Strategic plan

Management Plan – Human Resources 2009 – 2012
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CQUniversity CRICOS Provider Codes: QLD - 00219C; NSW - 01315F; VIC - 01624D
Management Plan - Human Resources
2009 - 2012
1. Introduction
CQUniversity’s future success will in a substantial way depend upon the skills, energy and
commitment of our staff. Accordingly, the University must attract, develop, reward and retain staff
of the highest quality and provide a working environment that will enable them to maximise their
capacity to contribute to the achievement of the University’s mission.
The Management Plan – Human Resources 2009-2012 (Plan) supports the CQUniversity Australia
Strategic Plan 2009-2012 by identifying and articulating the human resource initiatives that give
effect to the people and performance elements within the strategic plan.
This Plan identifies priorities and goals that will guide human resource management at
CQUniversity over the period 2009-2012 to enable the University to maximise its human resource
capabilities. It outlines the emerging human resource challenges facing the University and strategies
to address these challenges. It also identifies human resource development and planning
requirements in support of a staffing profile that aligns with the University’s strategic direction and
its need to be flexible, creative and agile.
This Plan and its identified goals and strategies will be supported by annual operational plans that
outline the activities that will be undertaken each year to give effect to the goals of the Plan.
The process for developing this Plan involved input from a number of sources including staff via a
website; through open staff forums at all campuses; consultative discussions with the Staff
Consultative Committee; through consultation with stakeholders across the University; and
feedback from the Vice-Chancellor’s Committee.
During the period of this Plan, CQUniversity will need to be responsive to the changing external
environment (legislative, financial, technological, demographic, labour market, higher education
sector) which includes:
 an increasingly competitive higher education environment including labour markets,
students and our capacity to attract and retain staff;
 the aging profile of the sector workforce demographic combined with our relatively junior
academic profile;
 monitoring changes in the legislative requirements from Federal and State governments in
areas such as industrial relations, equal opportunity and health and safety and providing
advice on the implications for the University and leading the implementation of required
changes to its operations;
 continuing financial constraints with reduced government funding and the increasing
reliance on alternative income generation and the associated risks of this strategy e.g.
downturn in international student enrolments;

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 increased requirements for accountability including quality reviews and financial
compliance; and
 increased reliance on the use of technology to provide systems that inform our decision
making and better manage our operations and that transform the working, learning and
teaching environments.
The Plan also addresses internal imperatives such as:
 the enhancement of a performance management culture that rewards high performing staff
and links individual and institutional performance goals and accountabilities;
 the development and implementation of a workforce planning process;
 investing in the development of our staff to nurture our intellectual capital and in particular
the development of management and leadership capabilities; and
 enhancing workforce diversity and in particular addressing the low level of Aboriginal and
Torres Strait Islander employment across the University.
The intended outcome of effective human resource management within the University is the
development of a high performance culture that emphasises accountability for results. The Vice-
Chancellor and President is ultimately responsible for developing this culture within the University
with the assistance of university managers and supervisors.
The Executive Director (Resources) has overarching responsibility for human resources
management across the University and is assisted by the Division of Human Resources. The
management of human resources is underpinned and guided by workplace legislation, industrial and
employee relations instruments, institutional policies and procedures, and input from University
committees and stakeholders with support and advice from the Division of Human Resources.
Policies relevant to staffing are available on the Policy Portal (http://policy.cqu.edu.au/).
The Division of Human Resources is a strategic partner with the faculties, divisions and campuses
of the University providing advice, training and guidance across all workplaces and geographical
locations. Responsiveness and flexibility in the management of human resources within the
University has been assisted by devolution of authority and responsibility to local levels wherever
possible with local support from a dedicated HR client services team plus advice and information
from centrally located professional staff within the Division who form part of the extended client
service resource team.
2. Compliance and Benchmarking
The University will monitor external points of reference both to ensure continued compliance and to
inform current actions and future planning: These points of reference include but are not limited to:
 Anti-discrimination Act (1991);
 Commission for Children and Young People and Child Guardian Act (2000);
 Central Queensland University Union Collective Agreement (Academic Staff Employees)
2007;
 Central Queensland University Union Collective Agreement (General Staff Employees)
2007;
 Disability Discrimination Act (1992) including Disability Standards for Education (2005);
 Equal Opportunity for Women in the Workplace Act (1999);
 Fair Work Act (2009);

