requiring improvement as they arise, and constructive feedback provided and issues to be documented;
At least one annual review and feedback discussion. Where a fixed-term staff member is engaged for 12 months or less the review will be undertaken at least 2 weeks prior to the expiry of his/her fixed-term contract; and
Data to be collected as part of the performance development framework in a format consistent with University policy.
(1) The principal elements to be covered in the performance discussions and reviews and feedback discussions are:
review the role and/or responsibilities of the staff member;
consideration of the workload of the staff member (although staff members may raise workload issues with their supervisors whenever there is a concern or problem);
acknowledgement of initiatives and independent achievements of the staff member;
a work plan including key areas for performance, objectives and indicators;
a development plan which includes professional development activities and future performance objectives;
feedback to the staff member on his/her performance against previously determined objectives and whether performance has been unsatisfactory, satisfactory, good, very good or outstanding - refer to rating definitions at (2);
where appropriate, advise as to whether an increment will be awarded;
feedback and coaching to the staff member on specific areas requiring development, which should be clearly documented where performance is unsatisfactory.
Outcomes of the feedback discussion shall be documented and ratings entered into Themis. The staff member and supervisor may retain copies.
Incremental progression is dependant on the staff member attaining a rating of satisfactory or greater, as defined at (2)
(2) Performance rating definitions
|
Performance objectives and staff development plan will take into account:
the University and organisational unit's strategies and objectives;
the level and time-fraction of the staff member's appointment;
the teaching, research and professional interests of an academic staff member;
the professional and/or skill development needs of the staff member.
For academic staff, the supervisor is normally the Head of Department but may be another staff member nominated by the University. Where the Head of Department is not the supervisor, the academic staff member will be notified in writing. Academic staff members may request the nomination of an alternative supervisor.
For professional staff the supervisor will be nominated by the Head of the organisational unit.
Prior to undertaking the supervisory responsibilities of the performance Development Framework, each supervisor must have completed training in the PDF process, the skills to lead the process and to provide feedback. Normally this will occur within three (3) months of the appointment of the supervisor.
All new staff members should participate in a training program on the operation of the Performance Development Framework.
Outcomes of the Performance Development and Review discussions are to be documented and the staff member and the supervisor may retain copies (note - local PDF schemes may allow for modification of PDF documentation, consistent with the core principles and components of PDF schemes set out in this section).
A copy of the Performance Development and Review documentation is only available to supervisors, subsequent supervisors and the staff member. Where hard copies are maintained, this documentation should be sent to the appropriate nominated officer in the relevant area who is responsible for storing the documentation in a secure environment. The documentation may be referred to and/or quoted directly by the head of Department or Dean, when required, in the preparation of documentation and recommendations on the staff member for purposes such as Special Studies Program, confirmation or promotion applications, or incremental advancement recommendations.
In specific circumstances (unsatisfactory performance, non-confirmation of probation and withholding increments) documentation will be made available to decision makers.
Certain statements are required for audit and accountability purposes and are not confidential. The statements are self-explanatory. The form (HR 34 ‐ Declarations ‐ Academic Staff) containing the declarations must be completed at the same time as the Performance Development and Review and, after being noted by the Supervisor, must be returned to Financial Operations to record. The information will be placed on Human Resources files for long-term retention.
These procedures shall not apply in relation to decisions regarding probation.
Where at any stage in the performance development cycle, a supervisor forms the view that a staff member's performance is unsatisfactory, s/he should discuss with the staff member the elements of performance which are unsatisfactory. The supervisor will develop a Performance Improvement Plan (PIP) in consultation with the staff member, who must be provided with the opportunity to comment on the draft objectives prior to the implementation of the PIP. Where a staff member objects to any aspect of the proposed PIP, a Head of Department (or equivalent) from an independent area shall determine the matter.
The PIP shall include:
a clear statement of performance objectives;
details of the behaviours and outputs necessary to achieve the performance objectives;
performance indicators/measures;
the time frame in which they are to be reached (which shall normally be no greater than six (6) months unless otherwise agreed between the staff member and the supervisor);
detail the provision of developmental or other support relevant to improving performance. Such support may include, but shall not be limited to, guidance, counselling and consideration of work allocation.
specification of regular performance review meetings during the course of the PIP; and
a copy of this section and clause 65 of The University of Melbourne Enterprise Agreement 2006 (detailing the potential penalties which may be imposed if no performance improvement is forthcoming).
Copies of all documentation associated with the PIP, including signed minutes of the performance review meetings, will be provided to the staff member.
