2.1. Recruitment

(Reviewed: December 2008)

2.1.1. Overview

University policy is to recruit staff of the highest calibre through fair and open processes. Staff involved in recruitment must adhere to University policy and have received training in recruitment and selection processes.

Decisions to recruit should be made in the context of an overall workforce plan that considers the immediate, medium and longer term staff profile requirements of the work unit. Workforce Planning is a dynamic process; involving frequent modifications of direction in response to changing economic and University conditions.

Deans, Heads of Budget Divisions and Heads of Department are accountable for ensuring compliance with the University recruitment and selection policy.

2.1.2. References

• HR Best Practice Kit: Recruitment and Selection of University Staff;

• Council Minutes - September 2004;

• Administrative Policies and Practices Group, December 2008.

2.1.3. Policy

Appointments should be made on the basis of merit, through a fair and open selection process.

The principles underpinning the recruitment process are those of fairness, credibility, equal employment opportunity, merit and the optimising of career prospects for currently employed staff.

2.1.4. Procedures

2.1.4.1. Pre-recruitment Consultation

The following actions are advised before commencing all recruitment activity:

• detailed consideration of longer term staffing needs;

• where the position fits in terms of future needs of the department;

• finalisation of position details and funding (see Chapter ); and

• completion of a Recruitment Assessment Tool (available from the Manage Documents toolbar in the e-recruitment system PageUp): This form should be completed by Heads of Department (or equivalent) when considering the creation of any new position or the filling of a vacant position. This should be provided as part of the advice to the Level 3 delegate in the approval process.

A Human Resources staff member will normally meet with relevant staff in the Department to discuss the recruitment need and to plan the recruitment and selection process.

The pre-recruitment meeting would normally involve a Head of Department and key members of the selection panel.

2.1.4.2. Initial recruitment meeting

At the initial recruitment meeting the following will be discussed and resolved:

• the advertisement;

• the position description and selection criteria;

• a search plan (where necessary);

• selection techniques and processes.

Other items which may be discussed are:

• approval process for membership of the selection committee and the entry of the position details into the e-Recruitment system,

• interview questions,

• reference checking,

• counselling of applicants;

• probation period; and

• any occupational health and safety issues associated with the position.

A Health Hazard Assessment Questionnaire (HHAQ) will also be completed.

Note: HHAQ is available from the Manage Documents toolbar in the e-Recruitment system - PageUp

2.1.4.3. Advertising

Effective human resources management and equal opportunity considerations require vacant positions be advertised.

The following applies to professional staff positions only, covering recruitment for continuing and fixed term positions for a period greater than 12 months:

1. Prior assessment is undertaken for any position that is created or becomes vacant on a 'need to fill' basis and budgetery implication determined prior to approval (see Section 2.1.4);

2. All positions given approval to be filled will be placed on a 'blind job board' with a 5 working day closing period. This job board is only accessible to staff indentified 'at risk' or in formal redeployment;

3. Where b. does not fill the vacancy, the position will be advertised on the HR website (http://www.hr.unimelb.edu.au/careers) for a minimum of 5 working days and restricted to internal staff only;

4. Where b. and c. have been exhausted:

   1. Positions may proceed to external advertisement as follows:

      • Professional staff positions classified at HEW9 and below may be advertised only on online job boards, such as SEEK and the University website.

        • Any proposal for an exemption to the above restriction on advertising on online job boards or the University website will only be approved following determination by the Vice-Principal (Human Resources). Cases for exlusion should be forwarded in writing by the relevant Vice-Principal or Faculty General Manager.

      • All other positions may be advertised in broader forms of media (e.g. newspapers); or,

   2. A waiver of advertising and appointment by invitation request is prepared (seeSection 2.1.4.4).

The cost of external advertising is borne by the department and varies according to the placement of the advertisement. Human Resources can provide advice about cost and provide quotes if required.

2.1.4.4. Waiving of Advertisement

Requests to waive the advertising of an academic position must be approved by the Provost or Deputy Vice-Chancellor. The Vice-Principal (Human Resources) may approve the waiving of advertisement for a professional staff position, pending completion of requirements in Section 2.1.4.3.

