People Plan to 2015 Realising strategy through high performing people RMIT Council Briefing Marcia Gough

Agenda HR Vision Consultation and process HR model 7 HR levers Recruitment Payroll and HR Systems Performance culture Reward and recognition Leadership and people development Health, safety and wellbeing Workforce design Alignment to R&I and Academic Plan HR Plan in action We are all ‘experts’ in the HR and and we all have different views. We will vote and discuss that these not in agreement. Process and timeframes/constraints Expectations on HR from Uni – What are we famous for HR model 1 at a time Think – through process, well thought through and on target Feel – supportive and committed to priorities Do – implement RMIT University©2011 Human Resources

Human Resources Vision Realising strategy through high performing people is the founding premise of the human resources vision and goals presented in the plan As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards. Human Resources Plan ‘Realising Strategy Through High Performing People 2011 – 2015 RMIT is committed to supporting and developing staff so they can assist the University to meet its strategic objectives and to achieve their individual performance and development goals. RMIT’s success is dependent upon staff members’ understanding of and alignment with University objectives, professional accountability, satisfaction and positive morale. It is important to have the right skills in the right place at the right time to support current University priorities. Additionally, as the University’s environment becomes increasingly competitive, it is critical that staff members are supported to excel in their area of responsibility. Finally, as the success of RMIT is dependent upon the calibre of its staff, we must attract and retain leaders in our core discipline areas, and in management and administration. RMIT University©2011 Human Resources

The HR Plan: Supports future group priorities (aligned with RMIT’s Strategic Plan) Supports University plans including Academic and Research and Innovation Positions RMIT’s responsiveness to current and future external drivers Highlights actions to define and create a preferred workforce that is capable of delivering the University’s strategy looking five years into the future Sets the expectation for both HR and management staff in regard to people accountabilities It ensures that people strategies align with the University’s strategic plan and is a holistic framework that guides the assessment and analysis of the impact of internal and external trends on the workforce. It considers the current state, explores alternate futures and then highlights actions to define and create the preferred future workforce that is capable of delivering the University’s strategy looking five years into the future RMIT University©2011 Human Resources

HR Plan methodology Input Managed via a phased Project Plan Design University strategies and goals and environmental analysis Establishment HR Advisory group/ stakeholder interviews College & Portfolio consultation College & Portfolio Business Plans College & Portfolio local workforce Implementation plans Feedback from leadership group RMIT 2010 Staff Survey Input Design Engage Implement Managed via a phased Project Plan Workforce Planning Project Capability Framework Development 2010-2015 University HR Plan (5 year plan) Development Needs Analysis A four phase methodology is being used to project manage the development of the plan. Established engagement channels (forums, focus groups, data tools) are being used at each phase Methodology Inputs - Environmental and workforce analysis/feedback informing development of HR Plan Design - Recommendations to address critical gaps or potential skill shortages grouped to five workforce priorities (HR levers) Engage - Commitment to refine and deliver recommendations Implement - Realisation and application of the HR Plan Distinctiveness Industry Engagement - First choice provider in work relevant learning Urban - Reflecting and shaping our environment Global - International in outlook and action for students and staff 5 RMIT University©2011 Human Resources

P P P P P P P HR Plan timeframes September ‘10 March ‘11 2010 2011 June ‘10 Involvement in Strategic Plan Dev’t Internal & external environmental scanning Workforce analysis (Jan – June) P Focus groups RMIT Capability Model (May – July) P P Participate in College and Portfolio Forums 2010 Staff Survey analyse results (May – Sept) P P Define organisational people priorities via interviews, questionnaires with selected senior representatives (June – Sept) Implement and consult with university-wide initiatives (2011) -Consult (HR Vision Workshop/HR Advisory Group) Validate draft HR Plan (July - Sept) Finalise and validate HR Plan (Oct - Mar) P P RMIT University©2011 Human Resources

Staff and managers consultation One on one meet and greets by Executive Director College and Portfolio Executive Briefings Establishment of HR Advisory Group Stakeholder interviews and surveys Staff Survey results and action plans Leadership briefings LeadRMIT LeadRMIT focus group discussing HR management issues and ways to support them better Leadership forums identify staff survey feedback and action planning Workshops with senior leaders to inform development of HR Plan HR workshops to seek feedback on critical staff and management concerns Roadshows to staff across the University talking through new services ie DevelopME seeking feedback about how to improve what we do Training programs and briefing sessions to over 600 staff and managers since start of 2010 seeking feedback to inform improvements in our workplanning processes Feedback and briefing sessions on Training Needs Analysis at RMIT Continued consultation on development of projects with key stakeholders It ensures that people strategies align with the University’s strategic plan and is a holistic framework that guides the assessment and analysis of the impact of internal and external trends on the workforce. It considers the current state, explores alternate futures and then highlights actions to define and create the preferred future workforce that is capable of delivering the University’s strategy looking five years into the future RMIT University©2011 Human Resources