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 Higher Education Industry – Academic Staff – Award 2010
 Higher Education Industry – General Staff – Award 2010
 Industrial Relations Act 1999 QLD;
 Migration Act 1958 - Human Resources;
 National Training Wage Award 2000;
 National Employment Standards (2010);
 Payroll Tax Act 1971;
 QSuper Superannuation (State Public Sector) 1990;
 Queensland Prevention of Workplace Harassment Advisory Standard (2004);
 Sex Discrimination Act (1984);
 Superannuation Guarantee (Administration) Act 1992;
 Superannuation Guarantee (Administration) Regulation;
 Tax Administration Act 1953;
 UniSuper Deed of Covenant and Trust Deed;
 Workers Compensation and Rehabilitation Act (2003) QLD;
 Workers Compensation and Rehabilitation Regulation (2003) QLD;
 Workplace Health and Safety Act (1995) QLD; and
 Workplace Health and Safety Regulation (1997) QLD.
CQUniversity will continue to benchmark its human resource activities against other Universities
across the higher education sector via the Universities HR Benchmarking program. Membership of
this program provides the capacity to benchmark with other institutions in the sector on a variety of
human resource performance measures and provide guidance on matters such as:
 staffing trends and issues both within the University and the sector;
 the effectiveness of human resource initiatives and areas for improvement; and
 workforce planning processes across the University.
Feedback from this annual benchmarking activity allows the University to further refine its human
resource strategies and practices.
3. Priorities
3.1 Organisational restructure and workforce planning
The University has invested significant resources in recent times to review and adjust its
organisational structure with the merging of Faculties and significant process reengineering across
the Divisions leading to improved delivery of services and reduced staffing costs.
The organisational review and restructure is yet to be finalised with segments of the University still
to commence or complete this process.
It is critical to the University’s long term viability that these improvements in organisational
structure and process are maintained by forging a strong link between structure and budget where
staffing decisions are made on the basis of an approved organisational structure and budget which is
underpinned by a centrally controlled position management system.
Additionally, as the University moves forward, any adjustments to structure will need to be
supported through a costed business case as part of a whole of University workforce planning
process. The University will need to ensure that it has a robust human resource information system

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that can provide accurate data to inform management decision making and assist in the setting of
the University’s annual staffing budget.
Workforce planning will be an important tool in ensuring that the University is well positioned to
meet its present and future staffing needs. As the University anticipates adjustments to its program
offerings to meet emerging student demands, effective workforce planning processes will enable the
University to proactively prepare for these changes by adjusting its staffing profile through a
combination of skilling up existing staff, reducing staff number in areas of decline and targeted
recruitment from external sources as necessary.
3.2 Professional development of staff
In the Management Plan for Learning and Teaching it states that “staff must be encouraged to
engage in continuing professional development and be provided with time to reflect on student
learning and their role in supporting learning and teaching”. The University needs to ensure that it
provides for the targeted training needs of its staff that are identified through the University’s
performance review, planning and development process.
The University also needs to ensure that its managers and supervisors have the requisite skills and
abilities to undertake their important day to day oversight of staff; reviewing their performance,
assisting them to address any deficiencies and taking timely corrective action to manage under-
performance or unsatisfactory performance as necessary.
One of the identified challenges facing the University is the aging profile of the higher education
sector workforce combined with our relatively junior academic profile. The University will find it
increasingly difficult to attract, recruit and retain quality staff and it will need to ensure that it
maximises its capacity to develop our present staff and future staff, particularly if those who are
available or willing to locate to Central Queensland are not yet skilled to the required level.
Another area that will need to be carefully addressed is the development of management and
leadership capabilities as part of the University’s approach to succession planning.
3.3 HR policies, practices and enterprise agreements
Following the restructure of the Division of Human resources, the centralised model of human
resource management has been replaced by a decentralised client service model with a dedicated
client services team supported by centrally based professional HR staff, who form part of an
extended client services team.
A renewed focus has been placed on the development or updating of HR policies, and practices
with the intention of eliminating unnecessary complexity or bureaucracy while at the same time
ensuring that appropriate standards and practices are maintained. Additionally, a new enterprise
agreement will need to be negotiated during 2009 consistent with the Fair Work Act 2009, the new
Higher Education Modern Awards and the new National Employment Standards.
The Division has also been empowered by the senior executive to take ownership of the
performance review, planning and development process to ensure that staff and supervisors are both
trained in the process and held accountable to make certain that the process is successfully
concluded including follow-through on identified training needs and management of performance
deficiencies.

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Equally important, the University will be more closely monitoring the allocation of staff workloads
to ensure that staff are given the time, resources, training and support to be able to deliver quality
service to their clients.
3.4 Health and safety of staff and students
The University is committed to continuously improve university-wide health, safety and
environmental strategies, policies, procedures and priorities to ensure that they are integrated and
comply with relevant legislation.
As part of this commitment, the University has identified a need to implement an Emergency
Management Plan and Safety Management System to ensure that it fulfils its obligation to provide a
safe workplace for staff and students consistent with its legislative compliance obligations.
Implementation of the Emergency Management Plan will include the establishment and training of
Emergency Control Organisations and Fire and Safety Advisors across the University and
conducting emergency evacuation drills with the assistance of the Queensland Fire & Rescue
Service, at least annually.
To assist in its health and safety oversight, the Division of Human Resources has committed to the
implementation of the health and safety module of the Human Resource Information System
(Alesco) which will assist in the overall management of the health and safety function.
The Division will engage in the identification and implementation of preventative strategies and
programs to reduce the number and impact of injuries and improve the positive links between good
health and safety practice and good performance outcomes.
Additionally, the Division will establish transparent lines of health and safety accountability and
responsibility at all levels of the University, train all new supervisors and staff in their health and
safety obligations, ensure that applicable health and safety obligations are contained in position
descriptions and that staff are reviewed in respect to their health and safety responsibilities through
the University’s annual performance management process.
4. Key Performance Indicators
Key Performance Indicators relating to human resource management are detailed in the
CQUniversity Australia Strategic Plan 2009-2012 under the heading People and Performance and
reported against as required. Under this Plan, measures are provided against each strategy and these
are reviewed and revised for each edition of the Plan.
5. Goals
The priorities as detailed above have been developed into the goals and strategies on the following page.
This Plan will be supported by annual operational plans that outline the activities that will be
undertaken each year to give effect to the goals and strategies of the Plan.