2.1.4.5. Filling Positions without Advertisement

A fixed-term position for a period of 12 months or less may be filled without advertisement, provided the usual selection committee procedures are followed (see Section 2.3). If circumstances change and the position is extended or converted to continuing, the position may be required to be advertised.

It is not appropriate to advertise pre-retirement contract positions.

2.1.4.6. Drafting the Advertisement

The University has an approved advertising style which must be followed. The position description (PD) template can be found on the Human Resources Home Page. The PD, in this format, must be attached to the position, or job requisition in the e-Recruitment system. For advertising in print media, fully approved job requisitions must be received in Human Resources as follows:

• Saturday's Age - approval by 12 noon Monday

• Wednesday's Australian - approval by 12 noon Monday, the week prior.

The closing date for applications is a minimum of 5 working days from the date of publication.

2.1.4.7. Search Process

For full and part-time academic positions, a comprehensive search process should be undertaken in addition to advertising.

2.1.4.8. Professorial Level Positions

Appointment as a professor is a recognition of outstanding academic achievement as judged by peers. The University appoints salaried professors and professorial fellows and unsalaried honorary professorial fellows, clinical professorial fellows, professor/directors in the Faculty of Medicine, Dentistry and Health Sciences, visiting professors and professors emeritus. In making decisions as to appointments or promotions, it is important that achievement of candidates reflects the significance of the rank. Recommendations for appointment or promotion are made at Faculty level to the Senior Appointments and Promotions Committee (SAPC). Chapter 17 outlines the process for promotion to professor.

Where a staff member is promoted to Australian Professorial Fellow or Senior Principal Research Fellow by the Australian Reseach Council or the National Health and Medical Research Council, the University accords the title of Professorial Fellow to those staff. These procedures do not apply to such cases.

Where a Faculty wishes to create a named chair position, a case is made to the Provost who, after consultation with the President of the Academic Board, determines the matter. All documentation associated with the new Chair is to be provided to the President of the Academic Board and Provost.

2.2. Selection Policy

^{(Reviewed: July 2006)}

2.2.1. Overview

The University aims to recruit staff of the highest calibre. The aims of the selection process are:

• to ensure that the right person is selected for the position,

• to ensure a credible, consistent, fair, open and accountable approach; and

• to ensure that applicants have a positive view of the University and its procedures.

This entry contains the policies and procedures for the selection of staff.

2.2.2. References

• The University of Melbourne Enterprise Agreement 2006

• Best HR Practice Kit: Recruitment and Selection

2.2.3. Policy

2.2.3.1. Merit Selection

Selection committee members must be satisfied that the widest possible field of candidates has been attracted through the search and advertising processes.

The resources available for the selection committee members may include:

• all of the applications;

• written references;

• the position description and selection criteria;

• Best HR Practice Kit: Recruitment and Selection;

• policies on equal opportunity;

• the Departmental workforce plan, and other relevant material; and

• supporting material such as matrix grids for short-listing applicants and interview forms.

The structures for the operation of the Committee may include:

• an initial allocation of tasks for committee members; and

• a variety of activities to support selection, over and above the interview, that the short listed applicants will be required to undertake.

Selection committees must select on merit against the selection criteria and the individual's potential. In the case of academic staff being selected for Level A or B positions, the candidate must exhibit the potential to advance through to senior academic positions. In the case of professional staff the candidate must exhibit the potential to advance to more senior positions and/or the ability to develop other skills that may be required by the University from time to time.

2.2.3.2. Gender Representation on Selection Committees

Both genders must be represented on all selection committees. Deans and Heads of Divisions must ensure that academic selection committees as near as possible approach a balance of male and female membership. If such a balance is not approached, Heads of Departments are required to give reasons to the Dean at the time the committee membership is submitted for approval.

2.2.3.3. Trained Committee Members

From 1 October 1998, at least half of the voting members of academic selection committees must have participated in a Workshop on Selection Procedures provided by Human Resources/Equal Opportunity Unit or a workshop of equivalent content and standing.

