rrr framework professional staff

8/11/2019 RRR Framework Professional Staff

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Reward andRecognition of

Professional Staff:A FRAMEWORK


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www.unimelb.edu.au2

The Professional Staff Reward, Recognition and Retention(RRR) Framework has been developed by the Universityof Melbourne with the aim of providing an overarching planthat supports the Growing Esteem implementation and, inparticular, the Universitys vision to:

strive to develop exemplary employment practicesfor attracting, retaining and assisting the professionaldevelopment of a talented and diverse staff andsupport the educational goals of an inclusive, multi- cultural and humanitarian university. 1

The Framework details key principles to guide thefuture development and implementation of reward andrecognition initiatives in departments across the University.

1 The University of Melbourne Growing Esteem: University Plan2007 2007

By providing a broad framework for staff reward andrecognition, the University recognises that a commitmentto these principles is fundamental to retaining quality staff,supporting Growing Esteem and making Melbourne aGreat Place to Work.

The RRR Framework for professional staff encompassesa transparent and consistent university-wide policyframework which will enhance its ability to attract, retainand motivate quality staff to achieve organisational goals.It will endeavour to achieve this through the developmentof a high performance culture focused on continuousimprovement. Integral to this is the recognition and rewardof contributions and innovations of individual professionalstaff and teams of professional staff.

Introduction


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ContextThe RRR Framework supports and draws from the following policies, programs and plans:Y Growing Esteem Strategic PlanY Making Melbourne a Great Place to Work Strategic FrameworkY Staff Equity and Diversity FrameworkY Career Development ProgramY Performance Development FrameworkY Higher Education Workplace Relations Requirements (HEWRRs)

This framework specifically focuses on the reward and recognition aspects of retention. A culture of reward and recognition is just one of a range of factors impacting on why staffchoose to remain with an employer. Critical to any broader retention strategy are organisationaldevelopment and equity initiatives 2.

EligibilityThe Reward, Recognition and Retention Framework provides an overarching strategy for profes-sional staff individual and team rewards across the University. Specific reward policies flowingfrom the RRR Framework will specify if eligibility provisions exist. Note: Close examinationof visa conditions should occur prior to contemplating monetary rewards for overseas locallyengaged employees .

ImplementationRecognition in the form of positive feedback and celebration of achievement should be a matterof daily management and good business practice. Importantly, all managers are responsible atthe local level for contributing to a culture that rewards and recognises staff achievements.Managers of work units will:Y Implement reward programs in a manner that is consistent with the principles of the Reward,

Recognition and Retention Framework

Y Consult with Human Resources on the development and implementation of reward initiatives

Y Strive to develop a culture of continuous and sincere reward and recognition of staffachievements

Human Resources will:Y Provide guidelines regarding rewarding and recognising staff

Y Work in partnership with departments in developing reward strategies

Y Oversee the use of reward programs

Y Review and update reward programs in line with best practice and organisational suitability

Y Process applicable monetary rewards

2 Organisational Development initiatives such as the development of career pathways, mentor programs,staff exchanges and leadership development programs are noted as important factors to consider in broaderretention strategy development. The opportunity to learn, grow and advance careers are often rated higher insignificance than other reward strategies.


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BackgroundA reward is defined as that which is givenfollowing the occurrence of certain behaviour,with the intention of acknowledging thepositive nature of that behaviour, and oftenwith the additional intent of encouraging itto happen again. Rewards can be intrinsicor extrinsic in nature. Intrinsic rewards areinternal to the individual, such as contributingto a common good, mentorship or givingback. Extrinsic rewards are rewards externalto the individual, such as payments andpromotions (tangible) or praise and publicrecognition (intangible). The University ofMelbourne aims to find a balance betweenproviding adequate extrinsic rewards andvaluing the intrinsic needs of employees.

A wide body of research indicates thatorganisations which fail to reward and

recognise staff fairly and competitively incomparison to their competitors run the riskof losing staff to more lucrative opportunities.However, the key overriding messagestemming from this research is that moneyalone will not be enough to retain qualitystaff, as for many, it is not the major motivatorto perform well in their jobs. Intrinsic, non-monetary forms of reward such as challengingand meaningful work; professional growth;empowerment; working relationships; work/ life balance and flexibility are often cited as keywork motivators. The University will thereforeensure a broad range of strategies areavailable to cater for different preferences andvalues in relation to reward and recognition.