Realising strategy through high performing people 2011-2015 RMIT University©2011 RMIT University©2010 Human Resources Human Resources 8

HR Levers Recruitment Payroll and HR systems Performance culture Reward and recognition Leadership and people development Health, safety and wellbeing Workforce design The purpose of the 5 year HR plan is to provide development opportunities for RMIT staff that integrate initiatives outlined in the RMIT Strategic Plan which increase organisational effectiveness. Circular) - Elements Organisation Structure & Job Design Recruitment and Selection Performance Culture Leadership and People Development Reward and Recognition HR Operations Workforce and Succession Planning RMIT University©2011 Human Resources Human Resources 9 9

Recruitment Vision Through its excellent global reputation, RMIT will be a ‘magnet’ for highly talented staff. We will have strong staff capability through effective, proactive and efficient recruitment. Outcomes A strong RMIT employer brand and employee value proposition RMIT proactively identifies high quality candidates globally and develops talent pools Comprehensive interview process with trained panel members conducting behavioural interviewing Minimum research capability requirements are mandated for academic appointments A fully rolled out e-recruitment system supports fast, thorough recruitment RMIT University©2011 Human Resources Human Resources 10

Payroll and human resource systems Vision HR systems and services will be efficient, cost effective, integrated and end-user enabled. HR systems will be easy to use and provide accurate and timely information to enable effective decision making. Outcomes Integration of people management systems Workforce analysis is based on accurate, up-to-date data Data is easily generated by managers any time, from any location A self-service kiosk provides current and accurate employee data Increased electronic and online functionality Reports are triggered as reminders for date-driven actions Casual payroll services are seamless RMIT University©2011 Human Resources Human Resources 11

Performance culture Vision Outcomes As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards. Outcomes Performance expectations are defined – results and behaviours Finance and other incentives are available to staff who exceed performance expectations Both high performing and consistently poor performing staff are easily identified Performance improvement and career development plans are tailored to improve staff capability and drive organisational performance Workload allocation models support the strategic needs of the university An online performance management system is implemented RMIT University©2011 Human Resources Human Resources 12

Performance culture continued Vision As a place to work, RMIT will be a high-performance environment – driven by accountability, results and rewards. Outcomes 100% of staff participate in annual workplanning and performance appraisal Performance appraisal focuses on results and behaviour. All staff receive a performance result Exemplar behaviours (as defined by RMIT’s Code of Conduct and Behavioural Capability Framework) are role modelled, recognised and rewarded across RMIT All RMIT leaders receive 360 degree feedback and coaching RMIT University©2011 Human Resources Human Resources 13

Reward and recognition Vision RMIT’s recognition and reward initiatives will attract and retain high performers Outcomes Annual salary increments are based on performance. Clear alignment of workplan, performance and remuneration The professional staff classification structure supports rewarding and recognising performance. Delivery of global locations is an integral part of each staff member’s work Remuneration and reward offerings are designed to retain high performing staff High profile industry people are attracted to work at RMIT Executive remuneration is linked to performance and rewards high performance RMIT University©2011 Human Resources Human Resources 14

Leadership and people development Vision RMIT will be recognised as a sector leader for developing the skills of our people and developing great leaders. Outcomes All managers participate in 360 degree feedback and coaching All new staff participate in RMIT induction activities Academic career promotion is reliant on evidence of continual learning and development For academic, VET and professional staff career acceleration programs (e.g. Graduate Program; Future Leaders; Internal Experts as Mentors) are implemented Staff exchanges and secondments are encouraged across global campuses A centrally coordinated, one-stop shop is established for professional development programs and resources RMIT University©2011 Human Resources Human Resources 15