2.2.3.4. Availability of Information about Selection Committee Membership

Upon request any applicant should be advised of the membership of the selection committee.

2.2.3.5. Conflict of Interest

No selection committee member may be a close relative or personal friend of a candidate. Selection committee members should declare any conflict of interest before or during the process and, if necessary, withdraw from the committee. At the conclusion of the process each committee member must sign a declaration that he or she was aware of no conflict of interest either before or during the process which could have or might reasonably be perceived as having prejudiced the decision of the committee.

2.2.3.6. Selection for Fixed-term Appointments

Selection for a fixed-term position for a period of less than one year's duration for:

• Level C and below for academic staff, and

• for Level 9 and below for professional staff,

may be made by the Head of Department in consultation with other members of the selection committee. Such appointments must be approved by the Dean of Faculty or Head of Division.

2.2.3.7. Conversion from Fixed-term to Continuing employment

For procedures relating to conversion from fixed-term to continuing employment, refer to Section 20.4.3.2 for details.

2.2.3.8. Appointment by Invitation

In exceptional circumstances, a case may be made to the Provost to appoint without advertising by invitation. In those circumstances, the candidate must be considered by a duly constituted Senior Appointments and Promotions Committee (SAPC).

2.2.3.9. Interstate or Overseas Applicants

Where an applicant for an academic position is travelling from interstate or overseas to attend an interview, travel and accommodation arrangements may be required. All costs must be borne by the Department. Partial costs refund may be considered.

The cost of:

• an airfare equal to the actual cost or the maximum economy class airfare (whichever is the lower);

• one night's accommodation;

• meals for one day; and

• taxi fares to and from the airport,

may be considered.

2.2.3.10. Confidentiality

The proceedings of the selection committee, including all documents and correspondence considered by the committee, are for the information of members only and must always be regarded as confidential. These matters remain confidential although the results of the committee's recommendation may be made public. Panel members must refrain from discussing any aspect of the appointment with non-panel members.

2.3. Selection Committees

^{(Last amendment: August 2006)}

2.3.1. Overview

Normally selection committees are structured according to the tables set out in this entry. Advice about membership of selection committees and approval of membership is forwarded to Human Resources Department via the position requisition in the e-Recruitment system.

2.3.2. References

• Council Minutes - October 1998

• Council Minutes - September 1999

• Council Minutes - September 2004

2.3.3. Policy

At the pre-recruitment consultation between the department and Human Resources (see Section 2.1.4.1) a decision will be made about how various processes of the selection committee will be handled.

The staff member with responsibility for setting up selection panel meetings will:

• advise the members of the selection committee that their appointment to the Committee has been approved;

• set the dates and times of the meetings;

• arrange interviews/times for seminars, etc.

2.3.3.1. Equal Opportunity Officer

At her or his absolute discretion, the Equal Opportunity Officer may attend, or nominate a member of the Equal Opportunity Office or Human Resources Department to attend on her/his behalf any meeting(s) of any selection committee.

2.3.3.2. Gender Representation in Selection Committee

Gender representation of the selection committees may be monitored by the Equal Opportunity Officer. The Vice-Principal (Human Resources) or the Director (Client Services) can act on her/his behalf.

2.3.4. Procedures

Where there is an unresolved problem with composition of the committee, including the requirement to aim for gender balance, the details are referred to the Equal Opportunity Officer for advice and/ or action.