The University of Melbourne provides a rangeof benefits and mechanisms to encourageand support the attraction and retention ofstaff. However, while the University hasnotable structures in place, current changes

in Australias workforce will place increasingdemands on the University to attract and

retain quality staff. The priorities in the RRRFramework aim to support the University inmeeting these challenges and remaining anemployer of choice.

To ensure a coordinated and meaningfulapproach to rewarding and recognising staffachievements, the University of Melbournewill focus on a total reward package,encompassing core remuneration strategies;broader non-monetary strategies; employeebenefits; and an organisational commitmentto measuring the success and continuallyimproving reward strategies. This issummarised below:

The Reward, Recognition and RetentionFramework will ensure:Y a broad range of reward and recognition

strategies are available that can be utilisedby managers to reward, recognise andretain high performing staff;

Y strategies place significant emphasison non-monetary forms of reward andrecognition;

Y strategies are continually reviewed andupdated to ensure they are relevant,meaningful and effective;

Y strategies reinforce organisational values

and recognise achievements that contributeto the overall objectives of the University.

REWARD ANDRECOGNITION OF

PROFESSIONALSTAFF

MONETARY INCENTIVES

Ensure the University remainscompetitive while protectingthe integrity of the classicationsystems.

NON-MONETARY INCENTIVES

Ensure a range of non-monetaryincentives exist to reward staff.Raise awareness of theseincentives.

BENEFITS

Ensure a range of benets areavailable to all staff employed atthe University.

ORGANISATIONALKNOWLEDGE

Ensure the University has therelevant information to informRRR strategy development.


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1 ATTRACT, MOTIVATE, REWARD AND RETAIN HIGH PERFORMING STAFF

2ENSURE THAT THE UNIVERSITYS REMUNERATION STRUCTURE REMAINSCOMPETITIVE IN ORDER TO RECRUIT, RETAIN AND MOTIVATE QUALITYSTAFF

3PROMOTE A CLOSE LINK BETWEEN PERFORMANCE AND REMUNERATION

4REWARD SIGNIFICANT OUTSTANDING PERFORMANCE THAT ADVANCESTHE UNIVERSITYS GOALS AND VALUES AND ARE TIED TO SPECIFICACCOMPLISHMENT

5 PROVIDE TIMELY RECOGNITION FOR INDIVIDUAL AND TEAMACHIEVEMENT

6PROVIDE REWARDS THAT ARE VALUED AND MEANINGFUL TO STAFF

7 BE FAIRLY AND CONSISTENTLY DEVELOPED AND APPLIED

8 BE FINANCIALLY SUSTAINABLE TO THE WORK UNIT

9BE SIMPLE TO UNDERSTAND AND OPERATE

10 BE CLEARLY COMMUNICATED TO STAFF

Statement of PrinciplesThe University of Melbournes RRR Framework for professional staff isunderpinned by the following principles which will guide decision-making relatingto reward and recognition practices in a university context. These principles are to:


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Reward and Recognitionof Professional Staff:A FRAMEWORKPRINCIPLE 1 Attract, motivate, reward and retain high performing staffThe University recognises that high performing staff are fundamental to achieving organisationalgoals (as expressed in Growing Esteem) and making Melbourne a Great Place to Work.

There is a challenge for all organisations to attract and retain quality staff in such a competitiveand labour-short market. The University of Melbourne aims to distinguish itself within the highereducation sector with employment practices that recognise high performing professional staff withmodern, innovative and meaningful reward and recognition practices.

PRINCIPLE 2Ensure that the Universitys remuneration structure remains competitivein order to recruit, retain and motivate quality staffHigher Education institutions in Australia are recognising the difficulty to compete with externalsalaries and conditions to attract and retain quality staff. Universities must find a balance betweenoffering flexibility in monetary reward policies whilst protecting the integrity of classificationstructures.

The University of Melbourne has a consistent approach to establishing the value of positions, viaa job classification system and associated salary grades. Building on this, the University has anumber of supplementary monetary incentive strategies which may be used to cover demands inattracting, rewarding and retaining staff. Monetary rewards may encompass the following:Y Incremental advancementY Linked AdvancementY Accelerated IncrementY Professional Recognition LoadingsY Performance Bonus Scheme

Note that each scheme will have its own eligibility requirements, which should be considered indetermining the most appropriate approach.