Health, safety and wellbeing Vision RMIT will be recognised as a sector leader for our effective health, safety and wellbeing strategies Outcomes The incidence of workplace injury by 2015 is significantly reduced through effective and proactive occupational health and safety management Managers and staff have immediate access to support and advice re: absenteeism levels, reducing injury and managing return-to-work situations Staff participate in proactive health checks and wellness programs Managers work proactively to reduce instances of occupational stress Staff wellbeing and safety is supported when in transit and working internationally Proactive health and safety teams operate proactively in every work area All ill, injured staff including WorkCover claimants are sensitively, effectively and quickly returned to work RMIT University©2011 Human Resources Human Resources 16

Workforce Design Vision RMIT will have flexible organisational structures, clear job design and accountabilities, and develop strong succession and career pathways. Managers use workforce intelligence to enhance long-term planning Outcomes Aligned global structure and matrix responsibilities are confirmed and adopted across global campuses SAP Manager Self Service is fully utilised for proactive workforce planning with 3–5 year horizons Formal succession planning is undertaken for critical roles ‘Industry Practitioner’ classification implemented Workforce planning informs organisation structure and design RMIT’s new Behavioural Capability Framework is aligned with job classification and job design processes Programs are in place to attract and retain key researchers Organisational structures and job design closely aligns to our key strategic services and program profile. RMIT University©2011 Human Resources Human Resources 17 17

Aligning HR’s vision to RMIT’s vision The academic and research plans are supported and enabled by a clear vision of ‘lifting performance’ 2011 HR in action at each level of strategic planning: Developing a global perspective Urban Academic professional development Research performance expectations The Specialised University The Global University The Urban University The Connected University RMIT University©2011 Human Resources 18

THE ACADEMIC PLAN 2011-2015 Transforming the future 2011 - 2015 GLOBAL in action, action and presence, offering our students a global passport to learning and work. HR 2011 partnership and operational actions: Off-shore teaching staff Academic staff located globally Global recruitment Culture to “think globally” Delivery in global locations Global talent search The Specialised University The Global University The Urban University The Connected University RMIT University©2011 Human Resources 19

THE ACADEMIC PLAN 2011-2015 Transforming the future 2011 - 2015 URBAN in orientation and creativity, shaping sustainable cities and drawing inspiration from the challenges and opportunities they provide. HR 2011 partnership and operational actions: High profile industry people are attracted to work at RMIT Mutually beneficial staff exchanges and secondments are encouraged across all campuses Cultural impact and sustainability OH&S experts across the organisation and community partners provide expert advice to HR on assessing and reviewing health, safety and wellbeing initiatives The Specialised University The Global University The Urban University The Connected University RMIT University©2011 Human Resources 20

THE ACADEMIC PLAN 2011-2015 Academic Plan 2011 - 2015 THE UNIVERSITY OF TECHNOLOGY AND DESIGN RMIT has long had a focus on technology and design and it will build on its strong reputation in these areas, ensuring the development of programs that excel in their quality and relevance. HR 2011 partnership and operational actions: Academic and VET professional development and career acceleration programs Exemplar performance and behaviours are role modelled, recognised and rewarded across RMIT Workload allocation models are effective and aligned Strategic workforce planning informs HR decisions The Specialised University The Global University The Urban University The Connected University RMIT University©2011 Human Resources 21

THE ACADEMIC PLAN 2011-2015 Research Plan 2011 - 2015 DEEP CONNECTIONS AND PARTNERSHIPS RMIT will strengthen and deepen its connections with research partners in industry and community by developing dynamic, multifaceted research collaborations and HDR programs that support engaged, solution driven research HR 2011 partnership and operational actions: An online performance management system is implemented Minimum research standards are mandated for academic appointments and existing staff RMIT is in high demand and known as an employer who continues to grow and invest in researchers Performance appraisal focuses on results and behaviour Excellent researchers are recognised and supported And we talked at length about the issues that are impacting on our research performance. These issues include: Our research capability and staff profile Uneven performance and lack of critical mass in several areas The balance between research, teaching and leadership responsibilities Issues relating to the quality of HDR supervision and the HDR student experience Red tape/bureaucratic barriers to research productivity, and Lack of external awareness of RMIT research expertise and success. RMIT University©2011 Human Resources 22

Human Resources Plan Aug 2011 RMIT University©2011 Human Resources Human Resources 23

Distributed to all staff August 2011 HR Plan Brochure Action Plan flyer 2011 RMIT University©2011 Human Resources Human Resources 24

HR priorities mapped over 5 years RMIT University©2011 Human Resources

HR operations making strategy happen RMIT University©2011 Human Resources

Any comments or questions? RMIT University©2011 Human Resources 27