2.3.5. Selection Committee Composition - Academic Staff Levels A, B and C

The recommended structures for selection committees for Academic staff selection for Levels A, B and C are:

 Table 1: Selection Committees Composition - Academic Staff Level A, B and C

Type of Appointment  Committee Members  Approval of Membership  Full-time and part-time Level A  1. Head of Department;  2 and 3. At least two other people, one of whom should be a member of the teaching staff of the Department in which the appointment is to be made. In addition, a Senior member of Professional staff can be included.  Head of Department      Equal Opportunity Officer monitors gender representation  Full-time and part-time Levels B and C  1. Dean of the appropriate faculty, or nominee  2. Head of Department in which the appointment is to be made (unless the appointment is to be made to the teaching and research office filled by the Head of Department);  3. and 4. Not less than two other people, one of whom should be a Professor. A Senior member of Professional staff can be included.  Head of Department              Equal Opportunity Officer monitors gender representation  Fixed-term appointments for Levels A, B and C  As above for appropriate level.  Head of Department  Equal Opportunity Officer monitors gender representation

2.3.6. Selection Panel - Level D

The recommended structure for selection committees for Academic staff selection for Level D is:

• Dean of Faculty - Chairperson

• Head of Department in which the appointment is to be made (unless the appointment is to be made to the teaching and research office filled by the Head of Department);

• Not less than four other people, with at least two external to the Faculty. All members will be at Level D or E or equivalent standing if external to the University.

The Dean will approve the membership of each panel and must ensure that there is gender representation and that at least 50% of the members have been trained in University Academic Recruitment and Selection processes. The Equal Opportunity Officer monitors gender representation.

The recommendation for appointment from the Selection Panel will then be referred to the President of the Academic Board and the Provost who will determine the appointment.

The Dean will provide a report on the recruitment and selection process which will include information about the search process, evidence of compliance with affirmative action and any other procedural activities undertaken during the whole process (i.e. guest lecturers, etc).

Human Resources will attach information about the membership of panels, the list of applicants, the position description and the cv of the successful candidate.

2.3.7. Professor - Level E

Appointment decisions to Professor, Professorial Fellow, Honorary Professorial Fellow, Clinical Professorial Fellow, Professor / Director, Professor Emeritus or Visiting Professor are determined by the SAPC.

SAPC reports through the Vice-Chancellor to Council on a quarterly basis listing the details of appointments.

Table 2 summarises the decision process for each type of appointment.

 Table 2: Decision process for appointments

Type of Appointment  Decision process  Chair appointments - Salaried  - Continuing  - Fixed Term  Professorial Appointments Committee  Senior Appointments and Promotions Committee  Professorial Fellows - Salaried  Professorial Appointments Committee  Senior Appointments and Promotions Committee  Professorial Fellows - Honorary  Recommendation of Dean  Senior Appointments and Promotions Committee  Clinical Professorial Fellows - Honorary  Recommendation of Dean  Senior Appointments and Promotions Committee  Professor Emeritus  Recommendation of Dean  Senior Appointments and Promotions Committee  Professor/Director  Professorial Appointments Committee or Dean - refer Note 1.  Senior Appointments and Promotions Committee  Visiting Professors  Recommendation of Dean  Senior Appointments and Promotions Committee

Note 1: Professor/Director appointments are made in conjunction with hospitals and the appointment as Director is salaried and administered through the Hospital. The University is represented on the selection committee.

2.3.8. Selection Committee Composition - Professional Staff

For professional staff selection committees there is normally a minimum of two, preferably three, people on the panel. In special circumstances a panel may comprise four or more members.

 Table 3: Selection Committee Composition - Professional Staff

Type of Appointment  Committee Membership  Other Members  Approval of Membership  Full-time or part-time HEW Levels 1-9  1. Supervisor of Position 2. Expert in the Field 3. Client affected by the work of the position (this person will need to be at the same classification level as the position).  4. Human Resources representative when invited. Note: A Human Resources representative is mandatory for Departmental Manager and General Manager positions.  Relevant level 2 delegated position  Fixed-term HEW Levels 1-9  1. Supervisor of Position 2. Expert in the Field 3. Client affected by the work of the position (this person will need to be at the same classification level as the position).  4. Human Resources representative when invited. Note: A Human Resources representative is mandatory for Departmental Manager selection committees.  Relevant level 2 delegated position  HEW 10  For selection panels at HEW Level 10, the membership of the panel is specifically selected. It is Council policy that they must include a senior representative from Human Resources and a senior representative from another Division.  Faculty General Manager selection committees must include the Vice-Principal (Human Resources) and the Senior Vice-Principal, Administration, and will normally be chaired by the Dean  Head of Budget Division or relevant Vice-Principal