PRINCIPLE 3Promote a close link between performance and remunerationEffective reward systems provide a link between performance and remuneration strategies, andprovide a means for the University to reward high performing staff.

The University links remuneration and performance at both the organisational and individuallevel. At an organisational level, the University may determine through policy and/or enterpriseagreements to provide organisational wide remuneration increases on the achievement of certaintargets. At an individual level, remuneration increases and rewards are directly linked to individualoutcomes evidenced in the performance management process.

University policies relating to monetary rewards will place significant emphasis on linking such areward to outcomes evidenced in the Performance Development Framework (PDF).


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PRINCIPLE 4Reward signicant outstanding performance that advances theUniversitys goals and values and are tied to specic accomplishmentA deliberate and systematically designed Reward, Recognition and Retention Framework isan important tool to support and reinforce the link between the Universitys vision, values andobjectives (as expressed in Growing Esteem and Divisional plans) on one hand and staff memberperformance on the other.

The University aims to encourage and reward outstanding performance and contributionto organisational success. Reward and recognition strategies will support and reinforce theUniversitys goals, values and vision.

The Universitys Performance Development Framework (PDF) offers opportunities for staff toachieve personal and professional goals, which are aligned with the strategic and operationalobjectives of the University. Performance objectives should be measurable, aligned within theDepartment/Division plans and the staff members career development plans. Staff should havean understanding of how their role contributes to the overall achievement of organisational goals.

Reward strategies should reinforce the Universitys staff values. Staff values outline the qualitiesthat members of the University community admire and continually strive to exhibit individually and

collectively as an organisation. Expression of these values should be celebrated and rewarded in awork unit. The Making Melbourne a Great Place to Work Strategic Framework details core staffvalues for the University of Melbourne, approved by Council in May 2005. The values are:Y A commitment to quality and innovation where creativity and excellence in all areas of

endeavor are recognised and rewardedY High standards of ethics and integrity where all staff are open, fair, honest and consistent

in their dealings with each other and the broader University communityY The provision of safe and supportive work environments where individuals are

encouraged and empowered to realise their full potential in an environment free fromphysical and emotional harm

Y The enhancement and sharing of organisational knowledge where individuals willinglypromote collaboration and consultation across the university

Y Tolerance and diversity where individual differences are respected and valuedY A shared sense of social purpose where all staff appreciate the intrinsic value of education

and research

At an organisational level, recognition awards will be directly linked to organisational goals andvalues.

PRINCIPLE 5Provide timely recognition for individual and team achievementRecognition in the form of positive feedback and celebration of achievement should be a matterof daily management and good business practice. The timing of reward and recognition is veryimportant, and should occur as close to the actual activity as possible.

The University encourages reward and recognition of both individual and team accomplishments.

A variety of options are available for locally recognising outstanding performance andachievements of teams and individuals. These options should form part of everyday activities andinclude managers taking initiatives such as:Y Certificates and/or letters of appreciation,Y Publicly recognising the positive impact or achievement,Y Implementation of a staff idea/proposal,Y Rewards in the form of work related gifts.

These options allow for more immediate recognition than other awards.


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PRINCIPLE 6Provide rewards that are valued and meaningful to staffThe success of a RRR Framework at the University of Melbourne depends on recognising andaddressing both internal and external demands, celebrating and marketing benefits available tostaff, and ensuring that reward and recognition strategies continually evolve and have relevanceand meaning to professional staff. To achieve this:Y Reward and recognition strategies should take into consideration the diverse nature of the

workplace . Differences such as age, race, cultural background, religion, time fraction andgeneral interests should be taken into account when considering reward and recognitionprograms. There is no one-size-fits-all approach to reward and recognition. Managers that areaware of diversity (e.g. generational diversity) and how this applies to the workplace will beequipped with the right information on how to motivate and retain staff.

Human Resources will play a key role in promoting clarity on the range of rewards available,and the impact of diversity issues in relation to reward and recognition. Managers will play akey role in recognising and promoting clarity at the local level.