When the PIP is developed, the staff member shall be warned that should performance not improve in the agreed timeframe, the matter may result in the deferral or denial of an increment and/or be dealt with under the procedures for disciplinary action for unsatisfactory performance defined at Section 10.2.
Date Created: December 2008
In order to contribute to the professional development of staff and to enhance institutional commitment, the University offers to continuing and eligible fixed-term staff and their families, the opportunity to study full-fee paying graduate courses and Community Access Program subjects at the University of Melbourne at a reduced fee. This policy details the fee-discount scheme available to University staff members and their immediate family with regard to University of Melbourne full-fee paying graduate course and Community Access Program (CAP) subjects.
The provision of discounted University course fees to staff members and immediate family undertaking graduate and CAP educational programs is an aspect of the University's broader Staff Development, Education and Training policy.
Administrative Policies and Practices Group July 2008
Immediate family means:
a spouse (including a de facto spouse and a same-sex domestic partner) of the staff member; and
a dependent child or an adult child (including an adopted child or a stepchild), parent, grandparent, grandchild or sibling (including a step or a half-sibling) of the staff member or of the spouse of the staff member.
Community Access Program (CAP): The Community Access Program (CAP) allows individuals to enrol in a single subject study. Further information is available from: http://www.unimelb.edu.au/community/access.
Full-fee paying graduate award courses:
http://www.futurestudents.unimelb.edu.au/grad.
Acadmic and Professional staff who:
are part-time and full-time continuing members of staff; or
are fixed-term members of staff with at least a further 12 months appointment,
are eligible to access fee discounts (as prescribed in section 12.8.4.2) for study at the University of Melbourne.
The immediate family of eligible staff may also access fee discounts.
This policy does not apply to casual and honorary staff.
Eligible staff members and their immediate families may study full fee paying graduate courses and Community Access Program subjects at the University of Melbourne with a discount of 25% of the course or subject fee.
The policy applies to new enrolments in courses from 2009 only. This includes all new enrolments in courses or re-enrolments with a minimum length of time of 12 months between enrolment cancellation and re-enrolment.
The fee-discount only relates to the course fee and does not include incidentals such as travel, books, etc.
Certain professional staff may also be eligible to apply for study leave entitlements under the Staff Education Scheme (see Section 12.2).
Note: Staff and immediate family members may have an entitlement to FEE-HELP for the remaining course fees.
The courses of study that are recognised to which this policy applies include all University of Melbourne graduate course and Community Access Program subjects. Courses do not need to have a work-related purpose in order to obtain the discount.
Course fees related to current income-earning activities
University of Melbourne course fees for staff can be salary packaged and will be exempt from FBT if there is a connection between the course and the current income-earning activities. The salary packaging policy for such courses is detailed at http://www.hr.unimelb.edu.au/benefits/salpac/education.
Course fees not related to current income-earning activities or course fees for family members
University of Melbourne courses that are not related to current income-earning activities, or course-fees related to study undertaken by family members, are considered an 'in-house benefit'. In-house benefits of up to a total of $1000 may be salary packaged by staff members and University course fees (not related to current income-earning activities or course fees for family members) are included in this limit.
The salary packaging of the fee balance will be via reimbursement only.
For further information regarding salary packaging see Section 16.4. Staff members who are salary packaging other in-house benefits should refer to the Guidelines for Salary Packaging at http://www.hr.unimelb.edu.au/benefits/salpac/guidelines.
Eligibility for University fee discounts for staff members and immediate family, and salary packaging arrangements will cease at the termination of employment.
Staff members or immediate family members wishing to access the University fee discount scheme should follow normal enrolment and application requirements with the relevant faculty. They must also adhere to standard University enrolment and fee timelines and policies, including payment due dates.
The faculty will confirm staff member or immediate family member status as part of the enrolment processes.
Staff members wishing to salary package the purchase of the fees should send a HR32ih or HR32f form to Human Resources along with a copy of the course or subject invoice and receipt of payment. See: http://www.hr.unimelb.edu.au/benefits/salpac/guidelines.
[? Search] [Top] [Contents]
[Prev: 11. Environment, Health and Safety]
[Next: 13. Outside Work, Company Directorships, Board Members]
Created: September 1995
Last Modified: 12 October 2009
Authorised by: Web & Administrative Officer, Human Resources.
Maintained by: Jo Barnes jo.barnes@unimelb.edu.au
|
![[HTML 4.0 Checked!]](http://www.unimelb.edu.au/images/valid_html.4.0.gif){kind=small}
|