2.3.9. Guidelines for Selection Panel Membership - HEW 10

The following are typical examples of HEW Level 10 Selection Panels:

Faculty General Manager:

• Dean of Faculty - Chair

• Senior Vice-Principal, Administration

• Deputy Dean or a Head of Department

• Vice-Principal (Human Resources)

• Deputy Dean or a Head of Department

• Expert - nominated by the Senior Vice-Principal (Administration) in consultation with Dean

• Head of Budget Division

Manager within Administrative Departments:

• Dean or a Head of Academic or Administrative department

• Immediate Supervisor

• Vice-Principal (Human Resources) or nominee

• Expert - nominated by the Head of Budget Division and Immediate Supervisor.

2.4. Selection Decisions

^{(Last amendment: April 2007)}

2.4.1. Overview

Selection Committees may use several methods to assess candidates for positions including interview, skills tests, attendance at seminars given by short-listed candidates, and reference checks. The selection committee will also make a recommendation about the probation standards that should be set for a particular candidate. The following entry is to alert members of selection committees to the normal procedures associated with making a final selection decision.

2.4.2. References

• Council Minutes - October 1998

• Council Minutes - September 1999

• Council Minutes - May 2000

• Council Minutes - September 2004

• Human Resources Advisory Committee minutes, April 2007

2.4.3. Procedures

2.4.3.1. Referee Reports - Academic Staff

Referee reports for academic staff are normally requested and used as part of the short listing process. They may also be sent in with the candidate's application. The committee may also ask the candidate to nominate further referees.

When a short list has been compiled, or when the selection process has been completed and the committee is considering all of the information before making a final decision, the referee reports should be critically appraised and validated by personally contacting the person who wrote the reference. The most appropriate person to check references is the Head of Department or the immediate supervisor of the position.

Verbal reference checks must be structured and probing.

2.4.3.2. Referee Reports - Professional Staff

The normal process is to ask the applicant to nominate three persons who would be willing to act as referees. At the end of the selection process the supervisor of the position should personally contact the nominated referees to seek additional information about the most highly rated candidate/s.

Reference checks must be structured and probing. Similar questions should be asked of each referee and the answers noted for reporting to the selection committee. Questions should focus on the applicant's characteristics related to the selection criteria, job performance and work history. Discriminatory questions may not be asked.

2.4.3.3. Probation Standards

The selection committee will advise the Head of Department or immediate supervisor on appropriate initial probation standards for the successful applicant. The successful applicant may have displayed, during the selection interview and/or during other elements of the selection process, the need for the development of certain work-related skills. It may be necessary to supplement the probationary requirements after the staff member has commenced duty.

Details of probationary requirements should be recorded in the applicant offer in the e-Recruitment system (see Section 6.1 for probation for professional staff and research assistants grade 1, and Section 6.2 for probation for academic staff).

2.4.3.4. Making the Recommendation

While a vote is not usual to decide who the successful candidate will be, as Committees should aim to reach consensus, if a vote is necessary to determine a decision, the provisions of Statute 1.3.2(e) must be observed. This provides that a majority of votes of members present will decide, provided that the number of votes in the majority is not less than half of the number of members required for a quorum; the chairperson has a casting vote if the vote is tied.

2.4.3.5. Selection Committee Recommendation

The Panel Chair (or the Department Administrator on behalf of the Chair) completes the applicant offer details in the e-Recruitment system. This recommendation is made on behalf of the selection panel.

If a panel member does not agree with the recommendation, they can note their view in the e-Recruitment system. Please conatct Human Resources if this is the case.

If no appointment is to be made, please contact your HR Officer. It is necessary to advise committee members and document such recommendations for approvers if no appointment is to be made.

By approving the applicant offer, the Dean or Head of Budget Division are certifying that all University policy requirements have been observed.

