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?