Y Reward and recognition strategies should be regularly reviewed and updated . Maintainingreward strategies over time will require:1. Evaluation processes to measure the effectiveness of strategies and its acceptance by

staff and ensure practices are consistent with the Framework principles;2. Continued investigation and awareness of trends and standards relating to reward and

recognition, and how these may apply in the university context.Y Employee engagement will be a priority for the University of Melbourne . Staff feedback is

critical to ensure the continued value of RRR initiatives. Employee engagement measuresemployee attitude towards their organisation and its values; their motivation and passionto contribute, what aspects of work are most important to staff, their commitment to theirorganisation and how long they stay because of that commitment.

Employee engagement results will inform University and human resource strategydevelopment; instil a culture of continuous feedback and improvement; and reinforce the

Universitys commitment to Making Melbourne a Great Place to Work.

PRINCIPLE 7Be fairly and consistently developed and appliedThe University aims to ensure equity, transparency and fairness in all aspects of reward andrecognition policy, in accordance with the principles underpinning the Universitys equalopportunity policy. Reward and recognition strategies, when delivered appropriately andconsistently, improve both performance and morale at all levels.

Managers will:Y take into consideration the impact of recognition strategies across work units, for example,

the impacts on staff motivation and the effect on team based work;Y ensure reward strategies do not disadvantage or unfairly discriminate, but rather reward staff

fairly and consistently; andY ensure the nature of the reward is commensurate with the achievement.

Policies and decision making processes in relation to rewards should be transparent, conductedin good faith and with appropriate levels of confidentiality. Linkages to the PDF (in particularreference to monetary rewards) and to specific outcomes and achievements will ensuretransparency in decision making.


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PRINCIPLE 8Be nancially sustainable to the work unitA powerful reward strategy places significant emphasis on a broad range of strategies, bothmonetary and non-monetary.

Any decision pertaining to monetary reward strategies should take into consideration budgetaryand other business constraints. University statutes prevent the use of University funds forpurchases that are extravagant or personal:

Y Extravagant purchases are defined as, spending much more than is necessary or wise;wasteful. Judgment is required with each purchase to avoid extravagance.

Y Personal purchases are purchases incurred directly by the individual. To ensure the Universitycomplies with regulations, purchases must not be made by the individual, other than when priorapproval has been made by an appropriate delegation.

Managers should exercise caution in providing certain fringe benefits to staff as there are potentialtaxation implications for the University and individual staff members.

PRINCIPLE 9Be simple to understand and operateAs much as possible, reward and recognition processes will be managed at the local level. Rewardand Recognition Programs cover two areas:

Y Formal rewards pre-determined reward and recognition structures detailed in the Universityof Melbourne Enterprise Agreements and Human Resource Policy

Y Informal rewards spontaneous, sincere and personal appreciation of the efforts of individualsand/or teams

Formal reward programs will have specific eligibility and approval processes as detailed inthe relevant policy. Informal reward programs will as much as possible provide simple, localmanagement and provide recognition at any time for contributions to the goals and objectives ofthe organisation or work unit and/or to acknowledge individual or team accomplishments.

PRINCIPLE 10Be clearly communicated to staffThe University aims to ensure staff are aware of the broad range of RRR strategies available thatcan be utilised by managers to reward, recognise and retain high performing staff. This will beachieved via:Y A dedicated website: A dedicated Reward and Recognition website will contain guidelines for

managers regarding rewarding and recognising staff.Y Training and development initiatives: University leadership and organisational development

programs will incorporate reward and recognition principles.Y Public recognition events: Organisational-wide reward strategies (such as Awards for

Outstanding Service) will be advertised on an annual basis and recipients publicly acknowledgedat a formal recognition forum.

At the local level, managers will:Y be responsible for developing a culture of continuous and sincere reward and recognition of staff

achievements;Y reward staff fairly and consistently;Y play a key role in recognising and promoting diversity of staff and its impact on reward and

recognition at the local level.


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DISCLAIMER

The University has used its bestendeavours to ensure that materialcontained in this publication was correctat the time of printing. The Universitygives no warranty and accepts noresponsibility for the accuracy orcompleteness of information and theUniversity reserves the right to makechanges without notice at any time in itsabsolute discretion.

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For further information refer to:www.unimelb.edu.au/unisec/ privacypolicy.htm

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