2.4.3.6. Authorisation

Delegations to approve appointment recommendations are:

 Table 4: Approval of Appointment Recommendations

Type of Appointment  Approval  Professional Staff: HEW Levels 1- 9  Dean or Head of Administrative Department  Professional Staff: HEW 10  Vice-Principal (Human Resources)  Academic: Levels A, B and C  Dean  Academic: Level D  Provost, after seeking advice from the President of the Academic Board  Academic: Level E  All professorial appointments will be handled in a two stage process whereby Faculty based Committees make recommendations to the Senior Appointments and Promotions Committee which will determine appointments and promotions.

2.4.3.6.1. Re-engagement of a redundancy or pre-retirement/retirement incentive benefit recipient

The Head of Budget Division may approve the engagement of a redundancy or pre-retirement/retirement incentive benefit recipient to a continuing or fixed term position, and a Head of Department or equivalent may approve appointments to a casual position, where:

1. It is considered the position is not the 'same job'¹; and

2. It is considered that the engagement of such a person is essential for the operation of the Faculty/Budget Division or Department, having regard to the nature of the duties to be performed and the skills, qualifications and experience of the person; and

3. There was no agreement entered into about the re-employment of the staff member at the time of the termination².

2.4.3.7. Notification

The University is required to provide every appointee with an instrument of appointment which stipulates the type of employment and informs the staff member of the terms of engagement at the time of the appointment in relation to:

• for all staff members other than casual employees, the classification level and salary of the staff member on commencement of the employment, the hours or the fraction of full-time hours to be worked and the length and terms of probation;

• for a fixed-term staff member, whether the term of the employment, the length and terms of probation (if any), and the circumstance(s) by reference to which the use of fixed-term contract for the type of employment has been decided for that employment;

• other main conditions of employment including the documentary, or other recorded sources from which such conditions derive, and the duties and reporting relationships to apply upon appointment

• the probationary requirements for the position.

Performance standards required for the position level (academic staff).

Following receipt of the applicant offer in the e-Recruitment system, Human Resources will:

• arrange for the contract of employment to be forwarded to the successful applicant; and

• advise unsuccessful applicants (if requested by the Department).

Note: The only offer that is binding upon the University is the formal written one signed by one of the Vice-Chancellor, Senior Vice-Principal or the Vice-Principal (Human Resources).

2.4.3.8. Health and Hazard Assessment Questionnaire

The University has a statutory responsibility to ensure a healthy and safe work environment. Part of that responsibility is to ensure that an appropriate match is made between the potential employee and the tasks he or she is required to undertake. Pre-employment medical assessments are part of that process. The Health and Hazard Assessment Questionnaire (HHAQ) where the Head of Department completed details of the potential hazards of the job to be filled must be forwarded to the prospective employee together with the contract of employment. The prospective employee completes relevant personal details as part of accepting the offer of employment.

2.4.3.9. Acceptance

Acceptance of an offer is usually indicated by the appointee signing a copy of the contract. A new staff member may not commence duties before receiving and responding in writing to a written letter of offer.

See Section 2.5 for information about contracts of employment.

2.4.3.10. Feedback and Counselling

The Selection Panel member delegated to conduct the counselling, or the direct supervisor, is normally responsible for feedback to unsuccessful internal applicants. Unsuccessful external applicants may be counselled upon request.

Feedback and counselling encourages and further develops applicants. This process is most effective if carried out as soon as possible after the selection process. It provides an opportunity to discuss how the applicant was assessed against the selection criteria and:

• the written application and curriculum vitae;

• the interview (preparation, presentation, ability to articulate);

• career plans (the types of positions for which the person should be applying);

• personal development needs.

2.5. Contracts of Employment

^{(Last amended: July 2006)}

2.5.1. Overview

By law, the University is required to provide all staff members with a contract of employment. The various industrial instruments to which the University is either respondent or party to, may impose additional requirements to which the University must adhere.

2.5.2. References

• The University of Melbourne Enterprise Agreement 2006

2.5.3. Policy

Contracts of employment must be prepared for all potential new staff and current staff who are being offered a different position or different terms and conditions in relation to their current position.