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6. Implementation
Implementation of this Plan will be the responsibility of the Executive Director (Resources) with
progress against each strategy to be monitored bi-annually in accordance with the listed
measurements and with particular reference to the activities and planned outcomes outlined in the
Division of Human Resources’ HR Operational Plan – People & Performance (2009-2010).
Goal 1 Finalise the University’s organisational restructure and implement a
workforce planning process in support of enhanced organisational capacity.
Strategies Responsibility Measurement/Monitoring
Finalise the University’s
organisational restructure
process.
Vice-Chancellor’s Executive Organisational restructure
completed by the end of 2009.
Develop and implement a
workforce planning process that
integrates with the business
planning process.
Division of Human Resources Workforce planning process
developed by the end 2009 with
implementation to occur by June
2010.
Benchmark HR operations and
outcomes against the higher
education sector to inform HR
strategic planning, policy
development, processes and
practices.
Division of Human Resources Annually.
Continue to implement further
functionality of the Human
Resource Management
Information Systems (HRIS) to
assist the Division in its day to
day operations.
Division of Human Resources
and the Information Technology
Division
Ongoing with an anticipated
completion date in late 2010.
Develop a suite of operational
and strategic HRM reports to be
utilised by line managers to
assist with HR management
decision making including
workforce planning.
Division
By the end of 2009.

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Goal 2 Ensure the targeted professional development of staff to maximise
organisational and client outcomes.
Ensure that the professional
development needs of staff
identified via the PRPD process
are addressed in a timely, cost
effective and equitable manner.
Manager and supervisors and the
Division of Human Resources.
Annual report of training and
development undertaken against
identified T&D from the annual
PRPD process.
Provide management and
leadership development for all
managers and supervisors.
and Deans/Heads of Division
Initial cohort to be provided with
training by mid 2010 and
ongoing training for new
managers and supervisors
thereafter.
Support and coach supervisors in
HR management skills.
Division of Human Resources Initial cohort to be provided with
training by mid 2010 and
ongoing training for new
managers and supervisors
thereafter.
Encourage an enhanced focus on
learning and teaching across the
University.
Division of Human Resources Ongoing.

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Goal 3 Develop or update HR policies, enterprise agreements and practices
to improve human resource and employment relations processes and
performance outcomes.
Implementation of revised
Performance Review, Planning
and Development (PRPD)
process.
and Deans/Heads of Division
PRPD process completed by
95% of staff by March 2010.
Review and update strategies,
policies and procedures to
attract, recruit and retain high
performing staff including
appointment by invitation when
appropriate.
The Vice-Chancellor’s
Executive and the Division of
Human Resources
Strategies reviewed annually
based on in-house data and
benchmarking report.
Review all HR policies and
procedures to identify and
remove unnecessary complexity
or bureaucracy with a focus on
workplace flexibility and
performance outcomes.
Division of Human Resources By the end of 2009.
Develop strategies to monitor
and improve staff morale.
Vice-Chancellor’s Executive and
the Division of Human
Resources
By mid 2010.
Implement the indigenous
employment and career
development strategy.
Indigenous Employment
Reference Group
Annual reporting of percentage
of indigenous employment
against target.
Improve the allocation and
management of employee
workloads across the University.
Deans/Heads of Division and
Supervisors
Annual report on allocation and
management of employee
workloads to VCE.
Monitoring IR changes to
provide advice and leadership
for the implementation of any
required changes.
Division of Human Resources Quarterly reporting to Executive
Director (Resources).
Negotiate a replacement
enterprise agreement(s) in a form
that maximises the University’s
needs, including flexible work
practices, and with any salary
increase to be consistent with the
University’s capacity to pay.
Vice-Chancellor and President
By the end of 2009.

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Goal 4 Enhance and improve University health, safety and environmental
practices to ensure a safe workplace for staff and students
Implement an Emergency
Management Plan (EMP) and
Safety Management System
(SMS).
Division of Human Resources EMP fully implemented by June
2010.
SMS implemented by the end of
2009.
Implementation of the Health
and Safety module of the Human
Resource Information System.
Division
By June 2010.
Approved by: Council 6 July 2009

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