cultAbility
Purpose driven professional (and personal) staff development
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Purpose driven staff development
• On ‘purpose’
• Creating a sense of purpose
• Managing for Performance
• How we do what we do at UTS
• Leading from behind – empowering staff to determine their development needs
CONTENTS
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On‘purpose’
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‘purpose’ as defined by the Macquarie Dictionary1. the object for which anything exists or is done, made, used, etc.2. an intended or desired result; end or aim.3. intention or determination.4. that which one puts before oneself as something to be done or accomplished.5. the subject in hand; the point at issue: to the purpose.6. practical result, effect, or advantage: to good purpose.–verb (t) (purposed, purposing)7. to put before oneself as something to be done or accomplished; propose.8. to determine on the performance of; design; intend9. to be resolved.–phrase 10. on purpose,a. by design; intentionally.b. with the particular purpose specified.
IN EVERY SENSE OF THE WORD
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Creating asense of purpose
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Why people work
A SENSE OF PURPOSE
Work provides a sense of:
← Purpose
← Achievement
← Community
← Security
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Purpose
Achievement
Community
Security
Why Team SAU
A SENSE OF PURPOSE
Making a difference – students
Exceeding OWN expectations
Teammates
Security and marketability
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Managing forPerformance
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Exceed their expectations…
…and they’ll exceedyours.
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How we dowhat we do at UTS
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Unit Structure
Stakeholder Services Teams | Faculty Services | Student Enquiry |Admissions, Timetabling & Enrolments | Fees & Scholarships | Exams |Progressions, Results & Conferrals | Ceremonies & Events |
STUDENT ADMINISTRATION
Unit Services Teams | Student Communications | Performance & Improvement | Workforce Recruitment & Management |
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Workforce Recruitment and Management
ABOUT
• 7 core team members
• Recruit and train more than 300 casuals per annum
• Support all other managers:> recruitment and on-boarding of new staff> on-going professional and personal development> managing for performance (and performance management)> day-to-day management of Unit’s casual employees> strategic workforce planning, management, and associated budgeting
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Workforce Recruitment and Management Aims
AIMS
• To get the right people
>…in the right place
>…with the right skills
>…at the right time
>…and the right cost
• Other managers are therefore free to focus their efforts on with their core deliverables
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Strategic Workforce Planning
STRATEGIC PLANNING
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Assessment Centres
INCREASING RECRUITMENT EFFECTIVENESS
0.5-0.8
0.5-0.7
0.4-0.6
0.2-0.46
0.2
0
0
Perfect Prediction
Combined ability, personality and values test
Assessment centres
Job sample tests
Personality questionnaires
Interviews, references, CVs and Qualifications
Graphology, astrology, phrenology
Random PredictionPredictive Validity of A
ssessment M
easures
1
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Developing Assessment Tools
• Task analyses by Workforce Team
• Consultation with peers to verify and weight competencies and behaviours
• Simulation tasks
• Assessment program developed and validated
• Assessment program staffed and implemented
ASSESSMENT CENTRE TOOLS
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Competencies
• Customer service
• Communication skills
• Time management
• Process, guideline and instruction oriented
• Resource management
• Digital literacy
• Accuracy and attention to detail
THE BASICS
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Assessment Matrix Example
HOW
Competency areas/KSC
E-tray task Role-play Excel Written Application(EOI)
Customer Service X X
Communication X X X
Time management X X
Following rules and guidelines
X X X
Computer literacy X X
Accuracy and attention to details
X X
Problem solving X X
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Results speak for themselves
Of the 128 newly recruited exam supervisors in 2016 we lost 14 (9.14%)
• 3 retired
• 2 had visas that expired
• 2 accepted permanent work elsewhere at UTS
• 6 did not pass probation
• 1 never started
RESULTS
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On-boarding of newstaff
SHALLOW END FIRST
• Campus Tour (includes visits toour two Student Centres)
• Short video – Working at UTS
• UTS Staff Connect – onlineinduction:> First Day> First Week> First Month
• Manage My Employment
• Escape from UTS
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On-boarding of newstaff
SHALLOW END FIRST
• Mandatory Staff Checklist (*includes compliance training modules):> Safety and Wellbeing*> Safety and Wellbeing for Supervisors*> Preventing Bullying in the Workplace*> Equal Opportunity – Module 1> Competition and Consumer Awareness Act> ESOS> Vice-Chancellor’s Welcome to Staff> Codes of Conduct
• Setting up Your Workstation
• TMS Profiling (permanent and fixed-term only)
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Leading frombehind – empowerment
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Empowering Staff to Determine Their Needs
• Secondments – inside and outside of Student Administration
• LEAD Program
• Subject matter experts and portfolio owners
• Cross-divisional projects
• UTS Short Courses
• Higher duties
• Formal education
EMPOWERMENT
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Challenges
• Understanding our ‘inherited’ workforce
• Doing things differently
• Managing (one-to-one) a mobile workforce with whom you have little contact
• Timesheets and pay claims
• Continuous circle of recruitment, assessment, training, deployment
• Knowledge management and training
• Managing the development needs of continuing and fixed-term staff
NOT WITHOUT ITS CHALLENGES
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Results speak for themselves
• Retention rates of continuing and fixed term staff have dramatically increased
• The staff we do lose are now, more often than not, poached by colleagues elsewhere in UTS (mostly faculties)
• Recruitment to backfill staff on secondment more common than recruitment to replace staff
• People are happy… embraced learning, taken charge of their own development, and accepted responsibility for their own careers
• Ability is a given – we now recruit for cultAbility
RESULTS
ThankYou
Questions?