To be valid, a contract of employment must be:

• signed by either the Vice-Chancellor, Senior Vice-Principal, or Vice-Principal (Human Resources) in respect of contracts for continuing and fixed-term employment; or

• in respect of contracts for casual employment, the relevant Level 2 Delegate; and

• formally accepted in writing by the successful applicant before he or she commences work at the University.

2.5.3.1. Information to be provided to Continuing and Fixed-Term staff in contracts of employment

(1) Upon engagement, the University shall provide to continuing and fixed-term staff members contracts of employment which stipulate the type of employment in relation to the engagement. The contract of employment will also include details relevant to the engagement including:

• the date of commencement of employment;

• the classification level and salary of the staff member on the commencement of the employment;

• the hours or the fraction of full-time hours to be worked;

• the name of the supervisor of the position;

• the performance standards required;

• the duties of the position;

• any severance which may be payable on termination of the contract;

• for any staff member subject to probationary employment, the length and terms of the probation; and

• other main conditions of employment, or the documentary, or other recorded sources from which such conditions derive, and from which the duties and reporting relationships to apply upon appointment can be ascertained.

(2) In addition to the information supplied in sub-clause (1), the contract of employment of a fixed-term staff member shall indicate:

• the circumstances under which the fixed-term contract has been decided for that appointment (specific task or project, research, externally funded or other types of fixed-term employment);

• the term of the employment (ie. the start and finishing dates) or, in lieu of a finishing date, the circumstances or contingency upon the occurrence of which the employment will cease.

2.5.3.2. Information to be provided to casual staff in contracts of employment

Prior to commencement the University shall provide to casual staff members contracts of employment which stipulate the type of employment in relation to that engagement. The contract of employment will also include details relevant to that engagement, including:

• the duties required;

• the number of hours expected to be worked;

• the rate of pay in relation to the duties required; and

• a statement that any additional duties required during the term of employment will be paid.

2.5.3.3. Procedures relating to casual contracts of employment

For procedures relating to casual contracts of employment refer to Section 4.8 for details.

2.5.3.4. Performance Based Contracts

2.5.3.4.1. Overview

Ceratin senior staff may be employed on performance based contracts.

Performance based contracts set out key performance criteria or targets which the staff members must meet within defined timeframes or under defined circumstances and may prevail over part or all of the procedures related to unsatisfactory performance, misconduct, serious misconduct and termination of employment.

2.5.3.4.2. Offers of performance based contracts

Performance based contracts may be offered to persons who are to be employed as or who are employed as:

• professional staff at Level 10D and above; or

• academic staff in the following circumstances:

  • Head of Department in receipt of a salary and cash equivalent loadings equivalent to Level E or above; or

  • where the academic staff member is a Level E and is in receipt of salary and cash equivalent loadings in excess of $143,657 as at 1 May 2006 (indexed in accordance with salary increases as outlined in the University's Enterprise Agreement 2006)

2.5.3.4.3. Procedure for entering into performance based contracts

Where the University intends to offer a person a performance based contract, it must:

• advise the person that he/she may choose a representative to negotiate the terms of such a contract on their behalf; and

• advise the person that they may access the University of Melbourne Enterprise Agreement 2006 at http://www/hr.unimelb.edu.au/advicesupport/eb.

2.5.3.4.4. Nature of Performance based contracts

A performance based contract may be offered on a continuing or fixed-term basis.

2.5.3.4.5. Termination of employment

Performance based contracts may override entitlements relating to unsatisfactory performance, misconduct, serious misconduct and termination of employment. In such cases, the Performance based contract will stipulate that the required period of notice of termination of employment shall be no less than 3 months. However, where a Head of Department appointed in accordance with Section 2.5.3.4.2 above is a Level D or less, his or her employment may only be terminated pursuant tot he serious misconduct, unsatisfactory performance or redundancy procedures outlined in the performance based contract.

Created: September 1995
Last Modified: 12 October 2009
Authorised by: Web & Administrative Officer, Human Resources.